Before blaming your sales team, take a look within. What costly mistakes is management making?Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Mike Weinberg loves sales! He is a consultant, coach, speaker, and bestselling author. His specialties are new business development and sales management, and he's on a mission to simplify sales and create high-performance salespeople and sales teams. Mike is known for his practical approach and for calling it like he sees it. He works with companies in all industries, ranging in size from a few million to many billions of dollars, and has spoken and consulted on five continents.
Inhaltsangabe
Contents Foreword by Jeb Blout Introduction Part OneBlunt Truth from the Front Lines: Why So Many Sales Organizations Fail to Produce the Desired Results Chapter 1As Goes the Leader, So Goes the Organization Chapter 2A Sales Culture Without Goals is a Sales Culture Without Results Chapter 3You Can't Effectively Run a Sales Team When You're Buried in Crap Chapter 4Playing CRM Desk Jockey Does Not Equate to Sales Leadership Chapter 5You Can Manage, You Can Sell, But You Can't Do Both at Once Chapter 6A Sales Manager Either Wants to Make Heroes or be the Hero Chapter 7Sales Suffer When the Manager Wears the Fire Chief's Helmet Chapter 8The Trouble with One Size Fits All Sales Talent Deployment is that One Size Does Not Fit All Chapter 9Turning a Blind Eye to the Perennial Underperformer Does More Damage Than You Realize Chapter 10 COMPensation and COMPlacency Start with the Same Four Letters Chapter 11 An Anti-Sales Culture Disengages the Heart of the Sales Team Chapter 12 The Big Ego Senior Executive "Sales Expert” Often Does More Harm than Good Chapter 13 Entrepreneurial, Visionary Leaders Forget that Their People Can't Do What They Can Do Chapter 14 The Lack of Coaching and Mentoring Produces Ineffective Salespeople Chapter 15 Amateurish Salespeople Are Perceived Simply as Vendors, Pitchmen and Commodity Sellers Chapter 16 Sales Leaders Chase Shiny New Toys Searching for the Magic Bullet Part TwoPractical Help and a Simple Framework to Get Exceptional Results from Your Sales Team Chapter 17 A Simple Framework Provides Clarity to the Sales Manager Chapter 18 A Healthy Sales Culture Changes Everything Chapter 19 Sales Managers Must Radically Reallocate Their Time to Create a Winning Sales Culture Chapter 20 Regular 1:1 Results-focused Meetings Between Sales Manager and Each Salesperson Will Transform Your Sales Culture Chapter 21 Productive Sales Meetings Align, Equip, and Energize the Team Chapter 22 Sales Managers Must Get Out in the Field with Salespeople Chapter 23 Talent Management Can Make or Break the Sales Leader Chapter 24 Strategic Targeting: Point Your Team in the Right Direction Chapter 25 The Sales Manager Must Ensure the Team is Armed for Battle Chapter 26 Sales Managers Must Monitor the Battle and be Ruthless with Their Time Index
Contents Foreword by Jeb Blout Introduction Part OneBlunt Truth from the Front Lines: Why So Many Sales Organizations Fail to Produce the Desired Results Chapter 1As Goes the Leader, So Goes the Organization Chapter 2A Sales Culture Without Goals is a Sales Culture Without Results Chapter 3You Can't Effectively Run a Sales Team When You're Buried in Crap Chapter 4Playing CRM Desk Jockey Does Not Equate to Sales Leadership Chapter 5You Can Manage, You Can Sell, But You Can't Do Both at Once Chapter 6A Sales Manager Either Wants to Make Heroes or be the Hero Chapter 7Sales Suffer When the Manager Wears the Fire Chief's Helmet Chapter 8The Trouble with One Size Fits All Sales Talent Deployment is that One Size Does Not Fit All Chapter 9Turning a Blind Eye to the Perennial Underperformer Does More Damage Than You Realize Chapter 10 COMPensation and COMPlacency Start with the Same Four Letters Chapter 11 An Anti-Sales Culture Disengages the Heart of the Sales Team Chapter 12 The Big Ego Senior Executive "Sales Expert” Often Does More Harm than Good Chapter 13 Entrepreneurial, Visionary Leaders Forget that Their People Can't Do What They Can Do Chapter 14 The Lack of Coaching and Mentoring Produces Ineffective Salespeople Chapter 15 Amateurish Salespeople Are Perceived Simply as Vendors, Pitchmen and Commodity Sellers Chapter 16 Sales Leaders Chase Shiny New Toys Searching for the Magic Bullet Part TwoPractical Help and a Simple Framework to Get Exceptional Results from Your Sales Team Chapter 17 A Simple Framework Provides Clarity to the Sales Manager Chapter 18 A Healthy Sales Culture Changes Everything Chapter 19 Sales Managers Must Radically Reallocate Their Time to Create a Winning Sales Culture Chapter 20 Regular 1:1 Results-focused Meetings Between Sales Manager and Each Salesperson Will Transform Your Sales Culture Chapter 21 Productive Sales Meetings Align, Equip, and Energize the Team Chapter 22 Sales Managers Must Get Out in the Field with Salespeople Chapter 23 Talent Management Can Make or Break the Sales Leader Chapter 24 Strategic Targeting: Point Your Team in the Right Direction Chapter 25 The Sales Manager Must Ensure the Team is Armed for Battle Chapter 26 Sales Managers Must Monitor the Battle and be Ruthless with Their Time Index
Es gelten unsere Allgemeinen Geschäftsbedingungen: www.buecher.de/agb
Impressum
www.buecher.de ist ein Internetauftritt der buecher.de internetstores GmbH
Geschäftsführung: Monica Sawhney | Roland Kölbl | Günter Hilger
Sitz der Gesellschaft: Batheyer Straße 115 - 117, 58099 Hagen
Postanschrift: Bürgermeister-Wegele-Str. 12, 86167 Augsburg
Amtsgericht Hagen HRB 13257
Steuernummer: 321/5800/1497
USt-IdNr: DE450055826
