Cracking the Sales Management Code: The Secrets to Measuring and Managing Sales Performance

CHAPTER 8Managing with Processes and Numbers

NOW IT’S TIME TO MANAGE

So now you have formal processes in place with the appropriate tools to support them. You also have carefully selected Activities, Objectives, and Results with associated quantitative targets. You even have crafty reports that shed light on your A-O-R metrics. You’ve got what you need. Now it’s time to manage.

We previously made the claim that the job of the frontline sales manager is the most diverse of any role in a company—part marketer, part CFO, part IT director, part trainer, part coach, and parts of many other functions as well. For our purposes, though, we are concerned with how a sales manager uses metrics to manage his sales reps. Therefore, we’re going to take ...