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ProActive Sales Management, 2nd Edition

Name: ProActive Sales Management, 2nd Edition
Author: William Skip Miller
ISBN: 9780814414576

by William Skip Miller

July 2009

Intermediate to advanced

256 pages

5h 30m

English

AMACOM

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Cover Page
Title Page
Copyright Page
Contents
Acknowledgments
Preface
Chapter 1 - ProActive Sales Manager—Defining the New Breed of Sales Manager
What is the Actual Role of the Sales Manager?What Makes a Successful Salesperson?What Makes a Successful Sales Manager?What are the Similarities between the Two Skills?What Tasks does the Sales Manager Perform on a Day-To-Day Basis?What Expectations are Placed on the Sales Manager?Manage the Process, Not just the PeopleThe First Tool—Think Three to Six Months into the FutureThe Second Tool—Be ProActiveThe Third Tool—Develop Objectives—M2O/tThe Fourth Tool—Call for HelpThe Fifth Tool—Have your People Effectively Manage ThemselvesHow do I Know Whether I am an Effective Leader?Grenade WallsTwo Rules of LeadershipCreating a Sales Culture is Job #1
Chapter 2 - Sales Cultures and the Ability to Communicate Them
The Pygmalion EffectThinking ProActively—Thinking in the FutureCurrent Sales CultureCurrent Company CultureSales Team Culture Nine to Twelve Months OutCreating the Culture ProActively and Implementing ItRule #1: Be the FutureRule #2: Think Culture before TacticsRule #3: Go BackwardRule #4: Create and Communicate your M2O/t'sRule #5: The Value Pyramids—Advanced FutureVision WorkshopYou can't Ride the Bus
Chapter 3 - Manage the Right Things—Time and People
Managing TimeMaximize and InvestThe Sales Manager 80/20 RuleManaging the a PlayersShow Me the Money—An Insurance PolicyPlanning—Focus on Tomorrow; Today is OverPowerHourMeasure It—Setting Measurable Objectives that WorkRevenue Numbers are ReactiveRevenue Numbers Measure the Wrong ThingSubjective and Objective MeasurementsThe Skip Miller Sales Management Success FormulaFrequencyCompetenciesMiller 17
Chapter 4 - Finding and Recruiting the Best Sales Team
How to Interview and Hire the Right Salesperson the First TimeThe Law and the InterviewQuestions you cannot AskThe Hiring ProcessThe Three PerspectivesInitial HomeworkView your Current Organization and CultureObjective Sales Team Culture AssessmentWhere to Find the Good OnesDistribution Channels for CandidatesRecruitingAdvertisingPrepare for the InterviewObjective and Subjective MeasurementsThe Interview ProcessThe A-B-C Interview ProcessThe Twenty-Minute Interview ProcessA Simple but Effective Interview Process: Connect-Draw-Give-CloseInterview—Sales CallTools for the Sales InterviewWho Closes WhomCharacteristics of a Great SalespersonProActive Reference ChecksThe Offer that WorksThe Subjective Interview: The Final AssessmentCelebrate Success: Closing the Deal

Chapter 5 - Corrective Action
Starting a Corrective Action ProcessThe Corrective Action ProcessCounselingWritten WarningUse of MetricsFinal Written WarningTerminationTermination GuidelinesIt's not your ResponsibilityCoaching and Counseling through the ProcessFinal Thoughts
Chapter 6 - ProActive Management Skills
Coaching and Counseling: How to be a Master Communicator in any OrganizationCoaching and CounselingThe Coaching/Counseling WheelThe Coaching Sales CallThe Coaching CallThe Joint Sales CallThe Unexpected Sales CallFocus on the a PlayersCoaching and Counseling your Boss EffectivelyMotivation—Know why People do what they do and be One Step AheadPraiseReward and RecognitionLearn-And-Grow ChallengesMotivational DirectionUsing Technology to Communicate
Chapter 7 - If you can't Measure it, why do It?
Track the MaybesKeep the InsuranceManage to One Sheet of Paper: The 30-60-90 Report30-60-90 RulesThe 30-60-90 ReportEffective Reports in Ten Minutes a WeekGetting Reports in on TimeWhat Kind of a Manager are You?Expense Management
Chapter 8 - Territory Planning, Compensation, and Rewards
Strategically Deploying the Sales TeamThe ProActive Sales MatrixDead ZoneMaintain ZoneRed ZoneCompensationStrategic vs. Tactical CompensationProActive Compensation GuidelinesCompensation and Territory TimingThe Law of Compensation Plan TimingThe Revenue CurveStack RankingsSales TrainingThe Five Sales CompetenciesCreate Leverage—Rewards and PraiseStay Focused or Pay Free Money
Chapter 9 - Sales Meetings
When and how to have Successful Sales MeetingsAgenda PlanningTime PlanningContent PlanningOptional Meetings
Chapter 10 - Create the ProActive Action Plan
The Coaching Wall of PrinciplesSetting Goals and Making them WorkShort-Term vs. Long-Term GoalsMeasurable GoalsCommunicationGo and Make a DifferenceThe A-B-C Bell Curve Applies to Managers as WellThe Support Structure Back at the Office
Chapter 11 - The Technology of Sales
Decreasing Order TimeIncreasing the Salesperson's Ability to SellIncreasing Breadth and DepthThe New ProcessThe New DashboardGetting Things Done in a Team SellGetting Things Done with your CustomersDiscipline and the will to Change
Index

Content preview from ProActive Sales Management, 2nd Edition

Chapter 7 If You Can't Measure It, Why Do It?

To be effective, a manager must manage to a quantifiable set of standards. This is important for many reasons; communication and expectations are just two of the more obvious ones.

Unfortunately, in some companies sales management tracks revenues only. There are two reasons for this: One, it is easy to get the revenue numbers; and two, it is the only scorecard against which most managers have ever measured. The following are typical comments heard all around the sales world:

“Jim has a quota of $500,000 and he has sold $400,000 Y-T-D. So Jim is at 80 percent of his number.”

“Karen is at 112 percent of her number. She must be doing a great job.”

“Don has finished at 93 percent of the revenue plan.” ...

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ProActive Sales Management, 2nd Edition

by William Skip Miller

Chapter 7

If You Can't Measure It, Why Do It?

Become an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,
and much more.