The Sales Book

Table of contents

1. Cover
2. Title
3. Contents
4. About the author
5. Acknowledgements
6. Introduction
7. Part one: Fundamentals for selling
   1. What is selling and what type is right for the organisation?
   2. Knowledge, skills and attitudes for success
   3. Managing time effectively
   4. The first steps - finding potential customers
   5. Why people buy
8. Part two: Starting the sale
   1. Pre-call preparation
   2. Who to talk to
   3. Creating the right first impression
   4. Establishing the relationship
   5. Learn more by listening
9. Part three: Making the sale
   1. Questions are your friend
   2. It's not what it is, it's what it does
   3. Present your sales case
   4. Handling barriers to the sale
   5. Getting commitment
10. Part four: Setting the sales strategy
    1. The fit between the business strategy, marketing and sales
    2. Setting the strategic direction
    3. Identifying your sales structure
    4. The cost effectiveness of your sales function
    5. Interactions with other functions
11. Part five: Managing the sales operation
    1. Setting goals for your sales people
    2. Identifying the right sales process
    3. Using the sales process to deliver results
    4. Establishing standards of performance
    5. The monitoring and control system
12. Part six: Managing sales people
    1. Recruiting the right sales people
    2. Remuneration and rewards
    3. Establishing your expectations
    4. Inductions and bringing new people on
    5. Communicating with your team
13. Part seven: Managing and growing performance
    1. The need for leadership
    2. Coaching to develop performance
    3. Motivating your team
    4. Reviewing sales performance
    5. Dealing with underperformers
14. Conclusion - pulling it all together
15. Index