The complete guide to accelerating sales force performance:
Gespeichert in:
| Hauptverfasser: | , , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
New York, NY [u.a.]
AMACOM
2001
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis Inhaltsverzeichnis |
| Beschreibung: | XIX, 474 S. graph. Darst. |
| ISBN: | 0814406505 |
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| 100 | 1 | |a Zoltners, Andris A. |e Verfasser |4 aut | |
| 245 | 1 | 0 | |a The complete guide to accelerating sales force performance |c Andris A. Zoltners ; Prabhakant Sinha ; Greggor A. Zoltners |
| 264 | 1 | |a New York, NY [u.a.] |b AMACOM |c 2001 | |
| 300 | |a XIX, 474 S. |b graph. Darst. | ||
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Datensatz im Suchindex
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|---|---|
| adam_text | Contents
Preface xiii
Chapter 1 The Role of the Sales Force in the
Go to Market Strategy 1
Introduction 1
A Framework for Developing a Go to Market Strategy 4
Question 1: What Is the Best Way to Segment the Market? 9
Question 2: What Essential Work Is Required for Each
Segment? 11
Question 3: What Portfolio of Go to Market Participants
Should Do the Essential Work? 17
Question 4: Should We Use a Direct or an Indirect Sales
Force? 31
Conclusion 35
Chapter 2 Sales Force Assessment and Strategy 36
Sales Force Strategy 36
The Components of a Selling Organization 38
The Sales Force Productivity Drivers 40
Measuring Sales Force Productivity 43
Sales Force Strategy: A Comprehensive Statement 64
Summary 68
Chapter 3 Sizing the Sales Force for Strategic Advantage 70
Sales Force Size and Structure—Crucial Decisions 70
Ten Insights for Better Sales Force Design 72
vii
viU Contents
Finding the Optimal Sales Force Size—Successful and
Unsuccessful Methods 88
The Impact of Technology on Sales Force Size 107
Final Sizing Recommendation 108
Chapter 4 Structuring the Sales Force for Strategic
Advantage 111
Introduction 111
The Three Sales Force Structure Objectives: Adaptability,
Efficiency, and Effectiveness 113
Five Sales Force Structures That Create Results 117
Developing an Efficient and Effective Sales Force
Structure—A Four Step Process 125
Conclusion 131
Chapter 5 Designing Sales Territories That Increase
Sales 132
The Story of Brian, Bruce, and Brenda 132
What Is Territory Alignment? 134
Three Reasons Why Sales Territory Alignment Is Important 135
Seven Events That Create a Need to Realign 140
The Forces against Change 143
Maintaining an Effective Alignment—A Three Step Process 146
Final Territory Alignment Insights 157
Conclusion 159
Chapter 6 Recruiting the Best Salespeople 160
Introduction 160
The Hiring/Training Tradeoff 161
The Impact of Hiring Decisions 165
Key Insights That Will Improve Your Hiring 167
The Hiring Process—Six Steps to Success 173
How the Internet Is Changing the Way Companies Recruit
and Hire 190
Conclusion 193
Contents ix
Chapter 7 Training the Sales Force 195
Introduction 195
The High Performance Selling Organization Is a Good
Training Organization 196
Four Insights to Improve Sales Training 201
Updating Training and Development for Success—A Four
Step Process 207
Conclusion 216
Chapter 8 The Critical Role of the First Line Sales
Manager 218
Introduction 218
The Sales Manager s Role 222
Five Steps to Establishing and Sustaining a Vigorous Sales
Management Team 233
Conclusion 246
Chapter 9 Motivating the Sales Force 248
Introduction 248
Individual Motivators: What Are People Like? 250
Job Characteristics: What Makes the Sales Job Special? 255
Sales Force Productivity Drivers: What Programs Motivate
Salespeople? 257
Motivation Strategies 261
Five Key Insights for Better Sales Force Motivation 262
Conclusion 267
Chapter 10 Compensating for Results 268
Introduction 268
A Sales Force Incentive Compensation Framework 271
Four Key Decisions for Effective Incentive Compensation
Plan Design 278
A Compensation Adviser 318
Conclusion: An Incentive Plan Design Process 324
x Contents
Chapter 11 Setting Effective Goals and Objectives 326
Introduction 326
What Do Goals Accomplish? 327
Types of Sales Force Goals 329
Goals and Objectives Reflect the Selling Environment as
Well as the Culture and Values of the Sales Force 331
Goal Setting Observations 334
An Example That Illustrates the Cost of Poor Goal Setting 337
Determining Successful Territory Level Goals—A Five Step
Process 339
Tracking Performance against Goals 359
Concluding Goal Setting Insights 360
Chapter 12 Precision Selling 363
Precision Selling 363
Customer Segmentation 368
Account Strategy Development 381
The Two Last Steps: Implementation and Tracking and
Analysis 384
Conclusion 388
Chapter 13 Using Technology to Assist the Sales Force
in Customer Relationship Management 389
Introduction 389
The Role of CRM Systems 390
Why CRM Systems Fail 395
CRM Objectives and Opportunities 396
The Components of a CRM System 402
Nine Steps to Successful CRM Design and Implementation 402
Six Insights for Successful CRM Systems 410
Conclusion 413
Chapter 14 Performance Management 415
Performance Management: The Control Loop of the Sales
Force 415
Contents xi
The Performance Management Process 418
Performance Measures 422
Approaches to Performance Management 425
Seven Insights for Successful Performance Management 430
Conclusion 433
Chapter 15 Building a Potent Sales Force Culture 434
Introduction 434
Norms, Values, and Work Styles—The Elements of a Sales
Force Culture 436
The Formation of a Sales Force Culture 446
How to Change a Sales Force Culture 448
How to Maintain a Successful Culture 460
Index 463
|
| adam_txt |
Contents
Preface xiii
Chapter 1 The Role of the Sales Force in the
Go to Market Strategy 1
Introduction 1
A Framework for Developing a Go to Market Strategy 4
Question 1: What Is the Best Way to Segment the Market? 9
Question 2: What Essential Work Is Required for Each
Segment? 11
Question 3: What Portfolio of Go to Market Participants
Should Do the Essential Work? 17
Question 4: Should We Use a Direct or an Indirect Sales
Force? 31
Conclusion 35
Chapter 2 Sales Force Assessment and Strategy 36
Sales Force Strategy 36
The Components of a Selling Organization 38
The Sales Force Productivity Drivers 40
Measuring Sales Force Productivity 43
Sales Force Strategy: A Comprehensive Statement 64
Summary 68
Chapter 3 Sizing the Sales Force for Strategic Advantage 70
Sales Force Size and Structure—Crucial Decisions 70
Ten Insights for Better Sales Force Design 72
vii
viU Contents
Finding the Optimal Sales Force Size—Successful and
Unsuccessful Methods 88
The Impact of Technology on Sales Force Size 107
Final Sizing Recommendation 108
Chapter 4 Structuring the Sales Force for Strategic
Advantage 111
Introduction 111
The Three Sales Force Structure Objectives: Adaptability,
Efficiency, and Effectiveness 113
Five Sales Force Structures That Create Results 117
Developing an Efficient and Effective Sales Force
Structure—A Four Step Process 125
Conclusion 131
Chapter 5 Designing Sales Territories That Increase
Sales 132
The Story of Brian, Bruce, and Brenda 132
What Is Territory Alignment? 134
Three Reasons Why Sales Territory Alignment Is Important 135
Seven Events That Create a Need to Realign 140
The Forces against Change 143
Maintaining an Effective Alignment—A Three Step Process 146
Final Territory Alignment Insights 157
Conclusion 159
Chapter 6 Recruiting the Best Salespeople 160
Introduction 160
The Hiring/Training Tradeoff 161
The Impact of Hiring Decisions 165
Key Insights That Will Improve Your Hiring 167
The Hiring Process—Six Steps to Success 173
How the Internet Is Changing the Way Companies Recruit
and Hire 190
Conclusion 193
Contents ix
Chapter 7 Training the Sales Force 195
Introduction 195
The High Performance Selling Organization Is a Good
Training Organization 196
Four Insights to Improve Sales Training 201
Updating Training and Development for Success—A Four
Step Process 207
Conclusion 216
Chapter 8 The Critical Role of the First Line Sales
Manager 218
Introduction 218
The Sales Manager's Role 222
Five Steps to Establishing and Sustaining a Vigorous Sales
Management Team 233
Conclusion 246
Chapter 9 Motivating the Sales Force 248
Introduction 248
Individual Motivators: What Are People Like? 250
Job Characteristics: What Makes the Sales Job Special? 255
Sales Force Productivity Drivers: What Programs Motivate
Salespeople? 257
Motivation Strategies 261
Five Key Insights for Better Sales Force Motivation 262
Conclusion 267
Chapter 10 Compensating for Results 268
Introduction 268
A Sales Force Incentive Compensation Framework 271
Four Key Decisions for Effective Incentive Compensation
Plan Design 278
A Compensation Adviser 318
Conclusion: An Incentive Plan Design Process 324
x Contents
Chapter 11 Setting Effective Goals and Objectives 326
Introduction 326
What Do Goals Accomplish? 327
Types of Sales Force Goals 329
Goals and Objectives Reflect the Selling Environment as
Well as the Culture and Values of the Sales Force 331
Goal Setting Observations 334
An Example That Illustrates the Cost of Poor Goal Setting 337
Determining Successful Territory Level Goals—A Five Step
Process 339
Tracking Performance against Goals 359
Concluding Goal Setting Insights 360
Chapter 12 Precision Selling 363
Precision Selling 363
Customer Segmentation 368
Account Strategy Development 381
The Two Last Steps: Implementation and Tracking and
Analysis 384
Conclusion 388
Chapter 13 Using Technology to Assist the Sales Force
in Customer Relationship Management 389
Introduction 389
The Role of CRM Systems 390
Why CRM Systems Fail 395
CRM Objectives and Opportunities 396
The Components of a CRM System 402
Nine Steps to Successful CRM Design and Implementation 402
Six Insights for Successful CRM Systems 410
Conclusion 413
Chapter 14 Performance Management 415
Performance Management: The Control Loop of the Sales
Force 415
Contents xi
The Performance Management Process 418
Performance Measures 422
Approaches to Performance Management 425
Seven Insights for Successful Performance Management 430
Conclusion 433
Chapter 15 Building a Potent Sales Force Culture 434
Introduction 434
Norms, Values, and Work Styles—The Elements of a Sales
Force Culture 436
The Formation of a Sales Force Culture 446
How to Change a Sales Force Culture 448
How to Maintain a Successful Culture 460
Index 463 |
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| spelling | Zoltners, Andris A. Verfasser aut The complete guide to accelerating sales force performance Andris A. Zoltners ; Prabhakant Sinha ; Greggor A. Zoltners New York, NY [u.a.] AMACOM 2001 XIX, 474 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Sales force management Sales personnel Sales-promotion (DE-588)4076968-9 gnd rswk-swf Sales-promotion (DE-588)4076968-9 s DE-604 Sinha, Prabhakant Verfasser aut Zoltners, Greggor A. Verfasser aut http://digitool.hbz-nrw.de:1801/webclient/DeliveryManager?application=DIGITOOL-3&owner=resourcediscovery&custom_att_2=simple_viewer&user=GUEST&pid=1150690 The complete guide to accelerating sales force performance Inhaltsverzeichnis HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=015006339&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
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| title | The complete guide to accelerating sales force performance |
| title_auth | The complete guide to accelerating sales force performance |
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| title_full | The complete guide to accelerating sales force performance Andris A. Zoltners ; Prabhakant Sinha ; Greggor A. Zoltners |
| title_fullStr | The complete guide to accelerating sales force performance Andris A. Zoltners ; Prabhakant Sinha ; Greggor A. Zoltners |
| title_full_unstemmed | The complete guide to accelerating sales force performance Andris A. Zoltners ; Prabhakant Sinha ; Greggor A. Zoltners |
| title_short | The complete guide to accelerating sales force performance |
| title_sort | the complete guide to accelerating sales force performance |
| topic | Sales force management Sales personnel Sales-promotion (DE-588)4076968-9 gnd |
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