ProActive sales management: how to lead, motivate, and stay ahead of the game
Saved in:
| Main Author: | |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
New York, NY [u.a.]
AMACOM
2001
|
| Edition: | 1. print. |
| Subjects: | |
| Online Access: | Inhaltsverzeichnis Inhaltsverzeichnis |
| Physical Description: | XVI, 239 S. Ill. |
| ISBN: | 0814405452 |
Staff View
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| adam_text | Contents
Acknowledgments xi
Preface xiii
Chapter I ProActive Sales Manager—Defining the
New Breed of Sales Manager I
What Is the Real Role of the Sales Manager? 3
What Makes a Successful Salesperson? 4
What Makes a Successful Sales Manager? 8
What Are the Similarities between the Two Skills? 9
What Are the Daily Tasks of a Sales Manager? 11
What Expectations Are Placed on the Sales
Manager? 11
Manage the Process, Not Just the People 13
The First Tool—Think Three to Six Months into
the Future 13
The Second Tool—Be ProActive 15
The Third Tool—Develop Objectives—M2OIts 17
The Fourth Tool—Call for Help 18
The Fifth Tool—Have Your People Effectively
Manage Themselves 20
How Do I Know Whether I Am an Effective
Leader? 21
Grenade Walls 21
Two Rules of Leadership 22
Creating a Sales Culture Is Job #1 23
vi I Contents
Chapter 2 Sales Cultures and the Ability to
Communicate Them 25
The Pygmalion Effect 26
Thinking ProActively—Thinking in the Future 28
Current Sales Culture 29
Current Company Culture 30
Sales Team Culture Nine to Twelve Months Out 30
Creating the Culture ProActively and
Implementing It 32
Rule #1: Be the Future 32
Rule #2: Think Culture before Tactics 33
Rule #3; Go Backward 33
Rule #4: Create and Communicate Your M2O/ts 35
Rule #5: The Value Pyramids—Advanced
FutureVision Workshop 36
You Can t Ride the Bus 39
Chapter 3 Manage the Right Things—Time and
People 43
Managing Time 44
Maximize and Invest 44
The Sales Manager 80/20 Rule 45
Managing the A Players 46
Show Me the Money—An Insurance Policy 50
Planning—Focus on Tomorrow; Today Is Over 54
PowerHour 54
Measure It—Setting Measurable Objectives That
Work 55
Revenue Numbers Are Reactive 56
Revenue Numbers Measure the Wrong Thing 57
Subjective and Objective Measurements 57
The Skip Miller Sales Management Success
Formula 58
Frequency 58
Competencies 59
Miller 17 59
Contents 1 vii
Chapter 4 Finding and Recruiting the Best Sales
Team 65
How to Interview and Hire the Right Salesperson
the First Time 65
The Law and the Interview 66
Questions You Cannot Ask 67
The Hiring Process 68
The Three Perspectives 70
Initial Homework 72
View Your Current Organization and Culture 72
Objective Sales Team Culture Assessment 73
Where to Find the Good Ones 77
Channels of Distribution for Candidates 78
Recruiting 82
Advertising 86
Prepare for the Interview 86
Objective and Subjective Measurements 87
The Interview Process 105
The A B C Interview Process 105
The Twenty Minute Interview Process 108
A Simple But Effective Interview Process:
Connect Draw Give Close 109
Interview = Sales Call 112
Tools for the Sales Interview 114
Who Closes Whom 119
Characteristics of a Great Salesperson 120
ProActive Reference Checks 122
The Offer That Works 124
The Subjective Interview: The Final Assessment 126
Celebrate Success: Closing the Deal 127
Chapter 5 Corrective Action 129
Reasons to Start a Corrective Action Process 129
The Corrective Action Process 130
Counseling 131
Written Warning 132
Use of Metrics 134
1
w /71 Contents
Final Written Warning 136
Termination 137
Termination Guidelines 137
If s Not Your Responsibility 141
Coaching and Counseling through the Process 142
Chapter 6 ProActive Management Skills 145
Coaching and Counseling—How to Be a Master
Communicator in Any Organization 145
Definitions of Coaching and Counseling 146
The Coaching/Counseling Wheel 148
The Coaching Sales Call 149
The Coaching Call 152
The Joint Sales Call 153
The Unexpected Sales Call 154
Focus on the As 154
Coaching and Counseling Your Boss Effectively 155
Motivation—Know Why People Do What They Do
and Be One Step Ahead 157
Praise 160
Reward and Recognition 160
Learn and Grow Challenges 162
Motivational Direction 164
Chapter 7 If You Can t Measure It, Why Do It? 167
Track the Maybes 168
Keep the Insurance 169
Manage to One Sheet of Paper: The 30 60 90
Report 172
30 60 90 Rules 173
The 30 60 90 Report 174
Effective Reports in Ten Minutes a Week 183
Getting Reports in on Time 185
What Kind of a Manager Are You? 185
Expense Management 187
Contents Vix
Chapter 8 Territory Planning, Compensation, and
Rewards 189
Strategically Deploying the Sales Team 189
Geographic Assignments 189
Account Assignments 190
Product Assignments 190
The ProActive Sales Matrix 191
Dead Zone 194
Maintain Zone 194
Red Zone 195
Compensation 197
Strategic vs. Tactical Compensation 197
ProActive Compensation Guidelines 198
The Law of Compensation Plan Timing 203
The Revenue Curve 204
Stack Rankings 206
Sales Training: The Five Sales Competencies 206
The Sales Training Bicycle 207
Create Leverage!—Rewards and Praise 209
Stay Focused or Pay Free Money 211
Chapter 9 Sales Meetings 213
When and How to Have Successful Sales Meetings 213
Agenda Planning 214
Time Planning 216
Content Planning 217
Optional Meetings 218
Chapter 10 Create the ProActive Action Plan 221
The Coaching Wall of Principals 221
Setting Goals and Making Them Work 224
Short Term vs. Long Term Goals 225
Measurable Goals 225
Communication 227
x I Contents i
Go and Make a Difference 228
The A B C Bell Curve Applies to Managers as
Well 229
The Support Structure Back at the Office 229
Discipline and the Will to Change 231
Index 233
|
| adam_txt |
Contents
Acknowledgments xi
Preface xiii
Chapter I ProActive Sales Manager—Defining the
New Breed of Sales Manager I
What Is the Real Role of the Sales Manager? 3
What Makes a Successful Salesperson? 4
What Makes a Successful Sales Manager? 8
What Are the Similarities between the Two Skills? 9
What Are the Daily Tasks of a Sales Manager? 11
What Expectations Are Placed on the Sales
Manager? 11
Manage the Process, Not Just the People 13
The First Tool—Think Three to Six Months into
the Future 13
The Second Tool—Be ProActive 15
The Third Tool—Develop Objectives—M2OIts 17
The Fourth Tool—Call for Help 18
The Fifth Tool—Have Your People Effectively
Manage Themselves 20
How Do I Know Whether I Am an Effective
Leader? 21
Grenade Walls 21
Two Rules of Leadership 22
Creating a Sales Culture Is Job #1 23
vi I Contents
Chapter 2 Sales Cultures and the Ability to
Communicate Them 25
The Pygmalion Effect 26
Thinking ProActively—Thinking in the Future 28
Current Sales Culture 29
Current Company Culture 30
Sales Team Culture Nine to Twelve Months Out 30
Creating the Culture ProActively and
Implementing It 32
Rule #1: Be the Future 32
Rule #2: Think Culture before Tactics 33
Rule #3; Go Backward 33
Rule #4: Create and Communicate Your M2O/ts 35
Rule #5: The Value Pyramids—Advanced
FutureVision Workshop 36
You Can't Ride the Bus 39
Chapter 3 Manage the Right Things—Time and
People 43
Managing Time 44
Maximize and Invest 44
The Sales Manager 80/20 Rule 45
Managing the A Players 46
Show Me the Money—An Insurance Policy 50
Planning—Focus on Tomorrow; Today Is Over 54
PowerHour 54
Measure It—Setting Measurable Objectives That
Work 55
Revenue Numbers Are Reactive 56
Revenue Numbers Measure the Wrong Thing 57
Subjective and Objective Measurements 57
The Skip Miller Sales Management Success
Formula 58
Frequency 58
Competencies 59
Miller 17 59
Contents 1 vii
Chapter 4 Finding and Recruiting the Best Sales
Team 65
How to Interview and Hire the Right Salesperson
the First Time 65
The Law and the Interview 66
Questions You Cannot Ask 67
The Hiring Process 68
The Three Perspectives 70
Initial Homework 72
View Your Current Organization and Culture 72
Objective Sales Team Culture Assessment 73
Where to Find the Good Ones 77
Channels of Distribution for Candidates 78
Recruiting 82
Advertising 86
Prepare for the Interview 86
Objective and Subjective Measurements 87
The Interview Process 105
The A B C Interview Process 105
The Twenty Minute Interview Process 108
A Simple But Effective Interview Process:
Connect Draw Give Close 109
Interview = Sales Call 112
Tools for the Sales Interview 114
Who Closes Whom 119
Characteristics of a Great Salesperson 120
ProActive Reference Checks 122
The Offer That Works 124
The Subjective Interview: The Final Assessment 126
Celebrate Success: Closing the Deal 127
Chapter 5 Corrective Action 129
Reasons to Start a Corrective Action Process 129
The Corrective Action Process 130
Counseling 131
Written Warning 132
Use of Metrics 134
1
w'/71 Contents
Final Written Warning 136
Termination 137
Termination Guidelines 137
If s Not Your Responsibility 141
Coaching and Counseling through the Process 142
Chapter 6 ProActive Management Skills 145
Coaching and Counseling—How to Be a Master
Communicator in Any Organization 145
Definitions of Coaching and Counseling 146
The Coaching/Counseling Wheel 148
The Coaching Sales Call 149
The Coaching Call 152
The Joint Sales Call 153
The Unexpected Sales Call 154
Focus on the As 154
Coaching and Counseling Your Boss Effectively 155
Motivation—Know Why People Do What They Do
and Be One Step Ahead 157
Praise 160
Reward and Recognition 160
Learn and Grow Challenges 162
Motivational Direction 164
Chapter 7 If You Can't Measure It, Why Do It? 167
Track the Maybes 168
Keep the Insurance 169
Manage to One Sheet of Paper: The 30 60 90
Report 172
30 60 90 Rules 173
The 30 60 90 Report 174
Effective Reports in Ten Minutes a Week 183
Getting Reports in on Time 185
What Kind of a Manager Are You? 185
Expense Management 187
Contents Vix
Chapter 8 Territory Planning, Compensation, and
Rewards 189
Strategically Deploying the Sales Team 189
Geographic Assignments 189
Account Assignments 190
Product Assignments 190
The ProActive Sales Matrix 191
Dead Zone 194
Maintain Zone 194
Red Zone 195
Compensation 197
Strategic vs. Tactical Compensation 197
ProActive Compensation Guidelines 198
The Law of Compensation Plan Timing 203
The Revenue Curve 204
Stack Rankings 206
Sales Training: The Five Sales Competencies 206
The Sales Training Bicycle 207
Create Leverage!—Rewards and Praise 209
Stay Focused or Pay Free Money 211
Chapter 9 Sales Meetings 213
When and How to Have Successful Sales Meetings 213
Agenda Planning 214
Time Planning 216
Content Planning 217
Optional Meetings 218
Chapter 10 Create the ProActive Action Plan 221
The Coaching Wall of Principals 221
Setting Goals and Making Them Work 224
Short Term vs. Long Term Goals 225
Measurable Goals 225
Communication 227
x I Contents i
Go and Make a Difference 228
The A B C Bell Curve Applies to Managers as
Well 229
The Support Structure Back at the Office 229
Discipline and the Will to Change 231
Index 233 |
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| index_date | 2024-07-02T15:57:58Z |
| indexdate | 2024-07-09T20:45:41Z |
| institution | BVB |
| isbn | 0814405452 |
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| spelling | Miller, William Verfasser aut ProActive sales management how to lead, motivate, and stay ahead of the game William "Skip" Miller 1. print. New York, NY [u.a.] AMACOM 2001 XVI, 239 S. Ill. txt rdacontent n rdamedia nc rdacarrier Sales management Verkauf (DE-588)4117346-6 gnd rswk-swf Management (DE-588)4037278-9 gnd rswk-swf Management (DE-588)4037278-9 s Verkauf (DE-588)4117346-6 s DE-604 http://digitool.hbz-nrw.de:1801/webclient/DeliveryManager?application=DIGITOOL-3&owner=resourcediscovery&custom_att_2=simple_viewer&user=GUEST&pid=1373046 ProActive sales management Inhaltsverzeichnis HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=015045292&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Miller, William ProActive sales management how to lead, motivate, and stay ahead of the game Sales management Verkauf (DE-588)4117346-6 gnd Management (DE-588)4037278-9 gnd |
| subject_GND | (DE-588)4117346-6 (DE-588)4037278-9 |
| title | ProActive sales management how to lead, motivate, and stay ahead of the game |
| title_auth | ProActive sales management how to lead, motivate, and stay ahead of the game |
| title_exact_search | ProActive sales management how to lead, motivate, and stay ahead of the game |
| title_exact_search_txtP | ProActive sales management how to lead, motivate, and stay ahead of the game |
| title_full | ProActive sales management how to lead, motivate, and stay ahead of the game William "Skip" Miller |
| title_fullStr | ProActive sales management how to lead, motivate, and stay ahead of the game William "Skip" Miller |
| title_full_unstemmed | ProActive sales management how to lead, motivate, and stay ahead of the game William "Skip" Miller |
| title_short | ProActive sales management |
| title_sort | proactive sales management how to lead motivate and stay ahead of the game |
| title_sub | how to lead, motivate, and stay ahead of the game |
| topic | Sales management Verkauf (DE-588)4117346-6 gnd Management (DE-588)4037278-9 gnd |
| topic_facet | Sales management Verkauf Management |
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