Managing for sales results : a fast-action guide for finding, coaching, and leading salespeople

Ron Marks

This book looks at various methods for recruiting salespeople, from the traditional to the radical, and shows you how to make the smartest, most profitable hiring decisions for your team. It argues that sales managers should put more emphases on coaching and recruiting, making it a priority for your sales organization. With the right recruiting and training strategies, you can find a constant stream of qualified candidates and beat your competitors to the best sales prospects

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Year of publication:	c2008
Authors:	Marks, Ron
Publisher:	Hoboken, N.J : John Wiley & Sons
Subject:	Verkaufspersonal \| Salespeople \| Performance-Messung \| Performance measurement \| Betriebswirtschaftliches Ziel \| Corporate objective \| Leistungsmotivation \| Work motivation \| Personalbeschaffung \| Recruitment \| Coaching
Description of contents:	Table of Contents [gbv.de]

Extent:	Online-Ressource (xv, 206 p) 23 cm
Type of publication:	Book / Working Paper
Language:	English
Notes:	Description based upon print version of record MANAGING for SALES RESULTS: A Fast-Action Guide for Finding, Coaching, and Leading Salespeople; Contents; Foreword; Acknowledgments; Introduction; Chapter 1: Sales Management versus Sales Leadership; THE FORMER-MIDDLE-MANAGER CHALLENGE; THE NINE CHARACTERISTICS OF LEADING SALES MANAGERS; THE COST OF SALES TEAM TURNOVER; Chapter 2: Building an Effective, Performance-Dedicated Team; CLEARLY DEFINE WHAT YOU WANT IN A SALES PROFESSIONAL; OUTLINE THE BEHAVIORAL STYLES YOU HAVE SEEN IN SUCCESSFUL PEOPLE; REALIZE WHAT SALESPEOPLE WANT FROM YOUR COMPANY; COMPENSATING YOUR SALES FORCE EFFECTIVELY BENEFITSSOURCES FOR RECRUITING NEW SALESPEOPLE; SUMMARY; Chapter 3: Results-Targeted Interviewing and Hiring; THE COMMON DENOMINATORS OF A SUCCESSFUL SALES HIRING INTERVIEW; FIRST INTERVIEW: FOCUS THE DISCUSSION ON THE CANDIDATES; SECOND INTERVIEW: SELL YOUR OPPORTUNITY; THIRD INTERVIEW: CONDUCT A PANEL REVIEW AND PROVIDE A DAY IN THE LIFE; GAINING A COMMITMENT UPON HIRING; A SALESPERSON'S FIRST FEW DAYS; SUMMARY; Chapter 4: Training Your Sales Organization to Produce Superior Results Consistently; WHEN SHOULD YOU TRAIN?; CREATING AND MANAGING YOUR TRAINING PROGRAM SIX STEPS TO AN EFFECTIVE, RESULTS-ORIENTED TRAINING PROGRAMSUMMARY; Chapter 5: How to Run Sales Meetings that Matter; THE ESSENTIAL INGREDIENT IN EVERY SALES MEETING; WHAT'S THE PROBLEM WITH MEETINGS?; THE NINE-STEP CHECKLIST TO HOLDING GREAT SALES MEETINGS; HOW TO DELIVER AN EFFECTIVE PRESENTATION; TELECONFERENCES AND WEB-BASED CONFERENCES; YOUR DEFINING MOMENT AS A SALES MANAGER; SALES MEETING CHECKLIST; SUMMARY; Chapter 6: Motivating and Counseling Your Sales Force; TRY THIS CASE EXERCISE; EIGHT STEPS TO A MOTIVATED SALES ORGANIZATION; A MANAGER'S DUTY WHEN A STRONG SALESPERSON SLUMPS SALES CONTESTS AND INCENTIVESWHAT REALLY MOTIVATES YOUR SALESPEOPLE?; SUMMARY; Chapter 7: Handling Terminations Easier and Better; WHEN IT'S TIME TO LET GO...; WHAT IF IT'S JUST A PLATEAU?; WHEN YOU HAVE NO OTHER CHOICE; THE STRATEGIC TERMINATION AND ELEMENTS OF THE EXIT INTERVIEW; MAKING A PREEMPTIVE STRIKE; SUMMARY; In Conclusion Electronic reproduction; Available via World Wide Web
ISBN:	0-470-17327-0 ; 978-0-470-17327-5 ; 978-0-470-17327-5
Source:	ECONIS - Online Catalogue of the ZBW

Persistent link: https://www.econbiz.de/10012673949