Fundamentals of Sales Management for the Newly Appointed Sales Manager

Overview

Making the leap into sales management means meeting a whole new set of challenges. As a manager, you’re going to have to quickly develop the skills that allow you to build and supervise a sales team, communicate effectively, set goals, be a mentor, and much, much more. Now that you’ve been handed these unfamiliar responsibilities, you’re going to have to think on your feet -- or face the possibility of not living up to expectations.

Easy-to-understand and filled with realistic ...

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Fundamentals of Sales Management for the Newly Appointed Sales Manager

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Overview

Making the leap into sales management means meeting a whole new set of challenges. As a manager, you’re going to have to quickly develop the skills that allow you to build and supervise a sales team, communicate effectively, set goals, be a mentor, and much, much more. Now that you’ve been handed these unfamiliar responsibilities, you’re going to have to think on your feet -- or face the possibility of not living up to expectations.

Easy-to-understand and filled with realistic examples and immediately usable strategies, Fundamentals of Sales Management for the Newly Appointed Sales Manager helps you understand what it takes to be a great sales manager, allowing you to avoid many of the common first-time sales management mistakes, and be successful right out of the gate. Dispensing with dry theory, the book helps you understand your new role in the organization, and how to thrive simultaneously as both a member of the management team, and as a team leader. You’ll learn how to:

• Make a smooth transition into management.

• Build a superior, high-functioning sales team.

• Set objectives and plan performance.

• Delegate responsibilities.

• Recruit new employees.

• Improve productivity and effectiveness.

Based on the bestselling American Management Association seminar, the book supplies you with indispensable, need-to-know information on communicating with your team, your bosses, your peers, and your customers; developing a sales plan and understanding the relationship between corporate, department, and individual plans; applying crucial time management skills to your new role; managing a sales territory; interviewing and hiring the right people; building a motivational environment; compensating your people; and understanding the difference between training, coaching, and counseling—and knowing how to excel at each.

You can’t make the leap into sales management successfully without the proper tools and information under your belt. Fundamentals of Sales Management for the Newly Appointed Sales Manager gives you everything you need to win the respect of your peers and colleagues, and immediately excel at your challenging new responsibilities.

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Product Details

  • ISBN-13: 9780814408735
  • Publisher: AMACOM
  • Publication date: 2/24/2006
  • Pages: 224
  • Sales rank: 627,983
  • Product dimensions: 5.90 (w) x 8.90 (h) x 0.80 (d)

Meet the Author

Matthew Schwartz is a practice consultant in sales and marketing for the American Management Association. He has been quoted in publications including Forbes, CBS Marketwatch, and Sales and Marketing Management magazine. He lives in New York City.

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Table of Contents

"Chapter 1. Transitioning to Sales Management: New Responsibilities

and Expectations

Going from ""Selling"" to ""Managing""

Understanding the Current Sales Culture

Understanding Who Is on the Current Team

The Challenges of Being on Two Teams at Once

Embracing Change

The Big Picture --- Short and Long Term

What’s Next?

Chapter 2. It’s All About Communication

Listening Skills

The Theory Behind Communication Styles

The Origins of DISC Theory

The Four-Quadrant System

How Roles and Situations Affect Your Style

Working with People with Different Styles

Strategies for Improving Communications

Running an Effective Meeting

Presentation Skills

Chapter 3. Sales Planning: Setting the Direction for the Sales Team

Aligning the Corporate Strategy with the Sales Team

Where Sales Fits in the Corporate Structure

The Customer-Centric Organization

Marketing’s Relationship to Sales

Creating a Plan

Characteristics of a Good Plan

Continuous Planning

Assessing the Business

Chapter 4. Time Management, Territory Planning, and Sales Forecasting

Time Management

The Art of Delegating

Sales Territory Planning

Dividing Up the Territory

Chapter 5. Recruiting, Interviewing, and Hiring the Very Best

Enhancing Your Current Team

Developing Specific Criteria for the Selection Process

Optimal Sources for Recruiting

The Number One Rule in Recruiting: Constantly Recruit

Ensuring a Positive Interview Process

The Written Offer

Firing Is Inevitable

Chapter 6. Building the Environment for Motivation: Compensation

Plans, Recognition, and Rewards

Classical Motivation Theory

Benefits and the Total Compensation Package

Nonfinancial Incentives - Rewards and Recognition

Chapter 7. Training, Coaching, and Counseling: When and How to

Apply Each

Methods of Training Based on Learning Styles

The Core Concepts of Reinforcement

The Development of Winners

Goal-Setting Sessions

Coaching and Counseling

Chapter 8. Stepping Up to Be a True Leader

The Characteristics of a Team

Matching Your Team with the Customer’s Team

The Evolution of a Team

Time to Lead

Index"

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