- Shopping Bag ( 0 items )
Posted December 20, 2009
Greg Alexander, Aaron Bartels, and Mike Drapeau oversell their company through their book about sales benchmarking to the annoyance of their audience. They implausibly claim that they alone have developed what they call a complete taxonomy for sales benchmarking (p. 74). Furthermore, Messrs. Alexander, Bartels, and Drapeau seem to give the impression that salespeople are not held accountable unlike the other functions within a company. Corporate America will probably disagree with this statement. In addition, the examples provided are of limited use because of their generality. Finally, the authors sometimes contradict themselves. For example, they recognize that "benchmarking's applicability to the sales profession . is still undetermined (p. 204)." Four pages later, readers get the advice: "Play the odds and bet on something predictable, dependable, and proven - sales benchmarking (p. 208)." Another four pages down in the same chapter, readers can read to their amazement: "Today . sales benchmarking is rarely deployed (p. 212)." To summarize, the book under review is another example of a business book that could be reduced to a 10-page article to be read in a business publication.
1 out of 1 people found this review helpful.Was this review helpful? Yes NoThank you for your feedback. Report this reviewThank you, this review has been flagged.
Posted January 7, 2010
No text was provided for this review.