The insights included in this book are designed to shift your thinking about traditional ways of motivating sales professionals you manage. It categorizes key sales-motivating management skills, tools and techniques while incorporating the art and science of sales management, leadership and the human dynamic. In this book you'll learn:
Coaching and Development
Sales force Processes and Systems
Keys to Sales force Leadership
Reward, Recognition and Incentives
Sales managers that learn, know and implement a next-in-class approach to motivating their sales professionals will reap high rewards and beat their competition.
The insights included in this book are designed to shift your thinking about traditional ways of motivating sales professionals you manage. It categorizes key sales-motivating management skills, tools and techniques while incorporating the art and science of sales management, leadership and the human dynamic. In this book you'll learn:
Coaching and Development
Sales force Processes and Systems
Keys to Sales force Leadership
Reward, Recognition and Incentives
Sales managers that learn, know and implement a next-in-class approach to motivating their sales professionals will reap high rewards and beat their competition.
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Overview
The insights included in this book are designed to shift your thinking about traditional ways of motivating sales professionals you manage. It categorizes key sales-motivating management skills, tools and techniques while incorporating the art and science of sales management, leadership and the human dynamic. In this book you'll learn:
Coaching and Development
Sales force Processes and Systems
Keys to Sales force Leadership
Reward, Recognition and Incentives
Sales managers that learn, know and implement a next-in-class approach to motivating their sales professionals will reap high rewards and beat their competition.
Product Details
| ISBN-13: | 9781601630490 |
|---|---|
| Publisher: | Red Wheel/Weiser |
| Publication date: | 12/01/2008 |
| Series: | 151 Quick Ideas |
| Edition description: | First Edition |
| Pages: | 192 |
| Product dimensions: | 5.20(w) x 8.20(h) x 0.50(d) |
About the Author
Julie A. Vincent, APR, has practiced public relations for 25 years. She has held management and spokesperson positions in several large publicly traded companies as well as run her own communications agency specializing in issues and crisis management, media training and marketing communications.
Read an Excerpt
CHAPTER 1
Share and Make Sure Sales Professionals Understand the Realities of Your Business
One of the biggest assumptions sales leaders and managers make is that sales professionals really understand how the business operates and how it makes a profit. Do not assume everyone understands the realities of your business. Ask yourself, do sales professionals understand how you make a profit and what's important to your operations? How about competitive intelligence? Have you researched and collected current competitor information that can be shared? Do they understand your income statement, balance sheet, and cash flows? How about your strategy, business brand, and key goals and objectives?
Assignment
Begin inserting financial operating metrics and competitive intelligence into your regular meetings with your sales professionals. Also use one-on-one conversations as an opportunity to share what the business is focused on, including the impact to sales, cash flow, and profitability.
Epilogue
The best sales professionals relish opportunities to share in the realities of your business. This enables them to sustain a competitive advantage when selling against overly optimistic sales competitors.
CHAPTER 2Align Your Sales Professionals to the "Likes" of the Customer/Client
This is about relationships that your sales professionals want to have with the customers/clients, and not about the fluffy "likes" that unskilled sales professionals put stock in as those that work with their customers and clients. Customers and clients know what they "like" in a business relationship. Sometimes it's purely transactional — and they only want to purchase your product/service at the lowest possible price. A relationship doesn't matter.
On the flip side and most important side of the sales process, it's your sales professional and her/his relationship that matters. It's also about the investment he/she makes in solving a business problem. Skills and competencies associated with your sales staff will have to be matched to the "likes" (or, defined differently, "preferences") of the customer/client. Customers and clients don't know what they don't like. It will take extra effort for your sales professionals to uncover the "likes" or "preferences" as part of their relationships, when they buy products and services or solve their business problems. Customers/clients are also likely to pay extra, or value the relationship more when their "likes" and their needs as an organization are matched to the sales professional.
People don't like to feel as though they are being sold. Rather, they like the opportunity to make decisions about their purchases. Coach your sales professionals to focus on allowing your clients and prospects to feel that they are the ones making the buying decision. You will experience a marked increase in closed.
Assignment
Create a client/customer profile that includes their general "likes" in developing business relationships. Share this information with the sales team and others within your organization to ensure this is used and helps facilitate building prospect relationships and maintaining current customer relationships.
Epilogue
Business relationships grow when you understand how your customers "like" to buy, not to be sold. Being sold imakes your client decline a sale.
CHAPTER 3Collect Feedback From Your Customers/Clients for Improvement
Improvement in your sales performance is an ongoing task. This is a motivational factor imbedded in the DNA of all top sales professionals. Your support in collecting constructive feedback will not only be welcome, but also will be a demonstration that you are truly trying to comprehend the process of feedback — not just for the sake of collecting feedback, but for the importance of learning how to improve the sales process. This translates into a motivating factor for your sales professionals. This should be a major priority, but don't get confused about only collecting feedback from your sales team. Sharing objective feedback also builds confidence in your customer relationships. By doing this on a regular and routine basis, your sales team will understand that it is an important part of their jobs to provide you with important feedback that they hear from their customers /clients. Used correctly with your sales team, feedback can also be tied to formal individual and team performance coaching.
If the information is handled constructively, your sales team will use it as a motivator to solve customer problems, address customer inquiries and complaints, and be willing to proactively provide you with a continuous loop of constructive process improvement-focused feedback. Along with your expectation to provide collected feedback on a regular basis, this will facilitate a continuous improvement philosophy for your sales team's ongoing growth and development as sales professionals.
Assignment
Develop a formal written and verbal customer survey process. Build a process that includes commitments to regular intervals of formal feedback and review of results.
Epilogue
Feedback is the cornerstone of sales process improvement. This applies to your customers/clients as well as your sales team.
CHAPTER 4Benchmark Individual and Team Sales Performance
It's true that what you measure gets done, and top-notch sales professionals want to be benchmarked. This is the only way a top professional gets motivated — by going above and beyond goals and objectives that have been set for past performance! Sales professionals are motivated by their ability to beat and exceed sales targets. Once these targets are set and agreed to, a top-notch sales professional will exhibit behaviors that coordinate her/his time and daily activities to beat and exceed sales goals and targets. Also remember that benchmarking sales metrics for performance allows you to see gaps in performance that need to be addressed. In addition to increasing individual motivation, benchmarking can provide you, as the manager, visibility into the benchmarks your competition uses and perspective on how to beat them.
Take note as a sales manager: Your competition benchmarks their performance against yours. Your sales professionals are also knowledgeable about what's expected of their competitors' sales teams.
Assignment
Identify and document your key sales performance metrics. Identify your competition's key sales metrics. Include this in formal individual and team performance appraisals.
Epilogue
Because it's in a sales professional's DNA to be motivated by metrics, goals, and objectives, benchmark their performance in order to help them understand how their performance stacks up.
CHAPTER 5Align Sales With All Departments
Don't be a sales manager novice. If you want to be the best, then keep in mind that sales planning, budgeting, and forecasting must align with all the resource requirements of marketing, finance, operations, customer service, and manufacturing. This should be one of your major priorities on a recurring and annual basis. This also needs to be an ongoing part of sales operations management during any given fiscal year. As you align your sales process to the rest of the business, also think about sales force intelligence-gathering and how the information you gather about your competition can be incorporated to help the rest of your organization perform better. The information collected by your sales team needs to be collected in a formal way, and continuously shared so that this information can be incorporated into communications with key operations of the business. Salespeople love to acquire, and are motivated by acquiring lots of intelligence about their competition — their paychecks depend on it. Use the assignment here to include your sales team in the intelligence-gathering process. It assists in building a strong relationship with your sales team.
Assignment
In addition to the formal sales planning required as part of sales management, create a formal process for your sales force to collect and provide competitive /external sales information and competitive intelligence.
Epilogue
Sales professionals want to win and contribute to the ongoing sustainability of the company.
CHAPTER 6Set Sales Goals That Are a "Stretch," Not Realistic
Mediocrity kills sales performance. Some sales professionals "sandbag." Top-notch sales professionals are motivated by their ability to achieve and acquire more, more, more. If you want sales performance to be the best, and you want to highly motivate your sales team, it's time to think about going beyond what is realistic and create and lead sales goals that are truly a "stretch."
Most sales professionals also set goals for themselves that are higher than what you set for them. Ask for and have a continuous dialogue with your sales professionals about their goals and objectives, and what you have set for them to accomplish. You might also want to consider reviewing your compensation program so that you have the ability to stretch opportunities, not just meeting "realistic" goals and objectives.
Assignment
Do not be afraid to set "stretch" goals and objectives for your sales professionals. They relish wanting to achieve, and achieve to a higher level. Review your current performance and compensation plan. Identify areas for sales performance improvement and set the expected targeted performance. Include pay incentives to achieve the targets.
Epilogue
Set the "stretch goals" and coach vigorously to help your sales professionals accomplish their goals. Watch them relish the challenge.
CHAPTER 7Develop a Specific Sales Plan That Is Communicated to Everyone in the Organization
Beyond your sales team, the rest of the organization has a strong desire to understand how the business is growing through increases in sales and new customers. Not to be trite or simplistic just for simplicity purposes, but, as the sales manager, you need to communicate your sales plan with the rest of the organization. The key word is "communicate." As you share this information, you will find that your sales professionals love that they can bond with the rest of the organization by sharing their plans, goals, and objectives, and how they contribute to making the organization successful. Your sales professionals want people to know what they do and how they perform. This keeps them in the game and accountable. Sales professionals tap into the internal social networks of your organization, and test the knowledge of other people to see if it is in tune with how they are performing.
Assignment
Review your sales plan with your sales team and develop a communications plan to share this information within the company.
Epilogue
Sales professionals believe they are the "lifeblood" of the organization. They want to know that other people in the company care about their contribution to generate revenue.
CHAPTER 8Fire Bad Customers/Clients
There's no question about it. Do the math. Bad customers cost you money. While dedicating a larger portion of my career to being a sales professional, I calculated my time, energy, and effort spent working with a bad customer. My manager didn't have the intestinal fortitude to fire our bad customers/clients, so I felt trapped, unproductive, and financially accountable for the time I was wasting in working with a customer who drove our operations and customer service professionals crazy! As a sales manager leading a 7team of professionals, it's your obligation to calculate opportunity costs/losses for not spending more time with your best customers and/or prospects.
Assignment
Review the profitability of all your customers. Identify the bottom 5 percent. Collect feedback on customer relationships from your sales team. If you have customers at 5 percent or less, along with a poor relationship rating — fire them!
Epilogue
Bad customers drain your bottom line and alienate your top sales professionals. Fair warning! If you do not have a method in place for firing your bad customers, your sales team will get frustrated and move on to your competition.
CHAPTER 9Keep Abreast of Industry Trends and Share the Information With Your Team
Self-development is a key competency that the majority of managers do not exhibit. Top sales professionals want to work for a sales manager who dedicates the time and energy to be a "thought leader." As someone who keeps abreast of industry trends and shares this information, you demonstrate your commitment to their continued knowledgebase, drive to comprehend new related business information, and learning.
Assignment
Become an avid reader and researcher about your industry. Share one key learning experience a week with your sales team. Demonstrate the behavior of your personal self-development and your commitment to your team's individual and collective learning and development.
Epilogue
Sales professionals are avid learners. They also want to keep up on industry trends so that they can turn this information into sales opportunities with their best customers.
CHAPTER 10Conduct an Annual Sales Conference Reviewing Past Sales Performance and Future Sales Plans
This does not have to be a huge drain on your annual budget or a blowout at some fancy resort. Sales professionals want to gather with their colleagues on a regular basis. At a minimum, if you are managing a virtual sales force, plan to meet at least once a year for updates on sales performance, company performance, and social networking opportunities. Don't forget the all-important opportunity to provide accolades for a job well done. Accomplishments that are privately and publicly recognized go a long way for sales professionals as they acquire rewards for their successes. While you have your team together in one place, it is helpful and productive to include the communication of your future sales plan and direction of the company so that everyone who is participating in your conference hears the same messages.
Assignment
Budget and plan for regular face-to-face get-togethers and, if possible, an annual sales conference.
Epilogue
Sales professionals have a need to celebrate their successes and hear how they can contribute to future plans for the company.
CHAPTER 11Focus on Customer Service
Head out to your nearest bookseller and check out the books in the business section. If you look for the topic of customer service, you will find hundreds of books that focus on it and authors who continue to make a lot of money trying to teach companies and sales professionals how to provide the best. Here's the real deal: Ask and answer this question ... when's the last time you experienced topnotch service in the sales process? I'll bet you can't remember the last time you encountered a sales professional with the skills to deliver top-notch service along with getting the business. Close the deal and move on; that's the way sales professionals have been taught. Here's some "secret sauce" for you as a sales manager: top-notch sales professionals objectively put themselves in their customers' shoes. They evaluate all internal responses from and to your customers. Teach your sales professionals the "art of outstanding customer service in addition to closing the deal." This will not only develop respect and integrity with your sales professionals, but will also have an impact that will delight your customers. Watch the motivation rise as your sales professionals bond with your customers, and see the increase in revenue that you require to grow and sustain your business.
Assignment
Define your customer service philosophy and set high standards for delivering exceptional customer service in addition to closing deals. Incorporate the evaluation of customer service in your reward and compensation plans. Use this as a benchmark when evaluating performance. Also include the evaluation of customer service skills when you have the need to hire sales professionals.
Epilogue
When you define and expect behavior that supports exceptional customer service, your sales professionals will follow suit.
CHAPTER 12Develop Business Case Studies That Demonstrate Competitive Value
Your sales team and your customers are motivated by business success! Can you demonstrate the competitive value and a compelling business case related to your products and services? Hopefully you can. Business case studies demonstrate your ability to provide competitive value. Sales professionals who can ensure that their customers/clients have successful customer experiences, realize a tremendous need to defend the success that your organization and team have delivered. The translation of your products/services into real-life case studies enables the use of critical competitive information that supports your sales team's sales efforts.
(Continues…)
Excerpted from "151 Quick Ideas to Motivate Your Sales Force"
by .
Copyright © 2009 Frank R. Horvath and Julie A. Vincent.
Excerpted by permission of Red Wheel/Weiser, LLC.
All rights reserved. No part of this excerpt may be reproduced or reprinted without permission in writing from the publisher.
Excerpts are provided by Dial-A-Book Inc. solely for the personal use of visitors to this web site.
Table of Contents
Title Page,
Copyright Page,
How to Use This Book,
Introduction,
Chapter 1 - Share and Make Sure Sales Professionals Understand the Realities of ...,
Chapter 2 - Align Your Sales Professionals to the "Likes" of the Customer/Client,
Chapter 3 - Collect Feedback From Your Customers/Clients for Improvement,
Chapter 4 - Benchmark Individual and Team Sales Performance,
Chapter 5 - Align Sales With All Departments,
Chapter 6 - Set Sales Goals That Are a "Stretch," Not Realistic,
Chapter 7 - Develop a Specific Sales Plan That Is Communicated to Everyone in ...,
Chapter 8 - Fire Bad Customers/Clients,
Chapter 9 - Keep Abreast of Industry Trends and Share the Information With Your Team,
Chapter 10 - Conduct an Annual Sales Conference Reviewing Past Sales ...,
Chapter 11 - Focus on Customer Service,
Chapter 12 - Develop Business Case Studies That Demonstrate Competitive Value,
Chapter 13 - Create a "Virtual Bench" of Sales Professionals,
Chapter 14 - Maintain Competitive Benchmark Information for Compensation,
Chapter 15 - Maintain Competitive Benchmark Information to Help Manage Performance,
Chapter 16 - Hire Top-Notch Sales Talent Outside Your Industry,
Chapter 17 - Profit vs. Revenue: Understand Your Sales Objectives,
Chapter 18 - Take Time and Give Time to Think About Sales Strategy and Plans,
Chapter 19 - Establish and Communicate Your Sales and Marketing Brand,
Chapter 20 - Ensure Everyone Understands Your Compelling Value Proposition,
Chapter 21 - Validate Your Brand With Your Customer/Client Base,
Chapter 22 - Be Realistic About Sales Goals,
Chapter 23 - Establish Team and Individual "Buy-In" to Sales Goals/Objectives,
Chapter 24 - Buy Shares of Stock in Your Customers/Clients,
Chapter 25 - When Forecasting Sales Numbers, Forecast Reality, and Be Conservative,
Chapter 26 - Define Clear Accountabilities,
Chapter 27 - Hold Sales Professionals to Clear Accountabilities,
Chapter 28 - Define and Assess Sales Competencies for Understanding Personal ...,
Chapter 29 - Provide Regular, Consistent Feedback on Performance,
Chapter 30 - Test Individual Sales Knowledge About Products, Services, ...,
Chapter 31 - Recognize Top Performance With Regular Awards of Achievement,
Chapter 32 - Fire Nonperformers,
Chapter 33 - Set the Expectation That Sales Professionals Understand the "Ins ...,
Chapter 34 - When Evaluating Performance, Focus on Results, Not on Time,
Chapter 35 - Set Up a Scoreboard of Sales Results,
Chapter 36 - Conduct Weekly Sales Status Calls With Your Sales Team,
Chapter 37 - Send a Handwritten Note for Outstanding Performance,
Chapter 38 - Set Expectations for Professional Appearance,
Chapter 39 - Do Not Tolerate Bad Sales Behavior,
Chapter 40 - Don't Tolerate Excessive Drinking and Sales,
Chapter 41 - Don't Tolerate the Strip Club Mentality,
Chapter 42 - Know When to Use the Carrot or the Stick,
Chapter 43 - Treat Sales Professionals as Professionals,
Chapter 44 - Create Internal Competitions,
Chapter 45 - Create External Competitions,
Chapter 46 - Put Your Sales Performers Into "A," "B," and "C" Categories,
Chapter 47 - Do Everything You Can to Move Your "B" Sales Contributors to the ...,
Chapter 48 - Put Your "C" Sales Performers on a Performance Improvement Plan,
Chapter 49 - Expect Sales Professionals to Have a Business Objective for Each ...,
Chapter 50 - Conduct Account Reviews,
Chapter 51 - Establish In-Depth Account/ Customer Visibility,
Chapter 52 - Expect Your Sales Professionals to Understand the Finances of ...,
Chapter 53 - All Extra-Curricular Activities Must Involve a Sale,
Chapter 54 - Establish the "No Excuse" Rule,
Chapter 55 - Teach Skills in the Use of Tools, Techniques, and Customer and ...,
Chapter 56 - Provide Opportunities for Mentoring and Sharing Lessons of Success ...,
Chapter 57 - Provide Coaching to Improve Performance and Strength,
Chapter 58 - Provide Ongoing Learning Opportunities to Improve Sales Proficiency,
Chapter 59 - Train and Have Your Top Sales Performers Conduct the Hiring of New ...,
Chapter 60 - Role-Play Successful Sales Skills,
Chapter 61 - Train Sales Professionals in the "Language of Business",
Chapter 62 - Teach Sales Professionals to Uncover Pain, Budget, and ...,
Chapter 63 - Teach Sales Professionals Project Management Skills,
Chapter 64 - Teach Listening Skills,
Chapter 65 - Teach High-Impact Consulting Skills,
Chapter 66 - Allow Time for Reading New Books and Articles on the Topic of ...,
Chapter 67 - Give Guidance on Qualifying Prospects,
Chapter 68 - Use Failure as a Learning Tool,
Chapter 69 - Analyze Sales Mistakes as Lessons Learned,
Chapter 70 - Teach How to Overcome Objections,
Chapter 71 - Invite an Industry Pro to Give Advice and Coaching,
Chapter 72 - Conduct a DiSC Profile on Each Salesperson,
Chapter 73 - Share and Interpret DiSC Profile Results,
Chapter 74 - Teach Your Sales Professionals to Use the DiSC With Their Customers/Clients,
Chapter 75 - Send Your Sales Professionals to Professional Writing School,
Chapter 76 - Send Your Sales Professionals to Professional Acting School,
Chapter 77 - Establish a Mentoring Program,
Chapter 78 - Provide Constructive Feedback About Negative Behavior,
Chapter 79 - Establish Yourself as the Coach,
Chapter 80 - Create "Real Life" Sales Learning Opportunities and Teach the ...,
Chapter 81 - Develop a Method to Transfer Sales "Knowledge",
Chapter 82 - Spend Time Developing Yourself as the Sales Leader,
Chapter 83 - Understand and Teach the Key Metrics of the Business,
Chapter 84 - Do Not Make an Investment in Sales Training Unless You Understand ...,
Chapter 85 - Teach Your Sales Professionals the Skill of Self-Performance Evaluation,
Chapter 86 - Don't Waste Your Time With Trendy Training Fads,
Chapter 87 - Your Intelligence Is Equal to the Thoroughness of Your Questions,
Chapter 88 - Teach the Sales Team How to Use Sales Data,
Chapter 89 - Encourage Your Sales Team to Deliver Value on Each and Every Sales Call,
Chapter 90 - Have the Right Systems and Processes in Place to Enable Maximum Productivity,
Chapter 91 - Ring the Bell When Someone Makes a Sale,
Chapter 92 - Eliminate, as Much as Possible, the Tactical Sales Work,
Chapter 93 - Leverage Technical Operations Talent in the Needs/Requirements ...,
Chapter 94 - Pilot New Sales Concepts When Given the Opportunity,
Chapter 95 - Use a Sales Administration Technology,
Chapter 96 - Begin With the End in Mind When Giving Presentations,
Chapter 97 - Bring the Right Resources to Close a Deal,
Chapter 98 - Survey Your Customers and Provide Constructive Feedback to Your Team,
Chapter 99 - Practice the Art of Outstanding Presentations,
Chapter 100 - Establish and Maintain a Sales Funnel for Prospects and Deals,
Chapter 101 - Ask a Lot of Status Questions for Any Prospective Deal,
Chapter 102 - Be Sure You Engage Key Stakeholders on Deal Terms,
Chapter 103 - Solicit Internal Feedback on the Sales Process From Key Internal Stakeholders,
Chapter 104 - Deal With and Uncover All Facts Related to Any Deal,
Chapter 105 - Avoid Requests for Proposals (RFPs),
Chapter 106 - Help Find the Decision-Maker(s),
Chapter 107 - Don't Expect Too Much Out of Trade Show Sales,
Chapter 108 - Use Social Networks to Extend Opportunities With New Prospects,
Chapter 109 - Use Blogging Technology to Create a Brand Following and "Thought ...,
Chapter 110 - Monetize Everything,
Chapter 111 - Sales Performance and Productivity Must Equal Dollars Invested in ...,
Chapter 112 - Establish a Sales Process/ System and Stick to It,
Chapter 113 - Use the 7 and Out Rule,
Chapter 114 - Hire Only Skilled and Competent Sales Managers/Leaders,
Chapter 115 - Don't Promote Highly Competent Sales Professionals Into ...,
Chapter 116 - Have Your Top Executives Support Your Sales Efforts,
Chapter 117 - Make Sales Recruiting a Priority for Executives and Top Sales Performers,
Chapter 118 - Take Field Trips to Noncompetitive Industries to Learn New Ways ...,
Chapter 119 - Conduct Retention Interviews With Newly Hired Sales Professionals,
Chapter 120 - Set the Organizational Expectation That Everyone in the Company ...,
Chapter 121 - Know All Your Sales Professionals By Name,
Chapter 122 - Get to Know the Sales Professional's Husband/Wife/ Significant Other,
Chapter 123 - Get to Know the Sales Professional's Family,
Chapter 124 - Send the Spouse or Significant Other a Thank-You Note for His/ ...,
Chapter 125 - Show Your Emotion and Passion About Sales,
Chapter 126 - Build Customer Relationships With Mutual Trust, Not Just a Contract,
Chapter 127 - Listen to Your Team,
Chapter 128 - Listen to Your Customer,
Chapter 129 - Move the Cheese,
Chapter 130 - Exercise, and Set Expectations for Your Team to Keep Physically Fit,
Chapter 131 - Establish the "No Asshole" Rule,
Chapter 132 - Solicit Sales Help From Key Internal Sponsors,
Chapter 133 - Create an Atmosphere in Which It's Okay to Fail and Learn,
Chapter 134 - Don't Expecting a Normal Distribution of Revenue From Your Sales Team,
Chapter 135 - Do Everything You Can to Keep Your "A" Sales Contributors,
Chapter 136 - Check Your Ego At the Door,
Chapter 137 - It's Okay to Sweat, but Maintain Your Composure,
Chapter 138 - Hope Does Not Close Deals,
Chapter 139 - Maintain Your Sense of Humor,
Chapter 140 - Clear the Way for Streamlined Internal Decision-Making,
Chapter 141 - Be a Visible and Accessible Sales Leader,
Chapter 142 - Manage Natural Internal Conflicts Between Sales and Operations,
Chapter 143 - Don't Take Over a Sales Call,
Chapter 144 - Provide After-Work Activities With Coworkers,
Chapter 145 - Celebrate Wins,
Chapter 146 - Include Customer Feedback in Product/Service Development and Give ...,
Chapter 147 - Provide Company Logo Apparel to Wear When Meeting With Customers/Clients/Community,
Chapter 148 - Provide Various Competitive Rewards and Incentives,
Chapter 149 - Share a Salesperson's Accomplishments With His/Her Peers,
Chapter 150 - Throw a Party,
Chapter 151 - Provide Competitive Compensation,
About the Authors,