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Managing the Sales Organization: For the Digitial Age
164Overview
How to increase the sales performance is a key question in most sales organizations.
The perspective of this book is what the implications are for those managing the sales organizations in the digital age. Today, there are many new ways in approaching and servicing customers, complementing the personal approach of a sales force. Taking this into consideration, the book describes which areas to address and what tools are available for management to improve performance in their sales organizations. The models described are proven and based on academic research, as well as the authors’ extensive experience from managing successful sales organizations and as management consultants. You will find practical examples how companies have solved various challenges in real life, as well as explanations of why it works with reference to marketing models, organizational theory and psychology.
"I have taught strategy at the Stockholm School of Economics for 35 years, and it has struck me many times how little of the subject sales and its organization that is covered in the curriculum – in my own school as well as in other universities. This comprehensive and important book fills this gap."
Dr Orjan Solvell, Professor of International Business at the Stockholm School of Economics, Senior Associate at the Institute for Strategy and Competitiveness at Harvard Business School
Product Details
| ISBN-13: | 9789198511628 |
|---|---|
| Publisher: | Sahlgren & Skog KB |
| Publication date: | 02/20/2019 |
| Pages: | 164 |
| Product dimensions: | 6.00(w) x 9.00(h) x 0.35(d) |
About the Author
As a firm believer that sales proficiency is not only about the performance of individual sales people, Anders now consults CEOs and Sales Directors in how to manage sales processes, methodology and organisational changes to ensure built-in efficiency in sales teams. Clients consist of B2B organisations with a turnover ranging from $ 50 m to $ 5b. Anders also consults investors and PE firms in assessing portfolio companies' sales organisations before IPOs and private M&As.
Further, Anders is engaged in the entrepreneurial education for youths and students. He is frequently hired as lecturer at the Stockholm School of Economics Business Lab.
Erik has more than 30 years of experience in senior management positions in sales driven organisations.
As a firm believer that sales proficiency is not only about the performance of individual sales people, Erik now consults CEOs and Sales Directors in how to manage sales processes, methodology and organisational changes to ensure build-in efficiency in sales teams. Clients consist of B2B organisations with a turnover ranging from $ 50 m to $ 5b. Erik also consults investors and PE firms in assessing portfolio companies' sales organisations before IPOs and private M&As.
Erik is a teacher at the Department of Entrepreneurship, Innovation & Technology at the Stockholm School of Economics and at the Unit for Bioentrepreneurship at Karolinska Institutet.
Table of Contents
Preface 7
Introduction 9
The parts of the book 10
Part 1 - The sales organization
1. The role of the sales organization 15
What is personal selling? 16
Pros and cons with a sales force 17
The company’s channel strategy 18
The role of sales management 22
Summary 24
2. Basic concepts when managing sales people 25
Sales process 25
Sales pipeline and sales funnel 31
CRM systems 32
The terms quality and quantity in sales 37
Summary 40
3. The sales organization’s productivity and its effect on the income statement 41
Current working capacity 41
Create free capacity 43
Summary 47
Part 2 - Model for managing sales organizations
4. DIMENSION 1: Territory management 51
Clear customer picture 51
Clear responsibility 54
Prioritizing customers 56
Balancing sales territories 61
Summary 63
5. DIMENSION 2: Target setting, follow-up & reward 65
Individual targets 65
Follow-up 72
Situational targets 74
Performance-based salary 76
Summary 81
6. DIMENSION 3: Visualizing the performance 83
Visualization of results 84
Visualization of activities 85
Recipients and availability 85
Frequency 86
Formats for visualization 86
Summary 90
7. DIMENSION 4: Forecasting 91
Analyzing customer development 93
Analysis of business opportunities 94
Structured process 98
Assuming responsibility for their result 99
Summary 100
8. DIMENSION 5: Opportunity follow-up 101
The sales process and its stages 101
Opportunity overview 106
Follow-up 107
Documenting important events and activities 109
Summary 109
9. DIMENSION 6: Individual coaching & follow-up 111
Why individual follow-up 111
Follow-up frequency 113
Pre-defined pattern 114
Summary 116
10. DIMENSION 7: Activity levels and planning 119
Measuring and targeting the number of customer contacts 119
Support structure to ensure high activity levels 120
Sufficient number of customer meetings 123
Profitable customer contacts 125
Summary 128
11. DIMENSION 8: Joint field visits 131
Purpose: Developing and ensuring quality of sales people 131
Frequency 132
Summary 134
12. DIMENSION 9: Performance improvement program 135
Initiating the action plan 135
Clear guidelines and communication 136
Consistent implementation 138
Summary 138
Part 3 - Making it happen
13. Implementing the nine dimensions 141
Implementing the model 141
Meeting structure for a sales organization 145
Summary 146
14. Other implementation tips 147
Setting a good example 147
Gradual implementation for the people it concerns 148
Gradual implementation of what needs to be done 149
Support by putting pressure 151
Focusing on the ”middle” 152
Managing expectations 156
Summary 157