Managing the Sales Organization: For the Digitial Age

Managing the Sales Organization: For the Digitial Age

by Anders Sahlgren, Erik Skog

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Overview

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

Anders has more than 15 years 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, 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

Customer Reviews