Ebook Cracking the Sales Management Code: The Secrets to Measuring and Managing Sales Performance

Ebook Cracking the Sales Management Code: The Secrets to Measuring and Managing Sales Performance

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Cracking the Sales Management Code: The Secrets to Measuring and Managing Sales Performance

Ebook Cracking the Sales Management Code: The Secrets to Measuring and Managing Sales Performance

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Audible Audiobook

Listening Length: 7 hours and 20 minutes

Program Type: Audiobook

Version: Unabridged

Publisher: McGraw-Hill Education

Audible.com Release Date: November 16, 2017

Whispersync for Voice: Ready

Language: English, English

ASIN: B077H3DRSY

Amazon Best Sellers Rank:

Step 1: Carefully define the Business Results you want to achieve. Typically:a. Revenueb. Value of weighted pipelinec. Customer satisfactionStep 2: Choose the sales process(es) and associated Sales Objectives most likely to help salespeople in distinct selling roles achieve their desired business results. Processes include:(note: MCO = market coverage objective; SFO=sales force capability objective; CFO = customer focus objective; PFO = product focus objective)1) Territory management process (when you do not have time to adequately make proactive outbound calls to every prospect and customer in your territory) a) Percentage of market opportunity covered [MCO] b) Percentage of target accounts contacted [MCO] c) Revenue from new customers [CFO]2) Account management process (when you mainly pursue multiple deals over time with a smaller set of individual customers) a) Percentage of customers called [MCO] b) Revenue growth in existing customers [CFO] c) Customer retention rate [CFO]3) Opportunity management process (when individual sales are complex and involve multiple calls) a) Deal win/loss ratio [SFO] b) Length of sales cycle [SFO] c) Average deal size [CFO] d) Revenue by product [PFO]4) Call management: process (to improve the effectiveness of individual customer interactions when individual calls can greatly affect the outcome of the deal) a) Number of meetings held [SFO]5) Sales force enablement processes a) Time to productivity [MCO] b) Undesirable attrition rate [MCO] c) Sales person skill/competency index [SFO]Step 3: Select the Activities to manage day-to-day to ensure you (directly) meet the chosen objectives:(note: many Activities directly impact multiple Sales Objectives)1) Territory management (note: usually done by sales operations) a) Number of accounts per rep b) Number of calls made per account per rep2) Account management a) Account plan usage (remember to involve customers in the process!) b) Number of interactions per account (ex: calls scheduled 120 days before renewal)3) Opportunity management a) Adherence to opportunity planning process (relatively unused) b) Utilization of proof-of-concept resources such as engineers or executives4) Call Management a) Call plan usage (relatively unused) – esp. objective, opening, buyer motivation, questions to ask, objections to handle, etc. b) Number of calls logged in CRM5) Sales force enablement (note: usually done by sales operations) a) Training investment per FTE b) Number of reps per manager c) Frequency and quality of coaching (ex: via periodic surveys of reps)More great insights:1) Sales success depends on the caliber of first-line managers who should be continuous improvement experts, rigorously tracking progress against the goals they set. They control Activities to help (directly) meet Sales Objectives which in turn drive desirable (but wholly unmanageable) Business Results. Hence, training and enablement are more important for sales managers than they are for salespeople.2) “The specific sales processes you need in your sales force are determined by the nature of each individual selling role.” “Generally speaking, we see a trend toward sales forces having a greater number of more specialized selling roles. Management long ago began to separate “hunters” from “farmers,” but the number of boxes on the frontline org chart continues to grow. From industry specialists, to product experts, to sellers who serve niche markets, the roles we find in sales forces are becoming more diverse in nature and more narrow in scope. This not only makes the seller’s tasks easier to master, it also reduces the management challenge of hiring, developing, measuring, and compensating complex roles.”3) “If your salespeople are being asked to do too much, it’s quite possible that they’re really doing too little.”4) “If you don’t support your desired behavioral changes with new metrics, tools, and skills to reinforce and measure the change, your sales force will quickly revert to its previous state.”5) “Our own approach to change management can be best described as comprehensively minimalist.” “you must focus your efforts on the critical few Sales Activities that will directly affect your Sales Objectives and Business Results.”6) “Assign quantitative values to your A-O-Rs.”7) “Sales force metrics should be reported on a need-to-know basis.”

This book was a great read not only because of the information, but because of the layout and wording. The author was straightforward with the information adding on piece by piece every chapter. He thoroughly explained all the terms not too complexly, but also not too simple. The only thing I really found wrong with this book was the fact that it was repetitive. Though this was no problem for me; it made it to where it was an information refresher and I personally liked that. Though this can be a problem for others who do not like this style of writing. Anyone looking to gain a better understanding of sales management should read this book. It not only talks to you about managing a sales force, but more importantly what approaches to take to form a more effective sales force (such as processes and metrics). There are not too many books out there on sales management, so it is definitely nice to have one and people should take advantage of this opportunity to learn more about it.

This is a great book full of information but it's the style and overall way that information is conveyed to the reader that makes it great. This isn't just a sales guide book but an explanation to many of the ways sales are done. It's explanations on Metrics and other complex sales tracking within management give a much better understanding of why exactly management wants to accomplish certain sales goals and how they can manage to track the progress or lack there of. The book gives many great real life examples that are able to put the information into easliy understandable sections. The only problem I had with it is it can be a bit wordy and drag on with the same info and its extensive use of new terms could get confusing. Overall I would definitely recommend this book and after try a management oriented book because this book give enough information to make an easy transition between the 2 subjects.

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Cracking the Sales Management Code: The Secrets to Measuring and Managing Sales Performance PDF

Cracking the Sales Management Code: The Secrets to Measuring and Managing Sales Performance PDF

Cracking the Sales Management Code: The Secrets to Measuring and Managing Sales Performance PDF

Cracking the Sales Management Code: The Secrets to Measuring and Managing Sales Performance PDF