The Secrets of Great Sales Management: Advanced Strategies for Maximizing Performance

AMACOM/American Management Association

"Fortune teller. Psychologist. Financial analyst. These are just a few of the roles sales managers must play while making sure the sales team has what it needs to close deals. In an economic landscape where business strategies shift almost daily, it's all a sales manager can do to keep abreast of new developments. "The Secrets of Great Sales Management "shows sales managers how to work in concert with changing corporate goals without sacrificing the exceptional results they were hired to achieve.

This powerful book gives readers practical strategies to:

* clarify short-, medium-, and long-term goals

* create and communicate team objectives

* establish new performance standards and measurements

* improve development and training initiatives

* build compensation plans that drive stated objectives

* create career development plans for team members

By helping sales managers build stronger connections between front-line strategies and boardroom expectations, "The Secrets of Great Sales Management" will help readers ensure both organizational and individual success."

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About the author

Robert A. Simpkins (Falls Church, VA) is founder and President of Global Crosswinds, an international advisory and training firm focusing on the development of sales and marketing professionals. He is a member of the American Management Association faculty team, delivering over sixty sales and marketing seminars a year.

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Additional Information

Publisher
AMACOM/American Management Association
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Published on
Dec 31, 2004
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Pages
212
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ISBN
9780814428092
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Features
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Language
English
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Genres
Business & Economics / Sales & Selling / Management
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Content Protection
This content is DRM protected.
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Reading information

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The need to understand what top-performing reps are doing that their average performing colleagues are not drove Matthew Dixon, Brent Adamson, and their colleagues at Corporate Executive Board to investigate the skills, behaviors, knowledge, and attitudes that matter most for high performance. And what they discovered may be the biggest shock to conventional sales wisdom in decades.

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The things that make Challengers unique are replicable and teachable to the average sales rep. Once you understand how to identify the Challengers in your organization, you can model their approach and embed it throughout your sales force. The authors explain how almost any average-performing rep, once equipped with the right tools, can successfully reframe customers' expectations and deliver a distinctive purchase experience that drives higher levels of customer loyalty and, ultimately, greater growth.

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