Fundamentals of Sales Management for the Newly Appointed Sales Manager

Fundamentals of Sales Management for the Newly Appointed Sales Manager

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By (author) Matthew Schwartz

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  • Publisher: Amacom
  • Format: Paperback | 224 pages
  • Dimensions: 150mm x 226mm x 20mm | 340g
  • Publication date: 24 February 2006
  • Publication City/Country: New York
  • ISBN 10: 0814408737
  • ISBN 13: 9780814408735
  • Sales rank: 86,517

Product description

"Making the leap into sales management means meeting a whole new set of challenges. As a manager, you're going to have to quickly develop the skills that allow you to build and supervise a sales team, communicate effectively, set goals, be a mentor, and much, much more. Now that you've been handed these unfamiliar responsibilities, you're going to have to think on your feet - or face the possibility of not living up to expectations. Easy-to-understand and filled with realistic examples and immediately usable strategies, "Fundamentals of Sales Management for the Newly Appointed Sales Manager" helps you understand what it takes to be a great sales manager, allowing you to avoid many of the common first-time sales management mistakes, and be successful right out of the gate. Dispensing with dry theory, the book helps you understand your new role in the organization, and how to thrive simultaneously as both a member of the management team, and as a team leader. You'll learn how to: make a smooth transition into management; build a superior, high-functioning sales team; set objectives and plan performance; delegate responsibilities; recruit new employees; and improve productivity and effectiveness. Based on the bestselling American Management Association seminar, the book supplies you with indispensable, need-to-know information on communicating with your team, your bosses, your peers, and your customers; developing a sales plan and understanding the relationship between corporate, department, and individual plans; applying crucial time management skills to your new role; managing a sales territory; interviewing and hiring the right people; building a motivational environment; compensating your people; and understanding the difference between training, coaching, and counseling-and knowing how to excel at each. You can't make the leap into sales management successfully without the proper tools and information under your belt. "Fundamentals of Sales Management for the Newly Appointed Sales Manager" gives you everything you need to win the respect of your peers and colleagues, and immediately excel at your challenging new responsibilities."

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Author information

Matthew Schwartz is a practice consultant in sales for the American Management Association. He has been quoted in publications including Forbes, CBC Marketwatch and Sales and Marketing Management magazine.

Table of contents

"Chapter 1. Transitioning to Sales Management: New Responsibilities and Expectations Going from "Selling" to "Managing" Understanding the Current Sales Culture Understanding Who Is on the Current Team The Challenges of Being on Two Teams at Once Embracing Change The Big Picture --- Short and Long Term What's Next? Chapter 2. It's All About Communication Listening Skills The Theory Behind Communication Styles The Origins of DISC Theory The Four-Quadrant System How Roles and Situations Affect Your Style Working with People with Different Styles Strategies for Improving Communications Running an Effective Meeting Presentation Skills Chapter 3. Sales Planning: Setting the Direction for the Sales Team Aligning the Corporate Strategy with the Sales Team Where Sales Fits in the Corporate Structure The Customer-Centric Organization Marketing's Relationship to Sales Creating a Plan Characteristics of a Good Plan Continuous Planning Assessing the Business Chapter 4. Time Management, Territory Planning, and Sales Forecasting Time Management The Art of Delegating Sales Territory Planning Dividing Up the Territory Chapter 5. Recruiting, Interviewing, and Hiring the Very Best Enhancing Your Current Team Developing Specific Criteria for the Selection Process Optimal Sources for Recruiting The Number One Rule in Recruiting: Constantly Recruit Ensuring a Positive Interview Process The Written Offer Firing Is Inevitable Chapter 6. Building the Environment for Motivation: Compensation Plans, Recognition, and Rewards Classical Motivation Theory Benefits and the Total Compensation Package Nonfinancial Incentives - Rewards and Recognition Chapter 7. Training, Coaching, and Counseling: When and How to Apply Each Methods of Training Based on Learning Styles The Core Concepts of Reinforcement The Development of Winners Goal-Setting Sessions Coaching and Counseling Chapter 8. Stepping Up to Be a True Leader The Characteristics of a Team Matching Your Team with the Customer's Team The Evolution of a Team Time to Lead Index"