The Art of Mastering Sales Management

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ISBN: 9781420090758 | 1420090755
Cover: Hardcover
Copyright: 11/24/2009

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Today's corporations have changed their marketing processes to accommodate a world in which globalization, lower margins, and longer hours have become the norm. This book examines events that changed the art of selling and offers hands-on techniques for sales personnel and management. The focus is on setting sales strategies, providing exemplary leadership, and developing the skill sets to successfully manage team initiatives and corporate growth plans. From the best of circumstance to the worst, this text addresses all aspects of managing, handling, and addressing sales personnel issues. The author presents creative problem solutions and offers a direct approach for motivating employees.

Introduction	p. xv
Acknowledgments	p. xvii
The Importance of Leadership in Sales Management	p. 1
Overview	p. 1
Mentoring, Coaching, Teaching, Supervising, Managing, and Leading	p. 3
Mentoring	p. 4
Coaching	p. 4
Teaching	p. 4
Supervising	p. 4
Managing	p. 5
Leading	p. 6
Making Sure the Goals of Corporate Conform to the Sales and Marketing Initiatives	p. 9
Growth	p. 9
Goals, Strategies, and Tactics	p. 10
Follow-up	p. 12
Goals	p. 12
Strategies	p. 13
Tactics	p. 14
Managing the Four Corners of the Sales Matrix	p. 15
Manage-Up, Manage-Down, Manage-In, Manage-Out	p. 15
Globalization and Sales Management	p. 19
Globalization	p. 19
Foreign Languages	p. 20
Diverse Cultures	p. 21
Currency Exchange	p. 22
Management of Foreign Distributors and Agents	p. 22
Local Marketing, Promotion, and Sales Differences	p. 23
Political Risks	p. 24
Economic Differentiations	p. 24
Complicated Laws and Regulations	p. 24
Global Risk Management	p. 25
Vast Geographic Differences	p. 25
Major Supply Chain and Logistics Issues	p. 25
Packing, Marking, and Labeling Variables	p. 26
Dealing with U.S. and Foreign Customs Authorities	p. 26
Compliance and Security Concerns	p. 26
Overseas Travel	p. 26
Time Differences	p. 27
Domestic Sales vs. International Sales: Major Differences in Overall Sales Management and Personnel Matters	p. 28
FCPA: Foreign Corrupt Practices Act	p. 28
Know When to Be the Mother, the Father, the Brother, the Best Friend, or the Boss-What Personality Hat to Wear?	p. 31
Which Personality Hat to Wear?	p. 32
When to Mother?	p. 32
When to Father?	p. 33
When to Be the Best Friend?	p. 33
When to Be the "Boss"?	p. 33
Some Examples	p. 33
Mentoring and Developing the Skill Sets of Your Sales Staff	p. 41
Sales Skill Sets	p. 41
Sales Skills Development Strategy	p. 42
Excelling in Customer Service: Best Practices	p. 43
Motivational Techniques and Enhancing Bottom-Line Results	p. 45
Why We Need to Motivate	p. 45
Two Types of Motivation	p. 45
Team Motivation	p. 47
Case Studies in Sales Management Problem Solving	p. 49
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Pricing	p. 57
Competitive Service and Value-Added Deficits	p. 58
Lack of Qualified Closing Skills	p. 59
Poor Proposals from a "Quality Communicative" Benchmark	p. 59
Lack of Quality Relationship with Buyers	p. 59
Not Selling to the Decision Maker	p. 60
Failure to Convince Prospect to "Buy-In"	p. 61
Extraneous Issues	p. 62
The Sales Manager Daily Regimen: Time Management Excelled	p. 63
Time Management Overview	p. 63
The Visual	p. 63
	p. 64
	p. 64
	p. 65
Take the Initiative to Change Behavior: It Will Change the Results!	p. 66
Mindset	p. 66
Organization	p. 66
Prioritization	p. 66
Communication	p. 67
Daily Regimen Planner for the Sales Manager	p. 67
Family	p. 68
Physical Conditioning	p. 68
Mental Setup	p. 69
Review of Long-Range Goals and Strategies	p. 69
Review of Short-Term Issues (Daily Checklist and Planner)	p. 70
Team Contact	p. 71
Office Contact	p. 71
Best Use of Time	p. 71
Lunch	p. 72
Afternoon Focus	p. 72
Summary and Setup for the Next Day and Balance of Week	p. 73
Mastering Key Skill Sets	p. 75
Forecasting	p. 75
Information Flow	p. 76
Accurate Projections	p. 76
Unsatisfied Customers Are Clearly Not What Anyone Wants	p. 77
Angry Senior Management Is Not to Anyone's Advantage	p. 77
Communicating Precisely and Timely	p. 77
Communications Effect Information Flow for More Responsible Forecasting	p. 77
Managing and Tweaking the Forecast	p. 77
Interviewing	p. 78
Know What Your Needs Are	p. 78
Identify the Skill Sets of the Salesperson against Your Needs	p. 79
Turn Over All Stones Both Inside and Outside of Company	p. 79
Interview as Many Candidates as Possible, after Being Prescreened by Human Resources	p. 79
Set a Time Frame for Interviewing and a Time Frame for Selection and an Anticipated Start Date	p. 79
Judge "Character" High on the List	p. 80
Qualify Motivational "Kick" Points, and Make Sure These Are Doable	p. 80
Call Referrals	p. 80
Develop a job Profile/Description That Is Very Specific	p. 81
Make Sure the Offer Is Contemporary, Competitive, with Clear and Doable Incentives	p. 81
Summary in Interviewing	p. 82
Hiring, Firing, and Maintaining	p. 82
Terminations	p. 82
Hiring	p. 83
Maintaining	p. 83
Security	p. 84
Career	p. 84
Compensation	p. 84
Leading-Edge Innovation and Reinventing	p. 85
Confrontational Management	p. 86
Proposals That Work	p. 87
Lead Development	p. 88
Managing the "Sales Pipeline"	p. 88
Running Meetings	p. 89
Eyeball to Eyeball	p. 89
Conference Calling	p. 90
Negotiation Is Key	p. 91
Strategic	p. 91
Understanding What Each Side Wants	p. 92
Negotiating with Leverage	p. 93
Obtaining Information: Mining	p. 94
Relationship Building	p. 94
Developing a Strategy	p. 96
Tactical	p. 97
Making the Strategy Work	p. 97
Determining the Place, the Time, the Players	p. 98
The Place	p. 98
The Time	p. 98
The Players	p. 99
Executing	p. 100
Follow-Up	p. 101
Problem Solving	p. 101
Emotional Intelligence	p. 102
Best Practices: Sales Management Excellence	p. 107
Health	p. 107
Remember Who You Are and Where You Came From	p. 108
Be Consistent	p. 108
Raise the Bar for Yourself	p. 109
Raise the Bar for Your Team	p. 109
Maintain a Mindset of Improvement and Maintain the Learning Process	p. 110
Manage Locally, Think Globally	p. 110
Be Altruistic	p. 111
Always Lead and Set a Positive Example	p. 111
Always Take the High Road	p. 112
Transitioning from Sales to Sales Management	p. 113
Why Are You Now in Management?	p. 113
Dealing with Colleagues and Peers	p. 114
Being of Value	p. 114
Be a "Turtle"	p. 115
Concluding Remarks	p. 117
Appendix	p. 119
Foreign Corrupt Practices Act (FCPA): Department of Justice Extract	p. 119
Introduction	p. 120
Background	p. 120
Enforcement	p. 121
Antibribery Provisions	p. 122
Basic Prohibition	p. 122
Third Party Payments	p. 124
Permissible Payments and Affirmative Defenses	p. 125
Facilitating Payments for Routine Governmental Actions	p. 125
Affirmative Defenses	p. 125
Sanctions against Bribery	p. 126
Criminal	p. 126
Civil	p. 126
Other Governmental Action	p. 126
Private Cause of Action	p. 127
Guidance from the Government	p. 127
Political Risk Overview	p. 128
Political Risk Insurance Update: 2000 and Beyond	p. 128
History	p. 128
Spread of Risk	p. 129
Political Risk Coverages	p. 130
ISO War Risk Exclusion	p. 131
Trade Disruption	p. 133
Markets	p. 133
Loss Control	p. 135
Global Risk Management	p. 136
Political Risk Coverage Analyzed: Ten Critical Steps for Risk Managers	p. 136
tUse a Specialist to Arrange International Protection	p. 140
Information and Technology in Sales Management	p. 142
World Trade Institute	p. 142
Needed: Fluent Access to and Use of Sales Knowledge	p. 143
tThe Challenge of Sales Knowledge Management	p. 143
Knowledge-Management Functions	p. 144
Technology Solutions	p. 144
Knowledge Architecture: Organizing Knowledge for Use	p. 145
State of the Sales Knowledge Technology Marketplace	p. 147
Benefits of the Strategy	p. 150
Making Someone Sell	p. 150
ARI	p. 150
Sales Management Seminar: Newly Appointed Sales Manager Workshop Agenda	p. 151
Presentation for First-Time Sales Managers	p. 151
Why Are You in the Position of a Newly Appointed Sales Manager?	p. 151
Why Have You Accepted the Position?	p. 152
What Are Your Concerns or Fears about These New Responsibilities?	p. 152
What Does Senior Management Expect from You?	p. 152
What Are Your Expectations from This Seminar and Class?	p. 152
Management vs. Leadership?	p. 153
Goals and Strategies	p. 153
Execution and Consistency: Success or Failure	p. 153
Name the Major Responsibilities of a "Sales Manager"	p. 153
What Are Transitional Issues?	p. 153
Why Do People Buy?	p. 154
Management Qualities	p. 154
Delegation	p. 154
Potential Problem Areas	p. 154
Best Attributes of Sales Personnel	p. 154
Running of Meetings	p. 155
Prospecting and Lead Generation	p. 155
Interviewing	p. 155
Negotiation Best Practices Outline:10 Steps	p. 156
Go to School	p. 156
Master This Skill Set	p. 156
Study the Psychology of Need and People's Behavior	p. 157
Compromise	p. 157
Create the Win-Win Scenario	p. 157
Mine Heavily	p. 158
Articulation is Key	p. 158
Sell to the Decision Makers	p. 158
Control the Venue	p. 158
Make It So It Sells Itself	p. 158
Closing Questions	p. 158
Sales Management Case Studies Workshop	p. 159
Basic Case Studies	p. 159
	p. 159
	p. 159
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Advanced Case Studies	p. 162
	p. 162
	p. 162
	p. 162
	p. 163
	p. 163
	p. 163
	p. 163
What International Salesmen and Travelers Need to Know about U.S. Customs (CBP)	p. 164
Index	p. 169
About the Author	p. 181
Table of Contents provided by Ingram. All Rights Reserved.

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The Art of Mastering Sales Management

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