Table of Content
PART 1 Metrics, Metrics EverywhereCHAPTER 1 CRM, Reporting, and a False Sense of ControlThe War RoomGot Control?The Source of the ProblemHow Sales Has Trailed Its PeersPART 2 The Sales Management Code . . . Cracked!CHAPTER 2 What Can We Really Manage?Great Sellers Evolve into Great Managers . . . Maybe?It's the Sales Manager, StupidCan You Manage a Number?Our Journey BeginsThe QuestionActivities, Results, and the Stuff In-BetweenThe Code Begins to CrackCHAPTER 3 Business Results--the Company's HealthBack to the War RoomDoing WellThe Problem with "Managing by Results"CHAPTER 4 Sales Objectives--the Sales Force's MandatesSmile . . . For a WhileBehold, the Sales ObjectiveStuff for Sales Management to Worry AboutThe Sales Force as Ground CoverThe "Capable" Sales ForceAcquire, Retain, Grow, RepeatSell Something . . . but Not Just AnythingThe Sales Force: Revenue Machine or Strategic Weapon?CHAPTER 5 Sales Activities--the Drivers of Sales PerformanceThe Missing Metrics on the WallSales Processes, You Say?The Building Blocks of ControlFact: Better Processes = Better Sales PerformancePART 3 Using the Code to Manage Your Sales ForceCHAPTER 6 Building the Foundation for ControlThe Building BlocksWhich Sales Process Is Best for Our Company?Rightsizing Your Sales ProcessOff the Shelf or Off the Mark?Does That Also Come in Gray?CHAPTER 7 Selecting and Collecting Your MetricsIf Sales Management Were a SnapChoosing Activity, Objective, and Result MetricsBringing Back the SmilesThe Shape of Things to ComeLearning to Let GoSpeaking of Reports . . .CHAPTER 8 Managing with Processes and NumbersNow It's Time to ManageManaging Call ManagersManaging Opportunity ManagersManaging Account ManagersManaging Territory ManagersAnd Sales Force EnablementWhich Process for Which Objective?The Treasure MapAn Advanced Degree: Selecting A-O-Rs for the Individual SellerCHAPTER 9 Mission AccomplishedIn ReflectionThe Ultimate Status CheckAnd Finally . . .Appendix: Troubleshooting GuideIndex, PART 1 Metrics, Metrics Everywhere CHAPTER 1 CRM, Reporting, and a False Sense of Control The War Room Got Control? The Source of the Problem How Sales Has Trailed Its Peers PART 2 The Sales Management Code . . . Cracked! CHAPTER 2 What Can We Really Manage? Great Sellers Evolve into Great Managers . . . Maybe? It's the Sales Manager, Stupid Can You Manage a Number? Our Journey Begins The Question Activities, Results, and the Stuff In-Between The Code Begins to Crack CHAPTER 3 Business Results--the Company's Health Back to the War Room Doing Well The Problem with "Managing by Results" CHAPTER 4 Sales Objectives--the Sales Force's Mandates Smile . . . For a While Behold, the Sales Objective Stuff for Sales Management to Worry About The Sales Force as Ground Cover The "Capable" Sales Force Acquire, Retain, Grow, Repeat Sell Something . . . but Not Just Anything The Sales Force: Revenue Machine or Strategic Weapon? CHAPTER 5 Sales Activities--the Drivers of Sales Performance The Missing Metrics on the Wall Sales Processes, You Say? The Building Blocks of Control Fact: Better Processes = Better Sales Performance PART 3 Using the Code to Manage Your Sales Force CHAPTER 6 Building the Foundation for Control The Building Blocks Which Sales Process Is Best for Our Company? Rightsizing Your Sales Process Off the Shelf or Off the Mark? Does That Also Come in Gray? CHAPTER 7 Selecting and Collecting Your Metrics If Sales Management Were a Snap Choosing Activity, Objective, and Result Metrics Bringing Back the Smiles The Shape of Things to Come Learning to Let Go Speaking of Reports . . . CHAPTER 8 Managing with Processes and Numbers Now It's Time to Manage Managing Call Managers Managing Opportunity Managers Managing Account Managers Managing Territory Managers And Sales Force Enablement Which Process for Which Objective? The Treasure Map An Advanced Degree: Selecting A-O-Rs for the Individual Seller CHAPTER 9 Mission Accomplished In Reflection The Ultimate Status Check And Finally . . . Appendix: Troubleshooting Guide Index
