The Complete Guide to Accelerating Sales Force Performance,9780814406502

The Complete Guide to Accelerating Sales Force Performance

by ; ;
ISBN13: 9780814406502
ISBN10: 0814406505
Format: Hardcover
Pub. Date: 2001-06-11
Publisher(s): Amacom Books
List Price: $79.95

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Summary

"The Complete Guide to Accelerating Sales Force Performance" presents an effective, innovative framework for evaluating and improving the performance of any sales force. It identifies and describes the key factors for creating a fast-track, go-to-market strategy. It's loaded with proven ideas for improving such "success drivers" as: culture; sales force structure; hiring; sales manager selection; training; compensation; technology; sales territory design; goal setting; and performance management. This is a basic guide for one of the most basic pressures on sales managers - how to "ratchet up" your sales force performance, providing a framework for evaluating sales force effectiveness, and a structure for making better sales force decisions. The book supplies highly practical solutions and processes and is packed with valuable insights and real-world examples from companies the authors have personally consulted for. It describes best practices for improving sales force effectiveness and explains how a sales force can adapt to changing technology, the Internet and the new economy. "The Complete Guide to Accelerating Sales Force Performance" allows the reader to tap into the latest thinking on sales force issues, so they are prepared to lead a successful selling organization into the new century.

Author Biography

"Andris A. Zoltners, Ph.D., (Evanston, IL) is Professor of Marketing at the J. L. Kellogg Graduate School of Management at Northwestern University.

Prabhakant Sinha, Ph.D., (Evanston, IL) is Managing Director of ZS Associates.

Greggor A. Zoltners (Durham, NC) is a finance and marketing consultant."

Table of Contents

Preface xiii
The Role of the Sales Force in the Go-to-Market Strategy
1(35)
Introduction
1(3)
A Framework for Developing a Go-to-Market Strategy
4(31)
Question 1: What Is the Best Way to Segment the Market?
9(2)
Question 2: What Essential Work Is Required for Each Segment?
11(6)
Question 3: What Portfolio of Go-to-Market Participants Should Do the Essential Work?
17(14)
Question 4: Should We Use a Direct or an Indirect Sales Force?
31(4)
Conclusion
35(1)
Sales Force Assessment and Strategy
36(34)
Sales Force Strategy
36(2)
The Components of a Selling Organization
38(2)
The Sales Force Productivity Drivers
40(3)
Measuring Sales Force Productivity
43(21)
Sales Force Strategy: A Comprehensive Statement
64(4)
Summary
68(2)
Sizing the Sales Force for Strategic Advantage
70(41)
Sales Force Size and Structure-Crucial Decisions
70(2)
Ten Insights for Better Sales Force Design
72(16)
Finding the Optimal Sales Force Size-Successful and Unsuccessful Methods
88(19)
The Impact of Technology on Sales Force Size
107(1)
Final Sizing Recommendation
108(3)
Structuring the Sales Force for Strategic Advantage
111(21)
Introduction
111(2)
The Three Sales Force Structure Objectives: Adaptability, Efficiency, and Effectiveness
113(4)
Five Sales Force Structures That Create Results
117(8)
Developing an Efficient and Effective Sales Force Structure-A Four-Step Process
125(6)
Conclusion
131(1)
Designing Sales Territories That Increase Sales
132(28)
The Story of Brian, Bruce, and Brenda
132(2)
What Is Territory Alignment?
134(1)
Three Reasons Why Sales Territory Alignment Is Important
135(5)
Seven Events That Create a Need to Realign
140(3)
The Forces against Change
143(3)
Maintaining an Effective Alignment-A Three-Step Process
146(11)
Final Territory Alignment Insights
157(2)
Conclusion
159(1)
Recruiting the Best Salespeople
160(35)
Introduction
160(1)
The Hiring/Training Tradeoff
161(4)
The Impact of Hiring Decisions
165(2)
Key Insights That Will Improve Your Hiring
167(6)
The Hiring Process-Six Steps to Success
173(17)
How the Internet Is Changing the Way Companies Recruit and Hire
190(3)
Conclusion
193(2)
Training the Sales Force
195(23)
Introduction
195(1)
The High-Performance Selling Organization Is a Good Training Organization
196(5)
Four Insights to Improve Sales Training
201(6)
Updating Training and Development for Success-A Four-Step Process
207(9)
Conclusion
216(2)
The Critical Role of the First-Line Sales Manager
218(30)
Introduction
218(4)
The Sales Manager's Role
222(11)
Five Steps to Establishing and Sustaining a Vigorous Sales Management Team
233(13)
Conclusion
246(2)
Motivating the Sales Force
248(20)
Introduction
248(2)
Individual Motivators: What Are People Like?
250(5)
Job Characteristics: What Makes the Sales Job Special?
255(2)
Sales Force Productivity Drivers: What Programs Motivate Salespeople?
257(4)
Motivation Strategies
261(1)
Five Key Insights for Better Sales Force Motivation
262(5)
Conclusion
267(1)
Compensating for Results
268(58)
Introduction
268(3)
A Sales Force Incentive Compensation Framework
271(7)
Four Key Decisions for Effective Incentive Compensation Plan Design
278(40)
A Compensation Adviser
318(6)
Conclusion : An Incentive Plan Design Process
324(2)
Setting Effective Goals and Objectives
326(37)
Introduction
326(1)
What Do Goals Accomplish?
327(2)
Types of Sales Force Goals
329(2)
Goals and Objectives Reflect the Selling Environment as Well as the Culture and Values of the Sales Force
331(3)
Goal-Setting Observations
334(3)
An Example That Illustrates the Cost of Poor Goal Setting
337(2)
Determining Successful Territory-Level Goals-A Five-Step Process
339(20)
Tracking Performance against Goals
359(1)
Concluding Goal-Setting Insights
360(3)
Precision Selling
363(26)
Precision Selling
363(5)
Customer Segmentation
368(13)
Account Strategy Development
381(3)
The Two Last Steps: Implementation and Tracking and Analysis
384(4)
Conclusion
388(1)
Using Technology to Assist the Sales Force in Customer Relationship Management
389(26)
Introduction
389(1)
The Role of CRM Systems
390(5)
Why CRM Systems Fail
395(1)
CRM Objectives and Opportunities
396(6)
The Components of a CRM System
402(1)
Nine Steps to Successful CRM Design and Implementation
402(8)
Six Insights for Successful CRM Systems
410(3)
Conclusion
413(2)
Performance Management
415(19)
Performance Management: The Control Loop of the Sales Force
415(3)
The Performance Management Process
418(4)
Performance Measures
422(3)
Approaches to Performance Management
425(5)
Seven Insights for Successful Performance Management
430(3)
Conclusion
433(1)
Building a Potent Sales Force Culture
434(29)
Introduction
434(2)
Norms, Values, and Work Styles-The Elements of a Sales Force Culture
436(10)
The Formation of a Sales Force Culture
446(2)
How to Change a Sales Force Culture
448(12)
How to Maintain a Successful Culture
460(3)
Index 463

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