The Accidental Sales Manager. A Survival Guide for CEO's, Owners, and Presidents Who Find Themselves Managing... PDF
Preview The Accidental Sales Manager. A Survival Guide for CEO's, Owners, and Presidents Who Find Themselves Managing...
Table of Contents What people are saying about The Accidental Sales Manager Title Page Dedication Preface ABOUT THE AUTHOR Part One - Preparing for the New Hire Chapter 1 - Understanding Sales Management in Small Companies THE COMPANY PRESIDENT THE SALES BUDDY HUMAN RESOURCES THE SALES MANAGER THE POLITICS OF ORIENTATION Chapter 2 - Organizing the Sales Department WELCOMING THE NEW HIRE COMPLETING AND PRESENTING THE COMPENSATION PLAN ESTABLISHING NEW HIRE ORIENTATION CREATING A SALES TOOLKIT ASSEMBLING MARKETING COLLATERAL SETTING REALISTIC GOALS CALLING ON THE LARGEST ACCOUNTS PROVIDING SALES SKILLS TRAINING TRACKING PROGRESS AND PERFORMANCE SPONSORING MOTIVATING SALES CONTESTS CONDUCTING PERFORMANCE REVIEWS: THE 30-DAY REVIEW CONDUCTING PERFORMANCE REVIEWS: THE 60-DAY REVIEW CONDUCTING PERFORMANCE REVIEWS: THE 90-DAY REVIEW OFFERING THE NEW HIRE A FULL-TIME POSITION COMPLETING ORIENTATION AND MOVING ON TO THE NEXT PHASE Chapter 3 - Welcoming the New Hire THE ORIENTATION PACKAGE THE WORK AREA DOLLARS AND “SENSE” THE VIRTUAL SALES REPRESENTATIVE Chapter 4 - Completing and Presenting the Compensation Plan BE REALISTIC, NOT OPTIMISTIC THE COMPENSATION PLAN GETTING FEEDBACK BE PREPARED TO NEGOTIATE INCLUDE THE CURRENT STAFF CREATING A COMPENSATION PLAN Chapter 5 - Establishing a New Hire Orientation Program GETTING BUY-IN MONEY TALKS INCLUDE SALES REPRESENTATIVES ORIENTATION ENGINEERING ACCOUNTING YOUR ORIENTATION PROGRAM IMPORTANCE OF GOALS LUNCH BE FLEXIBLE DETRACTORS SMALL COMPANIES THE MISTAKE-FREE ORIENTATION Part Two - Setting Expectations for the New Hire Chapter 6 - Creating a Sales Toolkit HISTORY GETTING STARTED THE INTRODUCTION CORRESPONDENCE TEMPLATES QUALIFYING QUESTIONS INTERVIEW QUESTIONS CUSTOMER OBJECTIONS AND RESPONSES CLOSING TRIAL CLOSE BUYING SIGNALS FORMALLY ASK FOR THE BUSINESS OVERALL BENEFIT Chapter 7 - Assembling Collateral Material PRODUCT KNOWLEDGE COMPETITIVE DATA COMPETITIVE FACT SHEET FREQUENTLY ASKED QUESTIONS THE PROPOSAL WRITING THE PROPOSAL THE IMPORTANCE OF THE COST-BENEFIT SECTION FINAL THOUGHTS ON THE PROPOSAL COMPANY HISTORY COMPLETING THE TOOLKIT Chapter 8 - Setting Realistic Goals FINDING THE RIGHT NUMBER GETTING STARTED SETTING PRODUCTIVITY GOALS LACK OF DATA NO STAFF UNDER-/OVER-PERFORMING IRONIES IN SALES Chapter 9 - Calling on the Largest Accounts COMPETITORS ACCOUNT INFORMATION REVENUE HISTORY SPEAKING TO THE RELEVANT PLAYERS HANDLING THE ACCOUNT INTRODUCING THE SALES REPRESENTATIVE THE FIRST SALES CALL THE LIST OF QUESTIONS A SALES PITCH Chapter 10 - Providing Sales Skills Training HISTORY OF SALES TRAINING AND ASSESSMENTS THE SALES PERSONALITY THE ASSESSMENTS SALES TRAINING ORGANIZATIONAL FIT Chapter 11 - Tracking Progress and Performance THE DAILY CALL REPORT THE PRODUCTIVITY REPORT THE PIPELINE THE SALES FORECAST THE LONG-RANGE SALES FORECAST THE NEW HIRE ADDITIONAL REPORTS Chapter 12 - Sponsor Motivating Sales Contests NEGATIVE ATTITUDES MONEY VS. GIFT CERTIFICATES LONG VS. SHORT IT’S NOT JUST MONEY ADDITIONAL BENEFITS PROVE OUT THE ROI Part Three - Evaluating the New Hire Chapter 13 - Conducting Performance Reviews: The 30-Day Review REVIEWING THE SALESPERSON INFLATED OPINIONS CRITICISM ONLY UNSURE OF WHERE THEY STAND LACK OF EXPERIENCE IMPORTANCE OF PERFORMANCE REVIEWS THE 30-DAY REVIEW CONDUCTING A REVIEW FINAL THOUGHTS Chapter 14 - Conducting Performance Reviews: The 60-Day Review PERFORMANCE CRITERIA THE SALESPERSON AT 60 DAYS Chapter 15 - Conducting Performance Reviews: The 90-Day Review LONG SALES CYCLE THE 90-DAY NEW HIRE THEN VS. NOW Part Four - The Next Phase Chapter 16 - Offering the New Hire a Full-Time Position MAKING AN OFFER MARK THE OCCASION TERMINATION ON THE FENCE SET EXPECTATIONS CANDIDATE’S OPINION MAKE A BET Chapter 17 - Completing Orientation and Moving Forward CHANGING RELATIONSHIPS A DIFFERENT RELATIONSHIP WITH THE NEW HIRE FUTURE INITIATIVES THE CURRENT STAFF REALITY CHECK ONE STEP AT A TIME INVOLVING EVERYONE Chapter 18 - Creating a Sales Culture SALES CULTURE NEGATIVE SALES CULTURE POSITIVE SALES CULTURE OFFICE ENVIRONMENT SALES PERSONNEL BUSINESS EXECUTIVE OTHER DEPARTMENTS IN CONCLUSION Glossary Index Index Subscribe to Entrepreneur Magazine
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