The Art of Mastering Sales Management: 1st Edition (Hardback) book cover

The Art of Mastering Sales Management

1st Edition

By Thomas A. Cook

CRC Press

200 pages | 43 B/W Illus.

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pub: 2009-11-24
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Description

If you believe that the answer no is but a request for more information and understand that the best closing questions are rhetorical, you understand the basic art of sales. If you can teach that art to others, you have the makings of a good sales manager. But not all good sales managers are equal; some are forward thinking enough to be good leaders as well as managers. To be a leader you have to see failures as opportunities to learn and you have to understand the best way to respond to any challenge is to anticipate it before it arrives.

InThe Art of Mastering Sales Management, Thomas Cook shares the proven practices and principles of good salesmanship that have made him a highly successful businessman and one of the most sought-after sales trainers in the world today. Written for those managers and executives who want to elevate the performance of their entire teams in this age of globalization and minimal margins, the book provides core lessons supported with cases studies garnered during the author’s 35 years of hands-on experience over a diversity of businesses. This engaging and timely volume:

  • Explores the current world events that are changing the art of selling
  • Provides proven strategies, techniques, and tips for higher-end sales personnel and those who manage them
  • Looks at ways to provide exemplary leadership during uncertain times
  • Offers a daily regimen that will turn success into the result of practiced habit

Change has become an absolute constant in the business world. That’s good news for those who are prepared to respond rather than merely react.The Art of Mastering Sales Management, will helps become a creative problem-solver. Heed its advice and turn your sales people from common employees into contributing committed stakeholders.

 

Table of Contents

Introduction

1 The Importance of Leadership in Sales Management

Overview

Mentoring, Coaching, Teaching, Supervising, Managing, and Leading

2 Making Sure the Goals of Corporate Conform to the Sales and Marketing Initiatives

Growth

Goals, Strategies, and Tactics

Follow-up

Managing the Four Corners of the Sales Matrix

Manage-Up, Manage-Down, Manage-In, Manage-Out

3 Globalization and Sales Management

Globalization

Foreign Languages

Diverse Cultures

Currency Exchange

Management of Foreign Distributors and Agents

Local Marketing, Promotion, and Sales Differences

Political Risks

Economic Differentiations

Complicated Laws and Regulations

Vast Geographic Differences

Major Supply Chain and Logistics Issues

Packing, Marking, and Labeling Variables

Dealing with U.S. and Foreign Customs Authorities

Compliance and Security Concerns

Overseas Travel

Time Differences

Domestic Sales vs. International Sales: Major Differences in

Overall Sales Management and Personnel Matters

FCPA: Foreign Corrupt Practices Act

4 Know When to Be the Mother, the Father, the Brother, the Best Friend, or the Boss—What Personality Hat to Wear?

Which Personality Hat to Wear?

When to Mother?

When to Father?

When to Be the Best Friend?

When to Be the "Boss"?

Some Examples

5 Mentoring and Developing the Skill Sets of Your Sales Staff

Sales Skill Sets

Sales Skills Development Strategy

Excelling in Customer Service: Best Practices

6 Motivational Techniques and Enhancing Bottom-Line Results

Why We Need to Motivate

Two Types of Motivation

Team Motivation

7 Case Studies in Sales Management Problem Solving

Cases and Resolution Step 1

Pricing

Competitive Service and Value-Added Deficits

Lack of Qualified Closing Skills

Poor Proposals from a "Quality Communicative"

Benchmark

Lack of Quality Relationship with Buyers

Not Selling to the Decision Maker

Failure to Convince Prospect to "Buy-In"

Extraneous Issues

8 The Sales Manager Daily Regimen: Time Management Excelled

Time Management Overview

The Visual

Take the Initiative to Change Behavior: It Will Change the Results!

Mindset

Organization

Prioritization

Communication

Daily Regimen Planner for the Sales Manager

Family

Physical Conditioning

Mental Setup

Review of Long-Range Goals and Strategies

Review of Short-Term Issues (Daily Checklist and Planner

Team Contact

Office Contact

Best Use of Time

Lunch

Afternoon Focus

Summary and Setup for the Next Day and Balance of Week

9 Mastering Key Skill Sets

Forecasting

Information Flow

Accurate Projections

Unsatisfied Customers Are Clearly Not What

Anyone Wants

Angry Senior Management Is Not to Anyone’s Advantage

Communicating Precisely and Timely

Communications Effect Information Flow for More

Responsible Forecasting

Managing and Tweaking the Forecast

Interviewing

Know What Your Needs Are

Identify the Skill Sets of the Salesperson against Your Needs

Turn Over All Stones Both Inside and Outside of Company

Interview as Many Candidates as Possible, after Being

Prescreened by Human Resources

Set a Time Frame for Interviewing and a Time Frame for

Selection and an Anticipated Start Date

Judge "Character" High on the List

Qualify Motivational "Kick" Points, and Make Sure These Are

Doable

Call Referrals

Develop a Job Profile/Description That Is Very Specific

Make Sure the Offer Is Contemporary, Competitive, with Clear and Doable Incentives

Summary in Interviewing

Hiring, Firing, and Maintaining

Terminations

Hiring

Maintaining

Security

Career

Compensation

Leading-Edge Innovation and Reinventing

Confrontational Management

Proposals That Work

Lead Development

Managing the "Sales Pipeline"

Running Meetings

Eyeball to Eyeball

Conference Calling

Negotiation Is Key

Strategic

Understanding What Each Side Wants

Negotiating with Leverage

Obtaining Information: Mining

Relationship Building

Developing a Strategy

Tactical

Making the Strategy Work

Determining the Place, the Time, the Players

The Place

The Time

The Players

Executing

Follow-Up

Problem Solving

Emotional Intelligence

10 Best Practices: Sales Management Excellence

Health

Remember Who You Are and Where You Came From

Be Consistent

Raise the Bar for Yourself

Raise the Bar for Your Team

Maintain a Mindset of Improvement and Maintain the Learning Process

Manage Locally, Think Globally

Be Altruistic

Always Lead and Set a Positive Example

Always Take the High Road

11 Transitioning from Sales to Sales Management

Why Are You Now in Management?

Dealing with Colleagues and Peers

Being of Value

Be a "Turtle"

Concluding Remarks

Appendix

Foreign Corrupt Practices Act (FCPA): Department of Justice Extract

Introduction

Background

Enforcement

Antibribery Provisions

Basic Prohibition

Third Party Payments

Permissible Payments and Affirmative Defenses

Facilitating Payments for Routine Governmental Actions5

Affirmative Defenses

Sanctions against Bribery

Criminal

Civil

Other Governmental Action

Private Cause of Action

Guidance from the Government

Political Risk Overview

Political Risk Insurance Update: 2000 and Beyond

History

Spread of Risk

Political Risk Coverages

ISO War Risk Exclusion

Trade Disruption

Markets

Loss Control

Global Risk Management

Political Risk Coverage Analyzed: Ten Critical Steps for Risk

Managers

Use a Specialist to Arrange International Protection

Information and Technology in Sales Management

World Trade Institute

Needed: Fluent Access to and Use of Sales Knowledge

The Challenge of Sales Knowledge Management

Knowledge-Management Functions

Technology Solutions

Knowledge Architecture: Organizing Knowledge for Use

State of the Sales Knowledge Technology Marketplace

Benefits of the Strategy

Making Someone Sell

ARI

Sales Management Seminar: Newly Appointed Sales Manager

Workshop Agenda

Presentation for First-Time Sales Managers

Why Are You in the Position of a Newly Appointed Sales Manager?

Why Have You Accepted the Position?

What Are Your Concerns or Fears about These New Responsibilities?

What Does Senior Management Expect from You?

What Are Your Expectations from This Seminar and Class?

Management vs. Leadership?

Goals and Strategies

Execution and Consistency: Success or Failure

Name the Major Responsibilities of a "Sales Manager"

What are Transitional Issues?

Why Do People Buy?

Management Qualities

Delegation

Potential Problem Areas

Best Attributes of Sales Personnel

Running of Meetings

Prospecting and Lead Generation

Interviewing

Negotiation Best Practices Outline: 10 Steps

Go to School

Master This Skill Set

Study the Psychology of Need and People’s Behavior

Compromise

Create the Win-Win Scenario

Mine Heavily

Articulation Is Key

Sell to the Decision Makers

Control the Venue

Make It So It Sells Itself

Closing Questions

Sales Management Case Studies Workshop

Basic Case Studies

Cases 1- 15

Advanced Case Studies

Case I – VII

What International Salesmen and Travelers Need to Know about U.S.

Customs (CBP)

Subject Categories

BISAC Subject Codes/Headings:
BUS018000
BUSINESS & ECONOMICS / Customer Relations
BUS042000
BUSINESS & ECONOMICS / Management Science
BUS058000
BUSINESS & ECONOMICS / Sales & Selling