MARC Record from marc_nuls

LEADER: 05826cam 22002894a 4500
001 9921486240001661
005 20181012130612.0
008 000821s2001 nyua 001 0 eng
010 $a 00045122
020 $a0814405452
035 $a(CSdNU)u91817-01national_inst
035 $a(Sirsi) l00045122
035 $a(Sirsi) l00045122
035 $a(Sirsi) 01-AAL-3176
035 $a 00045122
040 $aDLC$cDLC$dDLC$dOrPss
042 $apcc
050 4 $aHF5438.4$b.M543 2001
100 1 $aMiller, William,$d1955-
245 10 $aProActive sales management :$bhow to lead, motivate, and stay ahead of the game /$cWilliam "Skip" Miller.
260 $aNew York :$bAMACOM,$cc2001.
300 $axvi, 239 p. :$bill. ;$c24 cm.
500 $aIncludes index.
505 0 $aProActive Sales Manager--Defining the New Breed of Sales Manager -- What Is the Real Role of the Sales Manager? -- What Makes a Successful Salesperson? -- What Makes a Successful Sales Manager? -- What Are the Similarities between the Two Skills? -- What Are the Daily Tasks of a Sales Manager? -- What Expectations Are Placed on the Sales Manager? -- Manage the Process, Not Just the People -- The First Tool--Think Three to Six Months into the Future -- The Second Tool--Be ProActive -- The Third Tool--Develop Objectives--M[superscript 2]O/ts -- The Fourth Tool--Call for Help -- The Fifth Tool--Have Your People Effectively Manage Themselves -- How Do I Know Whether I Am an Effective Leader? -- Grenade Walls -- Two Rules of Leadership -- Creating a Sales Culture Is Job #1 -- Sales Cultures and the Ability to Communicate Them -- The Pygmalion Effect -- Thinking ProActively--Thinking in the Future -- Current Sales Culture -- Current Company Culture -- Sales Team Culture Nine to Twelve Months Out -- Creating the Culture ProActively and Implementing It -- Be the Future -- Think Culture before Tactics -- Go Backward -- Create and Communicate Your M[superscript 2]O/ts -- The Value Pyramids--Advanced FutureVision Workshop -- You Can't Ride the Bus -- Manage the Right Things--Time and People -- Managing Time -- Maximize and Invest -- The Sales Manager 80/20 Rule -- Managing the A Players -- Show Me the Money--An Insurance Policy -- Planning--Focus on Tomorrow; Today Is Over -- PowerHour -- Measure It--Setting Measurable Objectives That Work -- Revenue Numbers Are Reactive -- Revenue Numbers Measure the Wrong Thing -- Subjective and Objective Measurements -- The Skip Miller Sales Management Success Formula -- Frequency -- Competencies -- Miller 17 -- Finding and Recruiting the Best Sales Team -- How to Interview and Hire the Right Salesperson the First Time -- The Law and the Interview -- Questions You Cannot Ask -- The Hiring Process -- The Three Perspectives -- Initial Homework -- View Your Current Organization and Culture -- Objective Sales Team Culture Assessment -- Where to Find the Good Ones -- Channels of Distribution for Candidates -- Recruiting -- Advertising -- Prepare for the Interview -- Objective and Subjective Measurements -- The Interview Process -- The A-B-C Interview Process -- The Twenty-Minute Interview Process -- A Simple But Effective Interview Process: Connect-Draw-Give-Close -- Interview = Sales Call -- Tools for the Sales Interview -- Who Closes Whom -- Characteristics of a Great Salesperson -- ProActive Reference Checks -- The Offer That Works -- The Subjective Interview: The Final Assessment -- Celebrate Success: Closing the Deal -- Corrective Action -- Reasons to Start a Corrective Action Process -- The Corrective Action Process -- Counseling -- Written Warning -- Use of Metrics -- Final Written Warning -- Termination -- Termination Guidelines -- It's Not Your Responsibility -- Coaching and Counseling through the Process -- ProActive Management Skills -- Coaching and Counseling--How to Be a Master Communicator in Any Organization -- Definitions of Coaching and Counseling -- The Coaching/Counseling Wheel -- The Coaching Sales Call -- The Coaching Call -- The Joint Sales Call -- The Unexpected Sales Call -- Focus on the As -- Coaching and Counseling Your Boss Effectively -- Motivation--Know Why People Do What They Do and Be One Step Ahead -- Praise -- Reward and Recognition -- Learn-and-Grow Challenges -- Motivational Direction -- If You Can't Measure It, Why Do It? -- Track the Maybes -- Keep the Insurance -- Manage to One Sheet of Paper: The 30-60-90 Report -- 30-60-90 Rules -- The 30-60-90 Report -- Effective Reports in Ten Minutes a Week -- Getting Reports in on Time -- What Kind of a Manager Are You? -- Expense Management -- Territory Planning, Compensation, and Rewards -- Strategically Deploying the Sales Team -- Geographic Assignments -- Account Assignments -- Product Assignments -- The ProActive Sales Matrix -- Dead Zone -- Maintain Zone -- Red Zone -- Compensation -- Strategic vs. Tactical Compensation -- ProActive Compensation Guidelines -- The Law of Compensation Plan Timing -- The Revenue Curve -- Stack Rankings -- Sales Training: The Five Sales Competencies -- The Sales-Training Bicycle -- Create Leverage--Rewards and Praise -- Stay Focused or Pay Free Money -- Sales Meetings -- When and How to Have Successful Sales Meetings -- Agenda Planning -- Time Planning -- Content Planning -- Optional Meetings -- Create the ProActive Action Plan -- The Coaching Wall of Principals -- Setting Goals and Making Them Work -- Short-Term vs. Long-Term Goals -- Measurable Goals -- Communication -- Go and Make a Difference -- The A-B-C Bell Curve Applies to Managers as Well -- The Support Structure Back at the Office -- Discipline and the Will to Change.
650 0 $aSales management.
948 $a04/20/2001$b05/04/2001
999 $aHF 5438.4 M543 2001$wLC$c1$i31786101415286$d3/26/2008$e3/19/2008$f3/22/2004$g1$lCIRCSTACKS$mNULS$n3$rY$sY$tBOOK$u5/4/2001