University of Cebu-Banilad Library

Includes index.

Contents: Part One: Blunt truth from the front lines : why so many sales -- Chapter 1 As goes the leader, so goes the organization -- Chapter 2 A sales culture without goals is a sales culture without results -- Chapter 3 You can't effectively run a sales team when you're buried in crap -- Chapter 4 Playing CRM desk jockey does not equate to sales leadership -- Chapter 5 You can manage, you can sell, but you can't do both at once -- Chapter 6 A sales manager either wants to make heroes or be the hero -- Chapter 7 Sales suffer when the manager wears the fire chief's helmet -- Chapter 8 The trouble with one size fits all sales talent deployment is that one size -- Chapter 9 Turning a blind eye to the perennial underperformer does more damage -- Than you realize -- Chapter 10 Compensation and complacency start with the same four letters -- Chapter 11 An anti-sales culture disengages the heart of the sales team -- Chapter 12 The big ego senior executive "sales expert" often does more harm than good -- Chapter 13 Entrepreneurial, visionary leaders forget that their people can't do what they can do -- Chapter 14 The lack of coaching and mentoring produces ineffective salespeople -- Chapter 15 Amateurish salespeople are perceived simply as vendors, pitchmen and commodity sellers -- Chapter 16 Sales leaders chase shiny new toys searching for the magic bullet -- Part two: Practical help and a simple framework to get exceptional results from your sales team -- Chapter 17 A simple framework provides clarity to the sales manager -- Chapter 18 A healthy sales culture changes everything -- Chapter 19 Sales managers must radically reallocate their time to create a winning -- Sales culture -- Chapter 20 Regular 1:1 results-focused meetings between sales manager and each salesperson will transform your sales culture -- Chapter 21 Productive sales meetings align, equip, and energize the team -- Chapter 22 Sales managers must get out in the field with salespeople -- Chapter 23 Talent management can make or break the sales leader -- Chapter 24 Strategic targeting : point your team in the right direction -- Chapter 25 The sales manager must ensure the team is armed for battle -- Chapter 26 Sales managers must monitor the battle and be ruthless with their time.

BSBA-Marketing Management

English