Building a Winning Sales Force

Overview

assess how good their sales force really is • identify sales force improvement opportunities • implement tools and processes that have immediate impact on sales effec?tive?ness • attract and retain the best salespeople • design incen?tive compensation plans • set goals • manage sales perform?ance • motivate the sales force

With practical advice and case studies of companies that have conquered even the most challenging obstacles, Building a Winning Sales Force will enable every company to drive sales and stay competitive.

About the Author

Prabhakant Sinha (Chicago, IL) is Co-Chairman of ZS Associates, a global sales effectiveness and marketing consulting firm founded by Zoltners and Sinha in 1983. Andy and Prabha are the coauthors of The Complete Guide to Sales Force Incentive Compensation (978-0-8144-7324-5) and The Complete Guide to Accelerating Sales Force Performance (978-0-8144-0650-2).

Sally E.Lorimer (Northville, MI) is a sales and marketing consultant and business writer.

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Press Release

SUBHEAD:Powerful Strategies for Driving High Performance:SUBHEAD

"This terrific book achieves the rare feat of providing robust frameworks for addressing the most important problems facing the sales forces of today…A masterful combination of highly practical insights gained from hundreds of industry applications and the sophistication of decades of academic thinking and writing.?

—Kash Rangan, Malcolm P. McNair Professor of Marketing, Harvard Business School

You can't cost-cut your way to prosperity. You have to generate sales. Even in the face of a dismal economy, massive layoffs and poor forecasts from nearly every company, the selling function remains the primary driver of revenue for businesses across the globe. Companies invest nearly three times the amount of money in their sales forces as they spend on advertising. And now more than ever, sales leaders must ensure that any investment in their organization's sales strategy, processes or people has a positive impact on the bottom line.

BUILDING A WINNING SALES FORCE: Powerful Strategies for Driving High Performance (AMACOM 2009), a new book from sales force strategy and effectiveness experts Andris A. Zoltners, Prabhakant Sinha, and Sally E. Lorimer, will equip sales leaders with the tools they need to create successful sales organizations in these difficult economic times.

Drawing on their experience consulting with over 200 companies around the world—the authors lay out a clear, comprehensive and relevant blueprint for building and sustaining sales force success in any business climate. "Making the numbers is a sign of success, but it can also be a sign of good fortune,? Zoltners notes. "True sales success depends on understanding and maximizing all the drivers of sales force effectiveness.?

Book Outlines Keys to Sales Force Effectiveness

BUILDING A WINNING SALES FORCE begins by identifying the top 12 sales effectiveness drivers—from the features that define and shape salesperson roles, such as organizational structure and hiring practices; to the factors that enlighten salespeople by giving them valuable customer knowledge and excite them and keep them motivated; to aspects that control direct sales force tasks and behavior. After shedding light on how different drivers work together and how sales leaders can pinpoint and prioritize which drivers need adjustment, Zoltners, Sinha, and Lorimer offer innovative strategies for getting maximum impact from each of the keys to sales force excellence. With in-depth discussions and real-world examples to guide them, sales leaders will learn what it takes to:

- Develop sales strategies that demonstrate value to each targeted customer segment.

- Size and structure their sales force to efficiently respond to market opportunities, adapt to competitive and economic challenges and protect the best salespeople.

- Recruit and retain the right high-quality salespeople for the company's products, customers and culture.

- Design and implement a compensation and incentive plan that motivates high levels of sales effort from veteran team members as well as recent recruits.

- Set territory-level goals that are fair, realistic, motivating and achievable.

- Establish learning and development (L&D) programs that not only arm salespeople with the best tools and information but also continuously strengthen their capabilities.

- Leverage the power of information technology to enhance sales.

- Align the entire sales system around company objectives and provide benchmarks against which sales force activity can be measured, controlled and rewarded.

In the final section of BUILDING A WINNING SALES FORCE, the authors tackle some of the most urgent sales management challenges, such as sales force complacency—the silent killer of sales effectiveness. Sales leaders will get welcome advice, backed by instructive case studies, on how to adapt a sales strategy to unwelcome changes, such as recessionary periods, and how to maximize results by redirecting sales resources and efforts to the right customers, products and activities. Readers will also discover insights for retaining successful salespeople with an emphasis on nurturing tomorrow's sales leaders. The book also provides unique and innovative frameworks for aligning sales and marketing functions to form an effective customer facing organization.

Culminating with a chapter on how GE has effectively implemented the ideas outlined in the book, BUILDING A WINNING SALES FORCE is a bold, sweeping and thoroughly pragmatic guide to building and maintaining a successful sales organization, even in the toughest of economic times. Informed by rigorous research, grounded in real-life experiences and written for immediate implementation, this is the one book that can help every sales leader face market challenges, stay competitive, and drive their sales force and company towards a rewarding future.

ABOUT THE AUTHORS:

Andris A. Zoltners and Prabhakant Sinha are the founders and co-chairmen of ZS Associates, a global consulting firm specializing in sales effectiveness. Previously a principal at ZS Associates, Sally E. Lorimer is a business writer with significant sales force consulting experience. Zoltners is also a Professor of Marketing at the Kellogg School of Management at Northwestern University. The coauthors have collaborated on numerous articles and reference books for sales executives, including The Complete Guide to Sales Force Incentive Compensation and The Complete Guide to Accelerating Sales Force Performance, both published by AMACOM Books, and Sales Force Design for Strategic Advantage, published by Palgrave Macmillan.

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Is Your Sales Force Wasting Valuable Time and Effort?

SUBHEADHow to Re-Allocate Resources to Maximize Results:SUBHEAD

Do you wonder why your top sellers aren't more productive? Are you frustrated by a distracted sales force? Your company may be suffering from misallocation of sales resources. In other words, you may be wasting the valuable time, effort, and talent of your salespeople. Here are a series of questions to help you effectively restore sales force effectiveness:

- Are important customers getting enough attention? Many salespeople spend too much time with comfortable and secure accounts, while others spend too much time catering to small but demanding client segments. Yet, a company's most important customers aren't always its most loyal or most difficult ones. Make sure your sales force is devoting ample, proactive attention to high-potential and high-profit customers.

- Are important products getting enough sales effort? When given an option, most salespeople will focus on products they find easy or fun to sell. They're also influenced by contests or incentives aimed at boosting short-term sales of specific products. As a result, products with strategic importance sometimes get overlooked. Strive to balance your sales force's time and efforts between established core products and exciting new ones.

- Is the sales force engaged in the highest-impact sales activities? Time spent on planning, training, travel, and other activities besides selling should help make salespeople's time with customers more valuable. When salespeople waste hours sitting in sales meetings, answering internal e-mails, feeding data into awkward CRM systems, checking their sales numbers against incentive payouts, chasing invoices, and crafting sales proposals that could have been adapted from company boilerplates, the company loses money.

- Do salespeople have appropriate expectations? Even the best salespeople are likely to misallocate their time if they are unclear about what the company wants them to do and expects them to achieve for each customer, market segment, or product. Clearly communicate priorities and objectives to your sales force, and provide salespeople with goals that encourage desired behaviors. Also, measure how salespeople are spending their time and tracking their sales and provide them with ongoing feedback on these metrics.

- Do salespeople have the information they need to do their jobs? Sometimes salespeople know what the company wants them to do, but lack the information they need to do it. If salespeople are not sure how to go about identifying good prospects, for example, a mandate like "develop business with new customers? offers no guidance. To keep salespeople informed, invest in developing and maintaining up-to-date customer databases. Provide quick and easy access to detailed product information, and arm salespeople the high-tech tools and the bandwidth to leverage the information they need to do their jobs better.

- Do salespeople have the skills and knowledge they need to be successful? When salespeople know what the company wants them to do and have the information they need to do it but continue to avoid important customers or products, they likely lack confidence and specific sales skills—such as how to negotiate effectively or how to close a sale. The remedy for both is targeted sales force training and coaching.

- Are salespeople motivated to do what the company wants? Lack of sales force motivation is one of the most notorious wasters of time, sales talent and potential profits. To get salespeople motivated, tie incentive plan rewards and align the criteria for nonmonetary recognitions, like membership in the President's Club, to the desired sales activities. Another effective motivational strategy is demonstrating to the sales force how a failure to grow business leads to lost market share, insufficient word of mouth among customers, and a decrease in long-term income for salespeople.

- Do you have the right salespeople in the job? In some companies, sales resource misallocation is a matter of having people with the wrong capabilities or characteristics in the job. The solution is improving recruitment and retention of top performers. Start by changing your hiring profile to reflect the capabilities and characteristics of your best reps. Evaluate current salespeople and encourage those who lack what it takes to succeed in your sales organization to seek other jobs. Finally, work on changing your sales culture so that salespeople with the right capabilities and characteristics will want to join and stay with your company.

Adapted from BUILDING A WINNING SALES FORCE: Powerful Strategies for Driving High Performance by Andris A. Zoltners, Prabhakant Sinha, and Sally E. Lorimer (AMACOM 2009).

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Incentives That Work to Motivate People in Tough Economic Times

SUBHEAD:Tips for Successful Mixing and Matching Sale Force Rewards:SUBHEAD

Incentives help sales leaders set expectations that reflect company goals and hold salespeople accountable for results. Typically associated with commissions and bonuses, they reinforce a sales-driven culture and attract high achievers. However, incentives can lead salespeople to focus on the wrong customers or products. Designing a successful incentive program requires blending financial analysis with art and intuition about how salespeople will respond to a mix of motivators. Here are a few creative ideas and cost-effective tips for redesigning your incentive offerings:

- Select performance measures with impact. Successful selling is about more than sales revenue. Gross margin, market share, and customer satisfaction are some of the other measures that can be used to determine incentive pay. The criteria for a reward can be based on the absolute numbers achieved, growth over the previous year, the percentage of goal attained, or ranking versus peers. After exploring a range of measures, choose three or four. Using just a few measures makes an incentive plan simple and clear, which helps salespeople stay focused and motivated.

- Shift your pay mix in favor of salary and sales force development. The company motivates and controls its salespeople by adjusting product commission rates or offering special bonuses. To truly invest in your salespeople, consider a pay mix with more salary and a moderate level of incentives—between 20 and 35 percent of total pay. This will allow sales managers to take advantage of the power of incentives, while actually managing—coaching, monitoring, advising, and guiding—salespeople. Increasing salary can actually save your business money in the process of developing a strong, skilled, motivated, and loyal sales force.

- Stop rewarding past performance. Too often, veteran salespeople keep on earning enviable incentive pay for simply maintaining large, comfortable accounts. To re-motivate seasoned sellers and save substantial money, start paying your veterans based on their current performance. Tie incentives to new business development or sales revenue increases over the last year or six months. If your company has the resources, offer to repay sales pros for their past efforts in exchange for "selling back? some of their accounts to the company. Divide and assign these accounts to ambitious new recruits, with a strict limit on the number of active accounts a salesperson can have at any one time.

- Motivate experienced salespeople with recognition and fresh challenges. Tie criteria for coveted honors such as membership in the President's Club to true performance, not just years with the company. Celebrate strong sellers with a special lunch, certificate, ribbon, or profile in the company newsletter. At the same time, re-energize your veterans with fresh challenges. Different customer assignments, added selling responsibilities, new product introductions, new promotional programs, and occasional special assignments can all be highly effective sales performance incentives.

- Motivate novice salespeople with personal investments in their future. Ongoing feedback and appreciation, along with frequent opportunities for training, learning, and development, encourage salespeople to continually grow in their jobs. Regular career planning meetings with managers keep salespeople motivated and focused on their future with the company. When a salesperson feels valued and secure in a company, especially in an uncertain sales climate, that's a powerful incentive to achieve winning results.

Adapted from BUILDING A WINNING SALES FORCE: Powerful Strategies for Driving High Performance by Andris A. Zoltners, Prabhakant Sinha, and Sally E. Lorimer (AMACOM 2009).

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About the Authors

SUBHEAD:Andris A. Zoltners, Prabhakant Sinha, and Sally E. Lorimer:SUBHEAD

Andris A. Zoltners is an internationally respected researcher, consultant, speaker, and writer on marketing and sales force performance. He is Professor of Marketing at the Kellogg School of Management at Northwestern University, where he has been a member of the faculty for more than 30 years. He is also cochairman of ZS Associates, a global business consulting firm, which he cofounded in 1983. Specializing in sales and marketing strategy, operations, and execution, ZS now has 17 offices in nine countries, more than 1,000 employees, and an impressive list of clients, including GE, HP, and Novartis. In recognition of the company's success, Professor Zoltners was inducted into the Chicago Entrepreneurship Hall of Fame in 2005. Prior to joining Kellogg, he was a member of the University of Massachusetts Business School faculty. He earned his master's and doctorate degrees in Industrial Administration from Carnegie-Mellon University. He also has an M.S. in Mathematics from Purdue University and a B.S. in Mathematics from the University of Miami. Born in Augsburg, Germany, he makes his home in Evanston, Illinois.

Prabhakant Sinha is cofounder and cochairman of ZS Associates. He has consulted on sales effectiveness with more than 200 firms in North America, Europe, and Asia. A former faculty member of the Kellogg School of Management, he continues to teach sales executives at Kellogg and the Indian School of Business. Sinha received master's and doctorate degrees in Operations Research from the University of Massachusetts, after earning an undergraduate degree in Mechanical Engineering from the Indian Institute of Technology. Born in Chapra, India, he lives in Evanston, Illinois.

Sally E. Lorimer is a business writer and an independent sales and marketing consultant. She was previously a principal at ZS Associates. She has a master's in Management from the Kellogg School and a bachelor's degree in Business Administration from the University of Michigan. Born in Royal Oak, Michigan, she lives in Evanston, Illinois.

Zoltners, Sinha, and Lorimer have coauthored numerous journal articles and reference books for sales executives. The Complete Guide to Accelerating Sales Force Performance (AMACOM 2001), Sales Force Design for Strategic Advantage (Palgrave Macmillan 2004), and The Complete Guide to Sales Force Incentive Compensation (AMACOM 2006) are among their highly-praised works. In their latest collaboration, BUILDING A WINNING SALES FORCE: Powerful Strategies for Driving High Performance (AMACOM 2009), they present an accessible, actionable, and timely blueprint for achieving and sustaining sales force success in any business environment. "We aim to capture the attention of sales leaders,? Zoltners states, "engaging them through an array of deep yet practical insights on what works.?

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Review Quotes

Life Insurance Selling

"… one of the most comprehensive and practical books on designing, building, and driving a superior sales team… advice from some of the top sales professionals in the world.?

Selling Power Hiring and Recruiting Newsletter

"…give sales leaders the critical tools they need to create successful sales organizations in these tough economic times.? --Consulting magazine

"…complete sales management handbook… covers all the essential challenges sales managers face.? -- Selling Power

"One of the seven best books to read for sales"-FINS/WSJ

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Consulting Magazine (June 2009)

Consulting magazine

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CRM Industry.com (March 2009)

CRM Industry.com

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Cover Copy

"Building a Winning Sales Force combines the intellectual rigor and practical advice sales leaders need to be market-driven, customer-oriented and highly competitive.?

??????????? — Philip Kotler, S. C. Johnson Distinguished Professor of International Marketing,KelloggSchool of Management, Northwestern University

?

"The sales organization is an intricate puzzle, with the individual pieces only making sense when they fit together to create a complete picture. This book not only gives you the pieces, it also shows you how to assemble them into a winning sales force.?

—??? Neil Rackham, bestselling author of SPIN Selling and Rethinking the Sales Force

?

"The authors achieve the rare feat of providing sensible frameworks and instructive examples that address the most important problems facing today's sales forces. Build?ing a Winning Sales Force has rigor and relevance rolled into one.?

—??? Kash Rangan, Malcolm McNair Professor of Marketing, HarvardBusinessSchool

?

"Practical examples and lessons learned from a broad range of industries and experts kept me turning the pages to learn more.? ?????????? — Gretchen Garrigues, Commercial Excellence Leader for GE Corporate Financial Services

?

"The ideas in Building a Winning Sales Force work.? We have used them to transform our sales organization . . . sales processes have become more disciplined and sales?people are delivering greater value to customers.?

??????????? — Jeff Foland, Senior Vice President,

??????????? Worldwide Sales and ContractCenters, United Airlines

?

"We apply the frameworks presented in this book throughout our planning cycles to prioritize the levers that drive selling excellence. As a result we regularly achieve improved global sales force performance.?

??????????? — Gregory Schofield, Executive Vice President & Head of Global Sales,

??????????? Novartis Pharmaceuticals Corp.

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Jacket Copy

Building a Winning Sales Force is the most compre?hen?sive and practical book ever written on the subject of design?ing, building, and driving a superior sales team. The book combines the wisdom and advice of three re?nowned sales experts whose experience ranges from the uni?versity class?room to the boardrooms of more than 400 sales organizations around the world.

With this book as your guide, you will learn the changes to implement now that will immediately enhance the per?formance of all your sales professionals while also building new customer relationships, and, of course, driv?ing your top and bottom line results—all without disrupting your current sales progress.

Specifically, you'll learn how to:

??????????? Develop sales strategies that build competitive advantage by demonstrating real ?value to customers

??????????? Structure your sales force to better exploit

??????????????????????? market opportunities

??????????? Use top-notch recruiting strategies that attract

??????????????????????? the best of the best

??????????? Arm your sales force with the best information

??????????????????????? and tools available

??????????? Design sales compensation programs that motivate for maximum effort

??????????? Set high but fair and consistent goals that every member of your sales force will want to exceed every period

??????????? Integrate sales and marketing strategies to create

??????????????????????? the ultimate customer-facing organization

??????????? Eradicate the "silent killer? of sales force effectiveness—complacency

??????????? And more

?

"Practically every company can dramatically improve sales revenues by implementing the right effectiveness initiatives,? the authors demonstrate, using numerous examples from their own client relationships—and they reveal how to achieve such elusive goals as more reve?nue, increased productivity, improved customer per?cep?tion, and sales force retention.

?

Rich with powerful strategies, illuminating examples and case studies, ready-to-use tools, and helpful illus?tra?tions, Building a Winning Sales Force provides a proven, customizable blueprint you can use to drive excel?lence and outstanding results in your business, quarter after quarter and year after year.

?

Andris A. Zoltners is a professor of Marketing at the Kellogg School of Management at NorthwesternUniver?sity. He is a founder and co-chairman of ZS Associates, a global business consult?ing firm. For over 30 years, he has served the business community as a professor, con?sul?tant, speaker, and author on marketing and sales force performance.

?

Prabhakant Sinha is a founder and co-chairman of ZS Associates, where he has consulted on sales effectiveness for more than 200 firms in North America, Eu?rope, and Asia. A former faculty member of the Kellogg School of Management, he continues to teach sales executives at Kellogg and the IndianSchool of Business.

?

Sally E. Lorimer is a consultant and business writer. She was previously a principal at ZS Associates, where she consulted with numerous companies on sales force effectiveness.

?

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Excerpt

The sales function is front and center in the challenge to meet or exceed

business growth objectives. Sales force effectiveness is a critical success

factor, as sales leaders are challenged to respond to events within their

companies, their markets, and their environment, while at the same

time, striving to continuously improve sales force performance.

We wrote Building a Winning Sales Force: Powerful Strategies for Driving

High Performance to provide current and aspiring sales leaders with

innovative yet practical strategies for dealing with their most critical and

frequently faced sales force challenges and opportunities. The book lays

out an actionable and relevant blueprint for building and sustaining sales

force success in any business environment. It is designed to help you

assess how good your sales organization really is, identify current and

future sales force improvement opportunities that have large bottomline

impact, and implement tools and processes that immediately

enhance sales effectiveness.

Drawing on our experience consulting with companies all over the world, we strive to make complex and elusive

concepts easy to understand and to provide ideas that can be implemented

right away to address challenges and opportunities such as:

• Creating a winning sales organization by aligning the sales system

around company goals and strategies to drive results.

• Developing sales strategies that demonstrate value to customers

and create competitive advantage.

• Sizing, structuring, and aligning the sales organization to effectively

and efficiently realize market opportunity and drive long-term success.

• Attracting and retaining talented salespeople by developing worldclass

recruiting processes and building a sales culture that nurtures

learning and development.

• Arming salespeople with the tools and information they need to

meet customer needs and achieve company sales goals.

• Developing sales compensation programs that motivate high levels

of sales effort.

• Setting territory-level goals that are fair, realistic, and motivational

and managing sales force performance so that goals are consistently

achieved.

• Preventing sales force complacency - a silent killer of sales

effectiveness.

• Implementing sales strategy changes as markets and company

strategies evolve.

• Ensuring that sales resources are deployed to the right customers,

products, and selling activities.

• Integrating sales and marketing strategies to create a successful customer-

facing organization.

• Using analytic tools and structured processes to constantly identify

sales force improvement opportunities and enhance sales

effectiveness.

Kash Rangan, our colleague and friend at the Harvard Business

School, sums up the book's contribution when he writes:

This terrific book achieves the rare feat of providing robust

frameworks for addressing the most important problems facing

the sales forces of today. It has rigor and relevance rolled into

one. The book brings a masterful combination of highly practical

insights gained from hundreds of industry applications with

the sophistication of decades of academic thinking and writing.

It lays out the blueprint for achieving excellence, presents

lucid frameworks for tackling the core issues of how to size and

structure a sales force, provides deep insights on how to manage

the human side (sales force recruiting, motivating, and

compensating), and provides advice on how to mold the sales

force organization into a dynamic customer-centric unit.

Underpinning the key ideas is breakthrough thinking on some

of the most difficult issues facing the $800 billion industry.

We have written several books before this one, including The Complete

Guide to Accelerating Sales Force Performance (Amacom Books, 2001),

Sales Force Design for Strategic Advantage (Palgrave/Macmillan, 2004), and

The Complete Guide to Sales Force Incentive Compensation: How to Design and

Implement Plans that Work (Amacom Books, 2006). These books have

been mostly reference books. Bestselling author Neil Rackham shared

with us: "They are the best sales management books out there, but they

are a serious read.? With Building a Winning Sales Force: Powerful Strategies

for Driving High Performance, we aim to capture the attention of sales

leaders, engaging them through an array of deep yet practical insights

on what works when running a selling organization. Kash Rangan

observes, "The book is organized into short, crisp chapters and concepts

are illustrated clearly through stories and a broad range of examples.?

For readers who desire greater detail, our reference books are a complement

to this book.

How the Book is Organized

Building a Winning Sales Force: Powerful Strategies for Driving High Performance

includes twenty chapters organized into three major parts.

• Part 1 - A Blueprint for Sales Force Excellence - organizes the components

and complexities of the Sales System into a framework that

shows sales leaders how the decisions, processes, systems, and programs

that they are accountable for (called the sales effectiveness

drivers) influence salespeople, their activities, and ultimately customer

and company results. By managing the sales effectiveness

drivers well, sales leaders can build a high-quality sales force that

engages in the right selling activities to meet customer needs and

achieve company financial goals.

• Part 2 - Improving the Top Sales Effectiveness Drivers - presents

strategic frameworks, case studies, and real-world analyses showing

sales leaders how to get maximum impact from the top 12 sales

effectiveness drivers — sales strategy, sales force sizing, sales force

structure and roles, sales territory design, recruiting, learning and

development, culture, the sales manager, leveraging information,

compensation and incentives, territory-level goal setting, and performance

management.

• Part 3 - Addressing Common and Challenging Sales Management

Issues - helps sales leaders use the sales effectiveness drivers to

create solutions for important sales force issues. The issues

include those that we hear about frequently and consistently

from sales leaders — preventing sales force complacency, changing

the sales strategy, allocating sales resources profitably across

customers, products, and selling activities, retaining successful

salespeople, managing tensions between sales and marketing, and

establishing successful programs for continuously enhancing

sales effectiveness.

Readers who desire a complete look at how to build and sustain a

winning sales force can read all the chapters sequentially. Other readers

who are looking to solve a particular issue or concern can start by reading

Part I. Then, they can jump directly to the chapters most relevant to

their needs, guided by the diagnostic process suggested in Chapter 2.

Excerpted from Building a Winning Sales Force by Andris A. Zoltners, Sinha Prabhakant, and Sally E. Lorimer. Copyright 2009 by Andris A. Zoltners, Sinha Prabhakant, and Sally E. Lorimer. Published by AMACOM Books, a division of American Management Association, New York, NY. Used with permission.

All rights reserved. http://www.amacombooks.org.

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Table of Contents

P A R T 1

A Blueprint for Sales Force Excellence 1

1 The Dimensions and Drivers of a Winning Sales Force 3

2 Achieving Sales Force Excellence 23

P A R T 2

Improving the Top Sales Effectiveness Drivers 47

3 Sales Strategies That Win with Customers 49

4 Sizing Your Sales Force for Long-Term Success 61

5 Structuring Your Sales Force for Efficiency and Effectiveness 91

6 Designing Sales Territories for Maximum Success 115

7 Sales Force Recruiting: Winning the War for Talent 129

8 Developing More Effective Training Programs 147

9 How to Create a Winning Sales Force Culture 171

10 The Right Sales Manager: A Key to Sales Force Success 199

11 Using Information Technology to Enhance Sales 223

12 How Sales Force Incentives Can Drive Results 247

13 Setting Fair and Realistic Goals to Motivate Your Sales Force 287

14 Staying on Track Through Better Sales Force Performance

Management 305

P A R T 3

Addressing Common and Challenging Sales Management

Issues 321

15 Preventing Sales Force Complacency: The Silent Killer of Sales

Effectiveness 323

16 Adapting a Sales Strategy to Meet New Challenges 347

17 Allocating Sales Resources to Maximize Results 367

18 Retaining Successful Salespeople 395

19 Achieving Better Sales and Marketing Alignment 421

20 The GE Story: Improving Sales Force Effectiveness Across

Businesses 455

Index 477

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