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Cracking the Sales Management Code: The Secrets to Measuring and Managing Sales Performance (Business Books) Hardcover – October 11, 2011
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From the Inside Flap
There are literally thousands of books on selling, coaching, and leadership, but what about the particulars of managing a sales force. Where are the frameworks, metrics, and best practices to help you succeed?
Based on extensive research into how world-class companies measure and manage their sales forces, Cracking the Sales Management Code is the first operating manual for sales management. In it you will discover:
- The 5 critical processes that drive sales performance
- How to choose the right processes for your own team
- The 3 levels of sales metrics you must collect
- Which metrics you can 'manage' and which you can't
- How to prioritize conflicting sales objectives
- How to align seller activities with business results
- How to use CRM to improve the impact of coaching
Cracking the Sales Management Code fills that void by providing foundational knowledge about how the sales force works. It reveals the gears and levers that actually control sales results. It will add clarity to things that you intuitively know and provide insight into things that you don't. It will change the way you manage your sellers from day to day, as well as the results you get from year to year.
From the Back Cover
"There's an acute shortage of good books on the specifics of sales management. Cracking the Sales Management Code is about the practical specifics of sales management in the new era, and it fills a void."
From the Foreword by Neil Rackham
"Sales may be an art, but sales management is a science. Cracking the Sales Management Code reveals that science and gives practical steps to identify the metrics you must measure to manage toward success."
Arthur Dorfman, National Vice President, SAP
"There are things that can be managed in a sales force, and there are things that cannot. Too often sales management doesn't see the difference. This book is invaluable because it reveals the manageable activities that actually drive sales results."
John Davis, Vice President, St. Jude Medical
"The authors correctly assert that the proliferation of management reporting has created a false sense of control for sales executives. Real control is derived from clear direction to the field, and this book tells how do to that in an easy-to understand, actionable manner."
Michael R. Jenkins, Signature Client Vice President, AT&T Global Enterprise Solutions
"When it comes to sales management, there is very little innovative thinking on the topic. Cracking the Sales Management Code is a must-read for anyone wanting to bring their sales management team into the 21st century."
Mike Nathe, Senior Vice President, Essilor Laboratories of America
"Cracking the Sales Management Code is one of the most important resources available on effective sales management. Its clear, credible, and reasoned insights provide a compelling blueprint for sales force improvement, and should be required reading for every sales leader."
Bob Kelly, Chairman, The Sales Management Association
"Sales management too often equates measuring sales performance with managing it. This book cleverly pulls the two apart and illustrates how to manage the activities that lead to desired outcomes. The result is a must-read for managers who want to focus their attention to have a greater impact on sales force performance."
James Lattin, Robert A. Magowan Professor of Marketing, Graduate School of Business, Stanford University
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Top customer reviews
But if the book were edited down to about 50% of its length, it would earn much more enthusiastic praise, and five stars.
I did go ahead and buy a second copy of the book for my boss, so that's certainly a strong endorsement.
Wait a minute!....first you must read this book.
It's an easy read, yet provides invaluable insight into what sales leadership can actually influence and control. The authors conducted extensive research evaluating the hundreds of metrics used in the real world. They parsed, sliced, diced and categorized them into 3 main buckets and proved that many metrics simply aren't controllable. Deeper down the stack, there are metrics that influence behavior. Finally, at the bottom of the stack are actionable metrics that leadership can control. The idea is that leadership must select metrics that directly measure sales person activities, which will influence outcomes, and ultimately the desired business results such as revenue growth or profits. Simple concepts, yet brilliant to put it in a book.
I strongly recommend this book not only for the insight it provides, but for helping in the selection of metrics that will influence outcomes and ultimately results.