Ebook Cracking the Sales Management Code: The Secrets to Measuring and Managing Sales Performance, by Jason Jordan, Michelle Vazzana
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Cracking the Sales Management Code: The Secrets to Measuring and Managing Sales Performance, by Jason Jordan, Michelle Vazzana
Ebook Cracking the Sales Management Code: The Secrets to Measuring and Managing Sales Performance, by Jason Jordan, Michelle Vazzana
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Cracking the Sales Management Code is a groundbreaking book for sales managers and executives who want greater control over sales performance. Based on new research into how world-class sales forces measure and manage their sellers, it provides a best practice approach to identify and implement the critical activities and metrics that drive business results. It is not a book on organizational leadership, nor is it a book on interpersonal coaching. It is a book on how to effectively manage a sales force.
Neil Rackham (bestselling author of SPIN Selling) states in his foreword, "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."
This book is effectively an operating manual for the sales force. It identifies the 5 fundamental sales processes that can be managed to create desired business outcomes, and it helps readers choose which of the processes are needed to achieve their own strategic objectives. It also provides examples of actual tools and frameworks for sales managers to use, and it gives straight-forward advice on how to change sales force behaviors while avoiding common pitfalls. This book will further help sales forces maximize the usefulness of CRM by defining 3 distinct levels of sales metrics - those you can directly manage, those you can influence, and those that you can only hope to change.
Cracking the Sales Management Code is written in an engaging and narrative way that brings to life the extensive research and practical insights contained within its pages. It is a must-read for anyone in sales management or sales operations who wants to clarify the task of sales management and put in place the strategies, processes, tools, and metrics to proactively manage sales performance.
- Sales Rank: #16727 in Books
- Published on: 2011-10-11
- Original language: English
- Number of items: 1
- Dimensions: 9.30" h x 1.00" w x 6.30" l, 1.20 pounds
- Binding: Hardcover
- 272 pages
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
As Neil Rackham writes in the foreword: "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."
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
About the Author
Jason Jordan is a recognized thought-leader in the domain of consultative selling and has published groundbreaking research on innovative practices in measuring, managing, developing, and leading world-class sales organizations. He helps sales leaders grow profitable revenue by re-thinking the strategies, processes, skills, tools, and metrics that drive sales performance. He is currently a partner at Vantage Point Performance, the leading sales management training and development firm. Jason also teaches Strategic Sales Management in the Executive Education program at the Darden School at the University of Virginia, and leads one of the few MBA-level courses in professional selling.
Michelle Vazzana has 26 years of successful sales and management experience in the major account environment. Michelle enjoyed a successful career in direct major account sales for Xerox Corporation, prior to moving into sales training and development. Michelle has personally trained and coached thousands of sales professionals in the field of telecommunications, financial services, health sciences, construction, high technology, and manufacturing. She is known for her clarity in presenting ideas and concepts, and the energy and enthusiasm she brings to her audiences. She is also a partner at Vantage Point Performance.
Most helpful customer reviews
21 of 22 people found the following review helpful.
Crack the Code | Grow Your Company
By Mike Kunkle
I read a lot of books. It used to be about 50 a year, but now I read a lot more summaries and fewer full books, cover to cover. I especially read books about business, sales, training, organization development and performance improvement. I say that as a precursor to my statement that Jason Jordan and Michelle Vazzana's book, "Cracking The Sales Management Code" is one I read cover to cover recently and it is currently one of my top three choices for books on sales management and sales performance improvement. Frankly, I wish I had written it.
I could cite endless examples why, and will share a few, but the primary reason is the message they deliver about the under-developed yet critical sales function ("under-developed" is my term, meaning that the management model and business practices haven't evolved and matured to the degree that other disciplines have), and the largely overlooked and mismanaged role of frontline sales manager. It mirrors much of my own experiences over the past 25 years and I often found myself nodding my head or cheering to myself at many parts of the book.
Think those are some strong statements? Ask yourself these questions:
- What criteria is used in most organizations for promotion from sales rep to sales manager? (Most often, it's great sales results with the very best sales reps being promoted into roles for which they don't have the competencies.)
- How often do sales managers receive practical, helpful training and reinforcement on how to be a great sales manager?
- What training do most sales managers receive on interpreting selection assessments, conducting behavioral interviews, running and judging sales simulations, or utilizing other great hiring/selection methods?
- When was the last time you saw sales managers trained on exactly what their reps were being trained on, before the reps were trained?
- How do you use sales managers to reinforce and support rep training, to ensure new skills transfer from the learning environment to the real-world?
- What training exists to help new sales managers read and diagnose organizational reporting, to understand what activity or skills gaps might exist in their reps/team?
- How are most sales managers taught to diagnose the root causes of underperformance, once the reporting highlights an issue, and to close the gap and solve the root cause?
- What diagnostic or coaching models are commonly taught to sales managers? And are those same models used in their development as well?
Sure, some organizations have great answers to these questions. But let's be honest... many don't. What's odd and sad, is that when you discuss these things around a conference table, everyone always nods their head, like they're great ideas. But so few seem to be executing well to elevate the role of sales manager and drive growth through them. In the book, one of the headings says it very plainly. "It's the Sales Manager, Stupid." Frontline sales managers are the key to real sales performance growth and rep success. Cracking this code, for your organization, is simply vital to maximizing sales efforts.
In the rest of the book, the authors take you on the journey they made while cracking the code through their research and work with clients. Their cogent explanation and differentiation between Business Results, Sales Objectives and Sales Activities made me cheer. Their Building Blocks of Control laid the foundation for the oft-cited but rarely-implemented "accountability." Their Troubleshooting Guide is a great job aid/performance support tool to help you keep in all in mind. And the book contains one the best collection of possible sales metrics, organized by type, that I've seen in print. I truly enjoyed this one and recommend it highly.
I should also offer that the forward by Neil Rackham, while only a handful of pages, is worth the price of the book, in itself. This is not to diminish the detailed, clear and insightful work of the authors, but Rackham added some great value and clarity, right out of the box. The authors continued that trend, straight to the end.
Buy the book and read it. You won't regret it. And use it as the fuel to start a relentless focus on building logical and data-driven methods, systems, processes, resources and tools to develop and support sales management, to drive growth and sales success in your organization. Crack the code, and grow your company. It's the Sales Manager, Stupid. ;-)
13 of 15 people found the following review helpful.
A great addition to sales literature
By Craig Waldon
The authors make a comment on the last page that they find some people don't make it to the end of a management book because the key concepts can be gleamed from the first few chapters. And I have certainly found that to be the case with other sales and management books. They are also often hard to read and easy to put down and then you move on.
Cracking the Sales Management Code was not like that and I suppose the main reason I kept reading was it was putting into words the nagging feeling I had about managing sales people but never really found the time to analyse. The authors then provided a solid and well thought through structure to use when managing a sales team in a well worded easy to read manner with lots of good examples of their theory in practice.
It's a well written book and definitely worth the read for Sales Managers and Company Executives. The only people I won't recommend it to are my competitors!
10 of 13 people found the following review helpful.
The first REAL systematic approach to Sales Management
By Malte Holm
After months of searching for a solid way to measure and manage sales performance we finally found "Cracking the Sales Management Code". The book is based on the author's extensive research and reveals a new framework for how to make sure your sales performance is trimmed and delivering the results the company is looking for.
The authors take us through three categories of metrics; Results, Objective and Activities. Far to often we as companies focus on the top- and bottomline (eg. hit sales quota of $2MM this year) and start looking for ways to tell our salespeople how to do this (sometimes just as "best of luck - let me know if you need anything" or "you need to make more cales this week!"). However the authors tell us that we must not forget to determine the Objectives (the "how are we going to get the results", as for example "more repeat customers", "more referrals", "focusing on Fortune 100 companies only") to understand what Activities will lead us to these, and further on to reach our business Results. The point is to manage what can really be managed and the authors show us that only the Activities can really be managed which is why we need to make sure we're doing the right thing.
The framework is solid and gives the sales manager a new approach as for how to think about managing reps. I'd highly recommend this book to anyone in sales (from the seasoned manager/director to sales reps) to understand how to measure the right things and make sure you're not trying to manage stuff that can't really be managed.
See all 70 customer reviews...
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