My previous work, Practical Selling -- No Seminars in Foxholes,
addressed the issues important to salespeople out in the trenches.
Together with Practical Sales Management -- Alone in the Field,
these two books are calculated departures in approach from all of
the Sales Books descended from Dale Carnegie's 1936 How to Win
Friends and Influence People. 68 years is long enough to pretend
that large complex sales will be won or lost based on whether the
prospect likes the salesperson. Hopefully, we are done with pop,
self-help psychologists telling salespeople how to sell. Likewise,
the two works deviate significantly from the latest themes of
80's-90's sales books: (1) one-size-fits all selling techniques;
(2) interchangeable salespersons; (3) rational, fair and honest
selling environments; (4) the presumption of competitive products,
unlimited resources, competent management, strong companies.
Regarding (4), I am amazed by how many individuals, even with sales
in their titles, know very little about selling. There are armies
of salespeople working for large American companies who, in the
final analysis, simply take orders because their companies and
their products are so strong.No one has to sell anything until the
customer says "no."Meanwhile, the sales manager must lead the right
organization to address multiple territories, product lines,
channels and strategies. None of that would especially matter if
orders simply came in due to the likeability of the salesperson or
the strength of the product or company.Unlike the idealized
environment described in books and seminars, he must often deal
with limited resources and lack of support from his company; a
broad range of sales roles required by his company's situation;
flesh-and-blood salespeople with their individual capabilities and
deficiencies to train and motivate; and huge amounts of effort put
into non-revenue-producing, often meaningless, administrative tasks
that drain his time and energy. And this is just the shortlist of
challenges.In a sense, the sales force manager's dilemma is this:
Unlike notions presented in conventional theory, the experienced
sales manager knows that what he can achieve is going to depend on
what situation he is in. This includes all the key components: what
kind of industry, what kind of resources, what kind of company,
what kind of salespeople, what kind of product, and what the market
and account situation really is. The situational aspects are key In
short, Practical Sales Management -- Alone in the Field describes
what actually happens in the real world of the sales manager.
General
Is the information for this product incomplete, wrong or inappropriate?
Let us know about it.
Does this product have an incorrect or missing image?
Send us a new image.
Is this product missing categories?
Add more categories.
Review This Product
No reviews yet - be the first to create one!
Welcome to Loot.co.za!
Sign in / Register |Wishlists & Gift Vouchers |Help | Advanced search
