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Excerpt from The Field Sales Manager: A Manual of Practice The job of a manager, it has been said, is to get things done through the efforts of other people, and this definition has helped to shape the contents of this volume. There are, after all, many things that a field sales manager is called upon to do which do not directly involve the management of people. Some field sales managers, for 'example, are te sponsible for maintaining one or more field warehouses, and many field sales managers are responsible for a certain amount (sometimes a very great amount) of personal selling. Except to the extent that such activities are related to the central task of getting things done through the efforts of other people, however, they are not discussed in this volume. For all of the similarities that exist between the responsibilities and problems of the field sales manager and those of his counterparts in other areas of the company's operations, the fact remains that the field sales manager is confronted with a number of special, if not in fact unique, problems resulting from the peculiar nature of the sales function. There are, in short, some very real differences between the management of salesmen in the field and the management of workers on a production line or in an oflice. (if there were not, there would be no need for such a book as this, for there are many excellent texts on management and supervision in general.) Some of these differences have to do with the remoteness of the field sales manager from company headquarters; others with the special characteristics of the salesman as a personality type; still others with the difiiculty of planning sales activities (as compared with production activities, for example). Most of these differences are dis cussed in detail in the opening chapters of this book. Depending upon how much experience he has had as a field sales manager and how much opportunity he has had to think about this ex perience, almost any reader, I suspect, will be able to point out what seem to him to be major defects in this book. Thus, the regional sales manager with 20 years of management experience might object that a good part of it is much too simple and fundamental, while the sales supervisor who was a salesman just last week, who has five men reporting to him, and who has no responsibility at all for recruitment and selection might object that a good part of it is much too complex, and quite irrelevant to his job. This, of course, is the price one pays for trying to design a book that will be useful to the many rather than the few. Some day, perhaps, there will be books for the regional sales manager in a large, decentralized industrial-goods company and for the branch manager in charge of supermarket accounts in a hosiery company. In the meantime. About the Publisher Forgotten Books publishes hundreds of thousands of rare and classic books. Find more at www.forgottenbooks.com This book is a reproduction of an important historical work. Forgotten Books uses state-of-the-art technology to digitally reconstruct the work, preserving the original format whilst repairing imperfections present in the aged copy. In rare cases, an imperfection in the original, such as a blemish or missing page, may be replicated in our edition. We do, however, repair the vast majority of imperfections successfully; any imperfections that remain are intentionally left to preserve the state of such historical works.
Managing a sales team is one of the most important and challenging positions in a company, and it requires a unique set of skills. Unfortunately, many sales managers spend much of their day putting out fires, and moving from problem to problem. Their days consist of an overwhelming number of activities including respond to urgent request from their bosses, resolving customer issues and complaints, and dealing with disgruntled employees. In addition, they find themselves sitting in meetings that run way too long, and submitting countless sales forecasts to satisfy upper management. As a result, sales managers get caught up in a daily grind and end their work week exhausted and feeling like they have little control over their destiny. In The High-Impact Sales Manager, you’ll learn how to transcend the daily grind and unlock the full potential of your sales team. This includes learning to: • Hire the best people and hold them accountable • Manage sales performance by focusing on the underlying behaviors that drive performance • Consistently produce accurate sales forecasts • Provide personalized sales coaching that results in better skills and higher win rates • Motivate and inspire your team to greatness Most importantly, The High-Impact Sales Manager will leave you feeling confident and enthusiastic in your ability to lead and empower your team to achieve unparalleled success.
This revised edition of the classic that's been snatched up by nearly 25,000 novice sales managers offers new insights on changes in technology, distribution, and the complexion of the modern sales force. Includes practical examples.
•Do you tackle several different roles including sales manager? •Does managing the sales team feel awkward? •Do you want to achieve better sales results? If you answered YES then you face the same struggle as many other small business owners—you can successfully manage the rest of the company, but when it comes to the sales team, you feel like your efforts are coming up short. Suzanne Paling, sales management consultant, urges you to stop struggling, and teaches you what you need to know to start succeeding.
"Overworked and under-supported front line sales managers are desperately looking for resources to improve their performance. This book was written for sales managers who understand the need to develop themselves. They have figured out that they must take charge of their own success."--P. [4] of Cover.