The Accidental Sales Manager: A Survival Guide For Ceos (or Owners Or Presidents) Who Find Themselves Managing Salespeople by Suzanne PalingThe Accidental Sales Manager: A Survival Guide For Ceos (or Owners Or Presidents) Who Find Themselves Managing Salespeople by Suzanne Paling

The Accidental Sales Manager: A Survival Guide For Ceos (or Owners Or Presidents) Who Find…

bySuzanne Paling

Paperback | October 11, 2010

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about

-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 toknow to start succeeding.
Suzanne Paling is the principal consultant of Sales Management Services, founded in 1998. She has more than 20 years of experience in sales, sales management, and sales consulting. Working with both field and inside sales organizations, she has helped clients in a vast number of industries including software, construction, medical, tel...
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Title:The Accidental Sales Manager: A Survival Guide For Ceos (or Owners Or Presidents) Who Find…Format:PaperbackDimensions:264 pages, 9 × 6 × 0.62 inPublished:October 11, 2010Publisher:Entrepreneur PressLanguage:English

The following ISBNs are associated with this title:

ISBN - 10:1599183986

ISBN - 13:9781599183985

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Table of Contents

Part I: Preparing for the New Hire; Chapter 1. Understanding Sales Management in Small Companies; Chapter 2. Organizing the Sales Department; Chapter 3. Welcoming the New Hire; Chapter 4.M Completing and Presenting the Compensation Plan; Chapter 5. Establishing a New Hire Orientation Program; Part II: Setting Expectations for the New Hire; Chapter 6. Creating a Sales Toolkit; Chapter 7. Assembling Collateral Material; Chapter 8. Setting Realistic Goals; Chapter 9. Calling on the Largest Accounts; Chapter 10. Providing Sales Skills Training; Chapter 11. Tracking Progress and Performance; Chapter 12. Sponsoring Motivating Sales Contests; Part III: Evaluating the New Hire; Chapter 13. Conducting Performance ReviewsThe 30 Day Review; Chapter 14. The 60 Day Review; Chapter 15. The 90 Day Review; Part IV: The Next Phase; Chapter 16. Offering the New Hire a Full-time positionChapter 17. Completing Orientation and Moving ForwardChapter 18. Creating a Sales Culture