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Fundamentals of Sales Management

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Fundamentals of Sales Management

For the Newly Appointed Sales Manager

AMACOM,

15 min. de leitura
10 Ideias Fundamentais
Áudio & Texto

Sobre o que é?

It’s a big jump from salesperson to sales manager. Look before you leap.

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Editorial Rating

7

Qualities

  • Applicable

Recommendation

Sales managers need much more than sales skills to manage successful selling teams, especially within a corporate environment. When you move up from salesperson to sales manager, you need to develop sales plans, recruit and hire talented people, and manage many new demands on your time while motivating, mentoring and coaching your staff. Sales and marketing consultant Matthew Schwartz provides all the information you should know as you make the transition into your new role. Although Schwartz tends to stray unnecessarily into the dry, academic world of communication, motivation and leadership theory, his practical advice is well worth your time. getAbstract suggests that new sales managers keep this instructional book close by as a useful reference.

Summary

Moving into the Big Office

You’ve become a sales manager. Whether you were promoted, transferred from another department or hired from outside, you need specific skills for your new endeavor. Sales managers must be excellent communicators and have a vision for the future, an ability to lead, a comprehensive knowledge of their product or service, and a gift for managing accounts.

You may find that you are now in charge of “friends, non-allies and experienced salespeople.” To avoid conflict with buddies or former co-workers who may not be supportive, set goals with them and direct your feedback specifically to those objectives. Goal setting is also a great method for winning the confidence of experienced account executives. Remember, even top performers have room to grow, and will seek your support and attention.

Setting Goals

Your short-term goals as a new sales manager are:

  • Getting to know and understand your sales team.
  • Finding out what your superiors expect from you.
  • Introducing yourself to other departments and employees.
  • Becoming acquainted with your customers.

Your long-term goals include:

    About the Author

    Matthew Schwartz is a sales and management consultant for the American Management Association, known as Amacom.

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