You Can Always Sell More: How to Improve Any Sales Force
As an experienced sales manager, how do you improve your team's performance? Which selling skills, developed to their fullest potential, have the greatest impact on revenues and profitability? You Can Always Sell More will guide you through a proven step-by-step system for evaluating, training, and coaching your sales force. It will help you establish a simple and effective evaluation and improvement planning process for even your most successful salespeople. Proven in a wide array of industries, this will also show you how to improve your ability to coach and lead a team of sales professionals.
Jim Pancero (Eden Prairie, MN) is the founder of one of the country's most advanced sales and sales management training and consulting firms. He has conducted training sessions for over 200,000 experienced corporate sales-team members, association attendees, and graduate-level university students.
Section I: Are You and Your Sales Organization Good Enough to Get Better?
Chapter 1: Why Is It So Hard to Improve a Sales Force—and Why Do We Tend to Lose It Once We Change It?
Chapter 2: Is Your Senior Management Creating and Supporting a Positive Sales Culture That Allows Your Sales Team to Be Successful?
Chapter 3: The Six Commitments Necessary to Generate Long-Term Change and Success Within a Sales Force.
Chapter 4: Applying the Concepts of ISO 9000 to Improve the Consistency and Quality of Your Sales Team.
SECTION II: Strengthening Your Central Leadership Values to Increase Your Personal Sales Leadership Skills.
Chapter 5: Are You Prepared, and Have You Earned the Right to Coach and Lead a Sales Team?
Chapter 6: Mastering Your First Central Leadership Value: Being a Leader instead of Just the Lead Doer.
Chapter 7: Mastering Your Second Central Leadership Value—Being Balanced as a Coach, Disciplinarian, and Number Cruncher.
Chapter 8: Mastering Your Third Central Leadership Value—Having Empathy, Loyalty, and Trust in Your Sales Team.
Chapter 9: Mastering Your Fourth Central Leadership Value—Being a Leadership Visionary.
Chapter 10: Mastering Your Fifth Central Leadership Value—Believing in the Structures of Selling.
SECTION III: How to Improve Your Personal Sales Leadership Skills.
Chapter 11: Using the Sales Leadership Evaluation to Evaluate, Prioritize, and Develop Your Sales Leadership Abilities.
Chapter 12: Evaluating Your Sales Leadership Abilities as an Administrator, Problem Solver, and Disciplinarian.
Chapter 13: Evaluating Your Sales Leadership Ability to Build and Retain a Sales Team.
Chapter 14: Evaluating Your Sales Leadership Abilities.
Chapter 15: Evaluating Your Sales Leadership Ability to Be a Coach and Strategist of Your Selling Process.
Chapter 16: Suggestions to Improve Your Sales Leadership Skills and Effectiveness.
SECTION IV: How to Improve a Salesperson’s Selling Skills and Abilities.
Chapter 17: Evaluating a Salesperson’s Operational Selling Skills and Abilities.
Chapter 18: Evaluating a Salesperson’s Tactical Selling Skills and Abilities.
Chapter 19: Evaluating a Salesperson’s Strategic Positioning Selling Skills and Abilities.
Chapter 20: Suggestions to Improve a Salesperson’s Selling Skills and Effectiveness.
SECTION V: Developing a Successful Sales Team Improvement Strategy.
Chapter 21: Evaluate Your Sales Force in an Open and Honest Environment.
Chapter 22: Design Your Ongoing Sales Improvement Strategy.
Chapter 23: Implement a Learning Growth Strategy for Each Sales Team Member.
Chapter 24: Track Sales Team Members’ Improvements by Utilizing a Comprehensive Sales Performance Tracking System.
Chapter 25: Lead Your Sales Team by Ongoing Coaching of Your Defined Selling Best Practices.
SECTION VI: Are You and Your Sales Team Ready to Get Better?
Chapter 26: So Now What?