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By Ronald Brown

This revised variation of the vintage that is been snatched up through approximately 25,000 beginner revenues managers deals new insights on alterations in expertise, distribution, and the complexion of the fashionable revenues strength. contains sensible examples.

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Extra info for From Selling to Managing: Guidelines for the First-Time Sales Manager

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You have now appraised your performance. Even though you can't turn back the clock, you can learn from the experience. This is perhaps the most important step in the entire cycleand the one most often omitted. Looking ahead to the next time you will perform this function, you must decide how to make your planning more effective. Your experience, increased knowledge, and careful appraisal of past performance will enable you to make better plans for the next operation. Thus the cycle results in ever-improving performance.

It may be found during this session that one of the sales rep's major problems is an inability to get to the real decision-making authorities. Solution of this problem should be noted as an agreed-upon objective. Thus there are, in this case, three major objectives to be achieved by the sales rep. The sales rep now knows what his job is and can proceed to the second phase of the cycle of managementdoing it. And you as field sales manager know exactly what your job is with respect to this repthat is, to help him stay on track and keep to the plans he has made, to help him achieve his objectives with his important accounts, to help him get the product line B business he has committed himself to getting, and to help him learn how to reach the decision-making people in the firms he calls on.

Implementing the Plan 33 4. The Appraisal Process 71 5. The Control Function 97 6. Effective Communications 113 7. District Sales Meetings 123 8. Recruiting, Selecting, and Training New Sales Reps 131 Index 155 Page vii Preface to the Revised Edition Many sales managers come to their jobs from the ranks of the sales force. They are promoted on the strength of their outstanding performances as salespeople. Few receive formal training for their new responsibilities. They are expected, rather, to make the transition from selling to managing on their own steam.

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