Sales Management

About the Author

Robert J. Calvin is a renowned figure in the field of sales management. He is the president of Management Dimensions, Inc., an international consulting firm specializing in sales management training, marketing, and strategy. With a rich background in both academia and industry, Calvin serves as an adjunct professor at the University of Chicago Graduate School of Business. His extensive experience as a consultant, teacher, entrepreneur, and sales manager uniquely positions him to provide actionable insights and practical strategies for today's sales managers.

Main Idea

In "Sales Management: Creating and Managing Today's Sales Force," Robert J. Calvin offers a comprehensive guide to navigating the complexities of modern sales management. The book addresses the challenges faced by sales managers in a globalized and technologically advanced marketplace. Calvin posits that the effectiveness of a sales force is directly tied to the quality of its management. He emphasizes that sales managers must be adept at hiring the right people, training them effectively, and structuring their sales force to align with the company's strategic goals. The book provides detailed strategies for creating a high-performing sales team, motivating salespeople, and continuously improving sales processes through performance evaluations and strategic adjustments.

Table of Contents

1. The Changing Sales Landscape
2. Hiring the Best
3. Training for Results
4. Compensation: Let Salespeople Know How Much They Cost
5. Organization and Architecture: Designing the Best Channels for Your Products or Services
6. How to Motivate Your People
7. Performance Evaluations Can Drive Sales Success

The Changing Sales Landscape

The business environment is constantly evolving, presenting new challenges for sales managers. Robert J. Calvin begins by examining the dynamic nature of sales in the modern marketplace. He identifies several key trends that are reshaping the sales landscape:

• Shorter product/service life cycles: As technology advances, the life cycles of products and services become shorter, leading to rapid commoditization. Sales managers must adapt by accelerating the sales process and finding ways to differentiate their offerings quickly.
• Longer, more complex sales cycles: The buying process has become more intricate, often involving multiple layers of decision-making. Sales managers need to train their teams to navigate these complexities effectively, emphasizing the importance of documentation and progress tracking.
• Buying from experts: In many industries, buyers are highly knowledgeable and expect salespeople to be even more informed. This necessitates continuous training and deep product knowledge for sales teams.
• Group decision-making: Purchasing decisions are increasingly made by cross-functional teams, requiring salespeople to engage with multiple stakeholders and address diverse needs within the buying group.
• Intense competition: Globalization and technological advancements have intensified competition. Sales managers must use competitive analysis to train their teams on identifying and responding to competitive threats.
• Less customer loyalty: With the rise of the internet, customers have access to a wealth of information, reducing their loyalty to specific vendors. Sales managers must focus on building strong relationships and delivering exceptional value to retain customers.

"Sales managers must constantly anticipate and respond to changes in the marketplace. The ability to adapt and innovate is crucial for maintaining a competitive edge." - Robert J. Calvin

Hiring the Best

Hiring the right people is a critical component of building a successful sales team. Calvin emphasizes the importance of approaching hiring as a science, with careful planning and a strategic approach. He outlines a step-by-step process for identifying and selecting top candidates: