The Harvard Business Review Sales Management Handbook: How to Lead High-Performing Sales Teams, ISBN-13: 978-1647826802

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The Harvard Business Review Sales Management Handbook: How to Lead High-Performing Sales Teams, ISBN-13: 978-1647826802

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• Publisher: ‎ Harvard Business Review Press (October 22, 2024)
• Language: ‎ English
• 368 pages
• ISBN-10: ‎ 1647826802
• ISBN-13: ‎ 978-1647826802

Sales leadership essentials for an era of rapidly advancing digital technology.

Managing an effective sales organization is key to revenue generation, customer satisfaction, and business results. But whether you’re a sales manager or leading a large sales force, it’s increasingly challenging to balance success today with driving the digital sales transformation that will position your team for the future.

With actionable insights and examples from many industries worldwide, the HBR Sales Management Handbook provides the resources you need to build value for your company, your customers, and your sales teams. The book covers the fundamentals every sales manager needs to know and explores today’s most challenging issues around digital: bringing value to informed and self-sufficient customers while managing the business; hiring, developing, and retaining the best talent; managing sales in the remote, multichannel world; using AI and analytics to support critical decisions; navigating change with continuous improvement; and building the next generation of sales information hubs.

Your job as a sales leader is vast and dynamic. This handbook is a collection of proven and forward-looking ideas to help you, your salespeople, and your customers win.

Table of Contents:

Series Page
Title Page
Copyright
Contents
Introduction: Sales Management in the Digital World
The sales system
Sales leadership roles
How digital is changing sales management
Why this book?
How to navigate this book
Section One. Linking Sales Leadership to Execution and Results
1. Why We Still Need Salespeople in a Digital World
Types of sales jobs
How salespeople add value
Salespeople coexisting with digital and virtual sales channels
2. The Sales Manager: The Force Behind the Sales Force
Three pillars of responsibility
The sales manager’s role in the organization
The sales manager’s operating rhythm
3. Driving Salespeople’s Success with Customers
Assisting with market-sensing and agile sales planning
Ensuring effective execution and enabling change with sales sprints
Enabling the sales team to share customer insights
Facilitating customer relationship transitions
Section Two. Talent Management
4. Personalizing Talent Management
The building blocks of talent management
Using personalization to develop, engage, and retain salespeople
5. Hiring and Onboarding for Speed and Impact
The sales manager’s role in the hiring process
Defining the candidate selection criteria
Sourcing talent
Selecting talent
Attracting talent
Onboarding and acculturating
6. Empowering Salespeople with Continuous Learning and Development
Strategy and content
Training
Coaching
Work-based learning
Blended approaches
L&D trends
7. Managing Performance to Drive Results
Sales performance: Managing inputs and outcomes
Four types of performers and how to manage them
8. Motivating Sales Teams with Incentives and Goals
Understanding what incentives do
The building blocks of incentive plans
Linking incentives to the sales strategy and environment
Setting goals that motivate
Assessing an incentive plan’s health and performance
9. Managing Retention and Turnover
Understanding turnover costs and dynamics
Using tailored retention strategies
Succeeding in high-turnover environments
Section Three. The Digital Transformation of Sales Management
10. Leveraging the Growing Power of Digital in Sales Management
Digital’s impact on sales decisions and processes
11. Making Faster and Better Decisions with Analytics and AI
Using analytics and AI to drive sales actions and impact
Understanding the basics of AI
Empowering human judgment
Building a data-driven team
Spanning the sales and digital boundary with sales ops
The evolution of analytics and AI
12. Designing the Sales Organization for the Digital Age
Choosing the right channel structure
Specializing sales roles
Leveraging inside sales to increase reach and reduce costs
Dynamically adapting the sales structure and size
13. Unlocking Five Digital-Age Sales Competencies
The five competencies for salespeople
Hiring, developing, and supporting the five competencies
How the five competencies apply to sales leaders
14. Synchronizing Sales Channels for Maximum Impact
Optimizing digital, virtual, and in-person communication
Enabling channel collaboration
Supporting sales teams with a digital enablement concierge
Adapting communication methods and channels continuously
15. Accelerating and Streamlining Selling with a Digital Customer Hub
The role and components of a DCH
Architecture choices and strategies
Building a DCH
The sales leader’s role in a DCH
16. Amplifying the Power of Salespeople with Digital Assistants
Empowering salespeople with AI-driven tools
Adopting and implementing AI assistants
17. Boosting Talent Management with Digital
Digital recruiting
Digital learning and development
Digitally boosting incentive plan traction
Linking digital talent platforms
18. Managing a Recurring Revenue Business
Strategy, process, and metrics
Driving performance
Managing the transition to recurring revenue
Section Four. Driving Improvement and Implementing Change
19. Continuously Improving Your Business
The sales productivity hunt at Novartis
Discovering opportunities
Rationalizing and prioritizing opportunities
From opportunities to solutions
Capturing market opportunity at Google Cloud Platform
20. Navigating Sales Force Change
Seven steps to successful change
Managing difficult changes
Conclusion
Five key takeaways
What’s next for you?
Index
Acknowledgments
About the Authors

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