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Author: Fu Yao
Publisher:
Publish Date: 2005-08-01
Features: This is a book written for sales managers, concise and practical, offering valuable insights after reading. – Cai Qi, Commercial Business Director of Channel Sales, Lenovo Group.
Mr. Fu Yao has served multinational and domestic renowned companies for over a decade. This book distills his personal experiences and lessons, enabling you to effectively master the secrets of sales performance multiplication in just a few days of reading. – Wu Dai Ni, China Regional General Manager of Person International Consulting.
This book is for sales supervisors. As a sales supervisor, the pressure is already great, and the workload is already heavy. If you then impose obscure theories on everyone, that would be unreasonable. Therefore, this book adopts a storytelling approach, combining theory with practice through case studies. People often only know what these theories are but don’t know how to apply them, and applying these theories is precisely the key. Next is scientific rigor. Sales is both an art and a science. While interesting stories can be inspiring, drawing seemingly plausible but actually unfounded conclusions would be counterproductive. Lastly, it must be actionable. After all, people read books to help improve their sales management—If you enjoy reading the book but discard it afterward, with nothing changing in reality, then the purpose of reading is lost. Therefore, we have tried to provide practical tables and methods. We hope this book can answer your questions and guide you.
The performance management of a sales team is not only related to the personal development of employees but also to the future and destiny of the company. The Balanced Scorecard is indeed an effective performance management tool.
Mr. Fu Yao has deeply engaged in consulting and research in the field of corporate sales, serving well-known companies such as IBM, Nokia, China Mobile, and Lenovo, thereby accumulating extensive practical experience. In this book, he combines the principles of the Balanced Scorecard with years of sales practice to systematically explain how to define financial indicators, customer and market indicators, process indicators, and personnel development indicators. This enables the scientific establishment of sales goals, control of the sales process, development of employees’ sales skills, and ultimately the realization of performance leaps.
The book provides numerous case studies and uses certain statistical tools to elaborate in detail on how to scientifically construct a sales team performance evaluation system based on the actual conditions of the company, making it highly valuable for practical application.