TITLE

Sales Performance

AUTHOR(S)
Teodorescu, Tina
PUB. DATE
June 2006
SOURCE
Sales & Service Excellence Essentials;Jun2006, Vol. 6 Issue 6, p14
SOURCE TYPE
Periodical
DOC. TYPE
Article
ABSTRACT
The article suggests codifying top sales performance into a system with measurable guideposts describing how to be successful, which will close the gap between top- and average-performance salespersons and enable them to produce at higher levels of consistency. Many salespersons have no clearly defined sales process, which translates into unrealized potential. Codifying top performance involves assessing critical outputs and identifying the practices which will serve as a code for sales success.
ACCESSION #
21311264

 

Related Articles

  • Measuring Treasury Progress. KELLY, SUSAN // Treasury & Risk;Sep2015, p14 

    The article discusses the use of key performance indicators (KPI) metric to measure the performance of corporations treasury department. Topics discussed include setting goals and objectives for treasuries and comparing their performances; categorization of treasury metrics by Ron Chakravarti,...

  • Effects of Goal-Directed Emotions on Salesperson Volitions, Behavior, and Performance: A Longitudinal Study. Brown, Steven P.; Cron, William L.; Slocum Jr., John W. // Journal of Marketing;Jan1997, Vol. 61 Issue 1, p39 

    The authors investigate the motivational effects of emotions in a sales force context. The personal stakes that salespeople have in a goal situation triggered anticipation of emotions that result from attaining or failing to attain their performance goal. Positive anticipatory emotions were...

  • ALL FORCED RANKING SYSTEMS ARE NOT CREATED EQUAL: A POLICY CAPTURING STUDY. Blume, Brian D.; Baldwin, Timothy T.; Rubin, Robert S.; Bommer, William // Academy of Management Annual Meeting Proceedings;2006, pH1 

    Few areas of management development have generated more passionate recent discourse than force-ranking performance management systems. Unfortunately, while strong and well articulated arguments have been put forth on both sides, little empirical research has emerged to inform the debate....

  • Are you a rock star? Or are you in the band? Gitomer, Jeffrey // Inside Tucson Business;6/30/2008, Vol. 18 Issue 4, p11 

    The article offers tips on how to become an effective sales person. Several factors can contribute on being a successful salesman including hard work, dedication for the job and determination to achieve the goals set for the work. An established sales person applied all the disciplines needed to...

  • Effects of Goal-Setting on Performance and Job-Satisfaction. Ivancevich, John M. // Journal of Applied Psychology;Oct76, Vol. 61 Issue 5, p605 

    A field experiment was conducted to compare participative, assigned, and no- training (comparison) goal setting groups. A group of 37 sales personnel were trained in participative goal setting. Another group of 41 sales personnel were given training in assigned goal setting. A third group of 44...

  • Reignite your passion for sales. Jensen, David G. // Sell!ng;Apr2004, p3 

    Explains that passion is necessary in setting up sales goals. Need for passion in making a company's mission statement; Cost of setting up sales goals; Factors that a salesperson may have to sacrifice in order to achieve sales goals.

  • Becoming an Inner Winner in Your Sales Career. Singer, Jack // American Salesman;Jun2010, Vol. 55 Issue 6, p3 

    The article offers tips on how to train sales people. According to the author, it is important for sales people to prevent negative messages about themselves from entering their minds as this can relate to stress that can be seen physically. He suggests that it is advisable to encourage sales...

  • Motivate Change. Lytle, Chris // Sales & Service Excellence Essentials;Jun2006, Vol. 6 Issue 6, p16 

    The article offers the secret to motivating change in salespersons. The author stated that closing a sale is the most motivating thing that can happen to a salesperson, and that permanent change or new skills cannot be provided by speech or training sessions and making affirmations. Employers...

  • No short circuit to top performance. Dwyer, John // Works Management;Sep2007, Vol. 60 Issue 9, p24 

    The article offers information on how manufacturers in Great Britain select and measure key performance indicators that keep customers satisfied. The author believes that aside from having a good profit and cash flow, acknowledging customer satisfaction is an important factor for manufacturers...

Share

Read the Article

Courtesy of THE LIBRARY OF VIRGINIA

Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics