Other Alerts

How to Grow Sales by 15% or More, Without Adding Resources, New Products or Services, or Any Special Pricing
(rev. August 2007)

Measurement... A Growing Need Due to Complex Markets and Sales Processes... The Secret Weapon of Most Highly Effective Sales Organizations
(rev. January 2007)

Account Targeting: If Companies Are So Customer Centric, Why Don't They Know Who Their Customers Are?
(rev. December 2006)

How to Grow Sales Through Fact-Based Sales Analysis
(rev. August 2006)

Why Does Channel Conflict Exist and What Can Be Done to Minimize It?
(rev. March 2006)

EPSSM Survey Results: Goal Setting has Become Much More Aggressive Since 2003
(May 2005)

SalesFacts™ Survey: The 2004 & 2005 Growth Imperative
(May 2005)

Granular Customer Research Is the Cornerstone of Go-To-Market Sales Success
(January 2004)

The Deadly Sins of Sales Management
(July 2003)

Y&A Research Shows the Trend of More Pay for Performance Continues
(April 2003)

Most Financial Institution's Structures Are Barriers to Sales Growth – Especially with Affluent Customers
(February 2003)

Sales Culture – When to Love it, When to Loathe it and How to Change it
(December 2002)

Struggling to Set 2003 Corporate Sales Budgets and Sales Goals in a Post 9/11 Economy?
(September 2002)

Why Most Companies' Post-Merger Sales Results are Often Abysmal
(September 2002)

Sales Teams and Specialists -- Why So Many Companies Use Them and When They Should Be Used
(May 2002)

Three Sales Growth Opportunities Most Organizations Today Have Within Their Grasp
(May 2002)

Sell Solutions Instead of Products and Services to Improve Margins
(February 2002)

Harvard Business Review Article – Avoid the Four Perils of CRM
(February 2002)

Trends Observed in High-Growth Sales Organizations
(November 2001)

The Role of CEOs and High Growth Sales Organizations
(November 2001)

Setting Sales Goals: Research and Insights Show Over-Goaling Sales Organizations Is Not a Smart Management Choice
(August 2001)

2001 Survey Key Findings: European Sales Management and USA Sales Management Are Becoming Increasingly Alike
(August 2001)

Growing Sales in 2001: It's Money, Money, Money... Sales Incentive Compensation, That Is
(May 2001)

CEOs as Leaders of the Sales Organization: Effective Sales Organizations Have CEOs Who Are Deeply Involved with Them and Are Highly Supportive
(May 2001)

2001 Survey Key Findings: New Sales Issues in Goalsetting, Overlay Sales Forces and E-Commerce
(May 2001)

Growing Sales in 2001: To Improve Sales, You Do Not Have to Spend Mega-Bucks on Technology
(March 2001)

To The Boss: Marketing, Manufacturing, Finance and HR All Have Significant Support, But Not Sales Managers... Why Not???
(March 2001)

Sales Effectiveness Executive Workshops and Speaking Engagements
(January 2001)

How to Thrive in a Soft 2001 Sales Economy. "It Won't be Easy, But Hey That's Why You're Paid the Big Bucks, Right?"
(January 2001)

Sales and Marketing Management Magazine's Latest Survey Findings on E-Commerce
(January 2001)

Managers Often Gain Dramatic Sales Effectiveness Improvements of 20% or More by Simply Restructuring and Redeploying Their Existing Sales Resources
(October 2000)

Big Potential Sales Payoffs (or Disasters) Are the Result of Sales Channel Choices
(October 2000)

E-Commerce's Impact on Sales Organizations
(August 2000)

Beware of IT Practices Masquerading as E-Strategy or Strategy Consultants
(August 2000)

Sales & Marketing Management Alerts

Alert at a glance:
The Deadly Sins of Sales Management (July 2003)

Companies significantly harm their sales effectiveness when they commit the "deadly sins of sales management." If these sins remain unrecognized, they can lead to turnover, lost profits, and a demoralized sales force. In this alert, we describe five deadly sins of sales management, their implications to the organization and solutions to correct them.

The take-away
CEOs, Presidents, and Sales Leaders frequently and unknowingly contribute to the deadly sins of sales management. Today’s competitive environment allows little room for such mistakes. By being aware, management can take steps to avoid making such costly, sales-effectiveness mis-steps and improve their organization's sales and profit performance.
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