Sales Management For Dummies

Sales Management For Dummies
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Книга "Sales Management For Dummies", автором которой является Bellah Butch, представляет собой захватывающую работу в жанре Зарубежная литература. В этом произведении автор рассказывает увлекательную историю, которая не оставит равнодушными читателей.

Автор мастерски воссоздает атмосферу напряженности и интриги, погружая читателя в мир загадок и тайн, который скрывается за хрупкой поверхностью обыденности. С прекрасным чувством языка и виртуозностью сюжетного развития, Bellah Butch позволяет читателю погрузиться в сложные эмоциональные переживания героев и проникнуться их судьбами. Butch настолько живо и точно передает неповторимые нюансы человеческой психологии, что каждая страница книги становится путешествием в глубины человеческой души.

"Sales Management For Dummies" - это не только захватывающая история, но и искусство, проникнутое глубокими мыслями и философскими размышлениями. Это произведение призвано вызвать у читателя эмоциональные отклики, задуматься о важных жизненных вопросах и открыть новые горизонты восприятия мира.

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Sales Management For Dummies®

Published by: John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030-5774, www.wiley.com

Copyright © 2015 by John Wiley & Sons, Inc., Hoboken, New Jersey

Published simultaneously in Canada

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ISBN 978-1-119-09422-7 (pbk); ISBN 978-1-119-09420-3 (epdf); ISBN 978-1-119-09405-0 (epub)

Introduction

“I’d like you to consider taking over as Vice President of Sales.” I can still hear those words ringing in my ears more than 20 years after they were uttered by the man who is my mentor to this day.

At the time, he was president of the company and had called me into his office one afternoon in early 1995. Was I in trouble? Had I done something wrong? He and I had a great relationship, but a closed-door, spur-of-the moment meeting was a bit strange.

“Uh, I’m not sure … are you …” I stuttered and stammered for a few moments trying to let what I had just heard sink in. “I’m not bucking for a promotion right now,” I can remember managing to get out through the hemming and hawing.

“I realize that. But, I want you to take over the entire sales department.”

I’d be lying if I said this wasn’t my goal, but now? I hadn’t even been with the company for a decade yet and had entered below the lowest rung on the ladder. In fact, I couldn’t even see the ladder. I got promoted twice before I found the ladder. I’d only been a division sales manager for a few years at the time.

Being a vice president was part of my goal, but not necessarily this fast.

The tone of his voice let me know this was a bit more than a request – it was a challenge. It was time to get in the game or shrink back to the bench. “I’m really not trying to take anyone else’s job, I’m just trying to do the best I can as a division sales manager.”

His next words let me know it was now or never: “If you don’t do this, I’m going to have to hire someone else who will.” And so began my career in sales management.

I inherited an entire sales department of more than 25 people, most of whom had been with the company or in the industry a lot longer than I had. I took over with no direction, no roadmap, no instruction book, and really no past experience to draw from. To say I was flying blind is an understatement.

If I was going to learn to be a leader, I was going to have to go with gut instinct and make it up as I went. I didn’t have a fall-back plan and failure wasn’t an option. I’d been hired at 21, been made division sales manager at 25, and now, at not even 30, I was being handed the job of managing a sales department generating about $75 million a year in sales.

“Do you think I’m ready?” I asked.

“If I didn’t, we wouldn’t be having this conversation.”



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