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	<title>salesmology.com    . : uniquely simple sales management</title>
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	<link>http://salesmology.com</link>
	<description></description>
	<pubDate>Thu, 11 Dec 2008 21:33:47 +0000</pubDate>
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		<title>Prescription: Strategic Planning</title>
		<link>http://salesmology.com/2008/12/11/prescription-strategic-planning/</link>
		<comments>http://salesmology.com/2008/12/11/prescription-strategic-planning/#comments</comments>
		<pubDate>Thu, 11 Dec 2008 21:29:09 +0000</pubDate>
		<dc:creator>salesmologist</dc:creator>
		
		<category><![CDATA[Desire]]></category>

		<category><![CDATA[Focus]]></category>

		<category><![CDATA[Organization]]></category>

		<guid isPermaLink="false">http://salesmology.com/2008/12/11/prescription-strategic-planning/</guid>
		<description><![CDATA[At least that&#8217;s what I thought, originally.  What I&#8217;ve learned in the past two months (relearned I should say; knew it, forgot it, hard headed - dang it) is that the act of planning is not intuitive and doesn&#8217;t come easy.  You have to MAKE YOURSELF or your team members do it.
BUT (big but) once [...]]]></description>
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		</item>
		<item>
		<title>Rocket with Tiny Fins</title>
		<link>http://salesmology.com/2008/10/26/rocket-with-tiny-fins/</link>
		<comments>http://salesmology.com/2008/10/26/rocket-with-tiny-fins/#comments</comments>
		<pubDate>Sun, 26 Oct 2008 23:46:29 +0000</pubDate>
		<dc:creator>salesmologist</dc:creator>
		
		<category><![CDATA[Focus]]></category>

		<category><![CDATA[Goals]]></category>

		<category><![CDATA[Organization]]></category>

		<guid isPermaLink="false">http://salesmology.com/2008/10/26/rocket-with-tiny-fins/</guid>
		<description><![CDATA[Here&#8217;s an example of a communication to a high performing national accounts management sales team.  It is a group of highly charged, well-intended experts who haven&#8217;t yet discovered the power of a solid plan.  Over the coming months, we will follow their progress as their &#8220;next level&#8221; is discovered.
 &#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;
The below diagram will serve as the [...]]]></description>
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		</item>
		<item>
		<title>Move the Finish Line forward</title>
		<link>http://salesmology.com/2008/10/20/move-the-finish-line-forward/</link>
		<comments>http://salesmology.com/2008/10/20/move-the-finish-line-forward/#comments</comments>
		<pubDate>Mon, 20 Oct 2008 20:51:13 +0000</pubDate>
		<dc:creator>salesmologist</dc:creator>
		
		<category><![CDATA[Compensation]]></category>

		<category><![CDATA[Desire]]></category>

		<category><![CDATA[Focus]]></category>

		<category><![CDATA[Goals]]></category>

		<guid isPermaLink="false">http://salesmology.com/2008/10/20/move-the-finish-line-forward/</guid>
		<description><![CDATA[In order to accomplish beating a pre-defined goal for a set period, think of the impact of &#8221; purposely tricking yourself and your team&#8221; such that you make your goal for the entire timeframe in a shorter period of time.  I&#8217;ll explain how, with the following numbers as an example - a 12 month period [...]]]></description>
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		</item>
		<item>
		<title>Incentive Prediction Modeling</title>
		<link>http://salesmology.com/2008/10/04/incentive-projection-modeling/</link>
		<comments>http://salesmology.com/2008/10/04/incentive-projection-modeling/#comments</comments>
		<pubDate>Sat, 04 Oct 2008 19:10:26 +0000</pubDate>
		<dc:creator>salesmologist</dc:creator>
		
		<category><![CDATA[Compensation]]></category>

		<category><![CDATA[Desire]]></category>

		<category><![CDATA[Goals]]></category>

		<guid isPermaLink="false">http://salesmology.com/2008/09/04/windshield-versus-rearview-mirror/</guid>
		<description><![CDATA[Prediction begets Performance
It&#8217;s a matter of  knowing where you&#8217;re headed and being excited to get there.  An incentive compensation prediction modeling (IPM) tool helps in that it enables each sales person to project their earnings forward based on where they see themselves perform.  You know how professional athletes &#8220;see themselves&#8221; excelling BEFORE [...]]]></description>
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		</item>
		<item>
		<title>Measure = Focus = Results</title>
		<link>http://salesmology.com/2008/09/28/measure-focus-results/</link>
		<comments>http://salesmology.com/2008/09/28/measure-focus-results/#comments</comments>
		<pubDate>Sun, 28 Sep 2008 01:47:12 +0000</pubDate>
		<dc:creator>salesmologist</dc:creator>
		
		<category><![CDATA[Compensation]]></category>

		<category><![CDATA[Focus]]></category>

		<guid isPermaLink="false">http://salesmology.com/archives/19</guid>
		<description><![CDATA[You&#8217;ll find a recurring theme in successful revenue generation teams. They have an unrelenting focus on the most essential aspects of their jobs. The actual, particular list of things which receive the focus differs from company to company but the degree to which distractions from the goal are allowed does not. Simply nothing can distract [...]]]></description>
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		<item>
		<title>Reflect the heat</title>
		<link>http://salesmology.com/2008/08/20/reflect-the-heat/</link>
		<comments>http://salesmology.com/2008/08/20/reflect-the-heat/#comments</comments>
		<pubDate>Wed, 20 Aug 2008 20:04:08 +0000</pubDate>
		<dc:creator>salesmologist</dc:creator>
		
		<category><![CDATA[Compensation]]></category>

		<category><![CDATA[Goals]]></category>

		<category><![CDATA[Leadership]]></category>

		<category><![CDATA[Structure]]></category>

		<guid isPermaLink="false">http://salesmology.com/archives/24</guid>
		<description><![CDATA[Employees not performing like you need, but&#8230; &#8220;You can&#8217;t stand in the heat long and often enough to drive out wrong behavior.&#8221;
Sales managers lacking backbone and&#8230; &#8220;The pain of positive change is greater than the pain of staying the same and you don&#8217;t like pain.&#8221;
Ever been told either of these things? Or have you ever [...]]]></description>
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		<item>
		<title>Numbers Tell The Tale</title>
		<link>http://salesmology.com/2008/07/12/numbers-tell-the-tale/</link>
		<comments>http://salesmology.com/2008/07/12/numbers-tell-the-tale/#comments</comments>
		<pubDate>Sat, 12 Jul 2008 07:58:19 +0000</pubDate>
		<dc:creator>salesmologist</dc:creator>
		
		<category><![CDATA[Focus]]></category>

		<category><![CDATA[Goals]]></category>

		<guid isPermaLink="false">http://salesmology.com/2007/10/12/numbers-tell-the-tale/</guid>
		<description><![CDATA[If you want to drive behavior in your team to achieve a particular result, the measurement system being used to record those results must be precisely designed to display progress toward solely that goal.  Don&#8217;t complicate things by including more information than is absolutely necessary.  Clutter creates confusion and lack of focus.

Determine exactly [...]]]></description>
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		</item>
		<item>
		<title>ROI of a Sales Person</title>
		<link>http://salesmology.com/2008/06/25/roi-of-a-sales-person/</link>
		<comments>http://salesmology.com/2008/06/25/roi-of-a-sales-person/#comments</comments>
		<pubDate>Wed, 25 Jun 2008 16:38:17 +0000</pubDate>
		<dc:creator>salesmologist</dc:creator>
		
		<category><![CDATA[Compensation]]></category>

		<category><![CDATA[ROI]]></category>

		<category><![CDATA[Sales - general]]></category>

		<guid isPermaLink="false">http://salesmology.com/2008/01/25/roi-of-a-sales-person/</guid>
		<description><![CDATA[ROI of a sales person, the revenue generation expectations relative to their compensation, can vary depending on factors such as:

Industry and state of the market;
Product and/or Service Margin;
Sales Cycle (length of time from discovery-to-close);
Payment Terms

But the company&#8217;s return on their investment in a sales person should always be a defined expectation, understood clearly from the [...]]]></description>
		<wfw:commentRss>http://salesmology.com/2008/06/25/roi-of-a-sales-person/feed/</wfw:commentRss>
		</item>
		<item>
		<title>He who asks, wins</title>
		<link>http://salesmology.com/2008/05/02/he-who-asks-wins/</link>
		<comments>http://salesmology.com/2008/05/02/he-who-asks-wins/#comments</comments>
		<pubDate>Fri, 02 May 2008 17:47:23 +0000</pubDate>
		<dc:creator>salesmologist</dc:creator>
		
		<category><![CDATA[Sales - general]]></category>

		<guid isPermaLink="false">http://salesmology.com/archives/23</guid>
		<description><![CDATA[One of the most common mistakes that sales people and their managers make is focusing on what they will &#8220;say&#8221; to a prospect. If the prospect objects to price, then we say why it is justifiable because of our superingenious technological&#8230; If the prospect says that he&#8217;s considering using company X, then, you explain how [...]]]></description>
		<wfw:commentRss>http://salesmology.com/2008/05/02/he-who-asks-wins/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Great Expectations</title>
		<link>http://salesmology.com/2008/04/04/great-expectations/</link>
		<comments>http://salesmology.com/2008/04/04/great-expectations/#comments</comments>
		<pubDate>Fri, 04 Apr 2008 17:47:22 +0000</pubDate>
		<dc:creator>salesmologist</dc:creator>
		
		<category><![CDATA[Focus]]></category>

		<category><![CDATA[Goals]]></category>

		<category><![CDATA[Leadership]]></category>

		<guid isPermaLink="false">http://salesmology.com/2007/08/04/great-expectations/</guid>
		<description><![CDATA[
What is measured is what is effected.
Expectations will only be met if clearly understood.
Performance becomes great when vision becomes clear.

Stephen Covey, Zig Ziglar, Ken Blanchard - all the greats - proclaim the truth and it is so.  Not because they have said so but because it just is.  So great, now what?  [...]]]></description>
		<wfw:commentRss>http://salesmology.com/2008/04/04/great-expectations/feed/</wfw:commentRss>
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