Having spent many years in Board level management, it is my considered, but of course unbiased opinion that managing sales is the most demanding of the management disciplines. This is due to the fact that unlike the other management the sales manager has to rely mainly upon just two resources for success: people and information. The people are not only the salespeople directly under sales manager's control, but also those in ancillary departments such as support, administration, marketing, together with valuation, finance and logistics. The necessary information refers to markets, customers, potential customers (prospects), products and competitive activity. Thus, in order to be successful, the Sales Manager must make the best possible use of these resources, particularly the people. The main difficulty faced by most newly promoted sales managers is, that they were promoted because they were good in selling. They now find themselves in the alien world of management and too often without preparation for this new role, resulting in: They often adopt the management style of their own managers, which may not be the best for their situation. The purpose of this book is to help you cross this 'great divide' as quickly and painlessly as possible and to discover the pleasure and satisfaction that can come from managing and leading a happy and enthusiastic team to ever-growing success. Each chapter in the book deals with a specific aspect of management and is based on the experience I have acquired over many years, both: as a manager and through advising a whole range of companies on their sales and marketing developments. I have tried to answer some of the questions that managers often ask and each chapter concludes with exercises to help you think matters through. Suggested solutions to some of these exercises can be found in the appendix.