Many executives continue to manage their companies based on management concepts carried over from the organizational structures of Fortune 500 corporations or some business article they read in a trade publication for their industry. In doing so, they stagnate the growth of their firms as they attempt to grow revenue with aging sales management methodologies. Fortune 500 sales management models need discipline and are based on non-shifting industries, rigid markets, and years of established business structure needed to manage pre-programmed budgets and operating markets. They have very detailed job descriptions, budgets, staff positions, line positions, sales forecasts, pay plans, and weekly executive meetings--all based on big companies' business needs to manage by department. However, this management structure often creates friction between the sales department and the other department heads that directly influence revenue generation. Instead of building a successful sales team environment, it builds permanent silos. To be successful in sales management, you need to maximize the investment you have in your current sales team and set a pattern of team management that will help you and future sales team members become more successful. This book is designed for vice presidents of sales or sales managers working in growth directed companies. It provides tactical and strategic information on hiring the right salespeople, setting up metrics, developing effective compensation plans, setting up training programs, determining sales quotas, managing forecasts, managing strategic alliances, and integrating other departments to achieve the highest performance for your company.