A sales force is usually the most expensive part of a company’s go-to-market spending, and the part most often designed by inertia rather than deliberate choice.

This book works through sales force design and management as a connected sequence of decisions: aligning structure with business strategy, a complete worked method for sizing a sales force from the ground up, designing key account programs, understanding the salesperson’s role as a structural boundary position, and the management disciplines of recruitment, compensation, training, and evaluation.

Written for the person who has to design or manage a real sales organization, not simply study sales management as an academic subject.