Sales Force Management - Richardson Management Pty Ltd

Sales Force Management

Sales Force Management

Sales teams are under a lot of pressure to make sales without giving away margin, to exceed customer's expectations by adding value and to be more productive. A good sales manager can do wonders to improve the motivation, skills, strategies and performance of an average sales person. Conversely, a mediocre sales manager can put a big dent in the effectiveness of quite good sales people.

Sales management today is a complex and multi-faceted role. In the knowledge and information age, managers need to be leaders and coaches as well as organisers and controllers. There is a need to balance leadership with management, creativity with control and people with output. The information age executive needs to "create the how" by facilitating people and processes via enlightened 360 degree leadership with a strong customer orientation.

Sales Training

The methods used in the past to manage and control people are no longer applicable in the Information Age today where Gen X/Y do not respect authority and are taught to question everything.

How often do you hear the phrase "people are our greatest asset"? This often used saying has become something of a cliché of modern life, it is also a paradox since, although it is undoubtedly true, most organisations fail to put into place strategies for recruiting, effectively managing and most importantly RETAINING high performers. Talented sales people want to work in an environment where they are stretched, challenged, developed and supported. Where they can improve their skills and knowledge and grow. Recruiting, retaining and keeping motivated sales talent is the battleground for companies nowadays.

Emotional intelligence (EI) is at the heart of leadership, and effective managers understand that it is our EI as well as our IQ that will ultimately determine how successful we are in business. Listening, empathy, rapport, giving constructive feedback to modify behavior, positive attitude, optimism, conflict resolution, understanding personality styles (our own and others) even temperament, team spirit, trust, influencing, etc. need to be part of the modern day (information age) managers skills repertoire.

One of the toughest challenges facing managers and executives today is to make every hour of the day count for more. Challenging economic conditions and a highly competitive commercial environment have made efficient and profitable use of time essential for survival. Working harder and longer is not the answer. Time management, prioritisation, delegation, planning and having a healthy work - life balance is essential for success.

Our group or individual coaching covers these topics:

The changing role of a sales manager

The modern day sales manager;

Trends in sales management;

What are the KPI's and priorities for a modern sales manager;

Finding the balance between managing/controlling and leading/coaching

Session Goals - Participants will gain an understanding of the changing role of a sales manager today and the move from driver/controller to leader/coach and the top priorities for a modern day sales manager.

Strategic sales force management

Marketing and relationship to the sales force;

Strategic planning for sales managers;

Strategies for managing major “key” customers

Session Goals - This session examines the relationship between sales and marketing, the need to develop plans and strategies for key account customers and important strategic issues facing sales managers in today's competitive global marketplace.

Getting top sales people on to the team - No 1 priority

Identifying attributes of top sales people;

How do you find top salespeople;

Recruitment and selection strategies and techniques;

Interviewing techniques and skills

Session Goals - The No I priority for a manager is to get the right people on the team. This session examines the qualities of top sales people and what to look for as well as developing strategies for finding and attracting the right people - eagles don't flock!

Modern leadership skills - best practice

Industrial Age vs Information age;

Trends in leadership of teams in modern organizations;

Identify your own management/leadership styles;

How to inspire and lead vs manage a sales team;

New generations (Gen X & Gen Y) - how to manage

Session Goals - The way we manage people has changed significantly. In the "Industrial Age" the focus for managers was on "controlling the what" i.e. machinery, employees, factories, resources etc... Today's manager needs to focus on "creating the how" by facilitating people and processes via enlightened leadership, on the job coaching and a strong customer orientation. Participants will gain an understanding of the various leadership styles and when to use. They will also discover their own natural or inherent leadership style and strengths/trouble spots.

Motivation

Factors shaping sales force motivation and morale;

Motivational theory and principles;

Selecting effective and practical motivational tools

Session Goals - Participants will examine what motivates sales people and how to get the most from your team. A good sales manager, using the right knowledge and skills, can inspire team members to do much more than they would otherwise do on their own.

Team Building

What makes a team work - creating a winning team;

Effectively running sales meetings;

Team selling - how to get people to work better together as a team

Session Goals - Participants will gain an understanding of exactly what makes a team work. How can a leader encourage team work that achieves exceptional results? Team selling is becoming more important nowadays especially in key account management. Learn from examining winning sports coaches.

Cost Management

Sales Department budgeting;

Implementing SFA - Sales Force Automation - consideration, benefits and challenges;

Strategies to manage costs by analyzing sales calls;

Territory management - maximizing effectiveness of territories;

Shifting product or market emphasis;

Reallocation sales force size and reallocating time

Session Goals - This session will examine methods of controlling costs using case studies, and identify the best ways to effectively manage the budget.

Planning and processes

Forecasting sales;

Setting sales targets;

Sales Pipeline – sales processes;

Assessing an individuals performance

Session Goals - Participants will understand that while a sales manager needs to lead and coach they also need to manage and control. It's a balance! This session covers methods and processes to assess an individuals performance, establish sales targets and implement performance management programs.

Managing and coaching “modern” selling processes

Differences between "traditional" selling and "modern" selling;

Understanding the principles of modern selling;

If you can't do it, you can't teach it!

Practical exercises to coach "solution" selling;

Role play activities

Coaching for successful results – preparing others to succeed

Reinforce the shift in management style from driving/controlling to leading/coaching;

Understand the need for a sales manager to be an on the job performance coach;

How much coaching should a sales manager do?

Understand that the first step in coaching is mastery of the task;

Recognising a coaching opportunity;

Examine benefits of and barriers to coaching;

Proactive vs reactive coaching;

Planning and preparing to coach;

Practical step by step guide to on the job coaching - critical for toady's manager/leader;

Identify when to tell and when to ask;

Self management of skills development - putting the onus on the sales person to be responsible for development

Session Goals - This session will provide participants with in depth knowledge and understanding of the vast difference between proactive and reactive coaching as well as examining the need for on the job coaching in the sales organisation. In addition to this delegates will be exposed to how a sales manager coaches through interactive small group sessions as well as role play practice exercises.

Performance management – facilitating improved performance

Identify the consequence of not dealing with poor performance;

Modifying unsatisfactory performance;

Managing typically difficult non performance situations;

Four-step process to conduct a meeting with sales person;

Practice in risk free small groups

Session Goals - Unacceptable performance/behavior can contaminate the whole team and effect morale and bottom line. Participants will gain the confidence to confront this very challenging responsibility using a proven four-step process to modify unacceptable performance in a professional and collaborative way.