- Sales Management -Creating an Effective Sales-Management Program
To be truly effective and follow best practice involves focus, process, discipline and accountability. The sales team at most companies consist of all the individuals involved in the sales/marketing channel that serves the end user. Ideally, it should be a coordinated network, with strong alignment of individual activities with focus on objectives, process for continuous improvement, discipline toward utilizing best practice throughout the sales process and accountability for performance at all levels. - Sales Management -- From a Patch of Dirt to Territory Fluency
When I carried a bag, sales territories were defined geographically. Of course, that was in the old days. My daughter calls it the days of Black & White Television. - Fighting the Irrational Ghosts of New Account Development
Using field sales reps for cold calling is the most costly of all sales strategies used in the distribution industry. Field sales reps and their managers value face-to-face time with customers and prospects. Their goal is to increase in-person contacts. Cold calling and lead qualification by the field sales force is a costly, low return on investment exercise.In the past several months, Sales Managers and field sales people have asked the question --- “who should really be responsible for cold calls (prospecting) and for qualifying leads?” One sales manager asked if we could train their field sales force on making cold calls over the telephone. I suggested that this may not be the best use of the field sales person’s time? - Consistent Sales Success Requires Passion
Nowadays, salespeople must be problem solvers able to generate solutions for customers in their time of need. Therefore, they must possess a great deal of knowledge about your customers' business. They must actually define what those needs are because the customer may not know, nor take the time to explain if they do know. Customers want you to have the knowledge and intelligence to comprehend and analyze their problems before showing up at the door. Customers will listen and buy from the salesperson that finds the "pain" and takes it away.” - Are You Proud to be a Salesman
Almost universally, many people have negative stereotypes about selling. These stereo types include thoughts of selfish deception, fast talkers, little integrity and people actually cringe at being sold something. Today’s predominate school of thought in sales is "stop trying to sell the customer," instead learn how to "help them buy" something by becoming a total solution provider. Becoming a solution provider means solving a problem even if the solution doesn’t involve the purchase of your product. This is often a hard pill to swallow. - Reaching Star Status in Sales
Being number one on your sales team just isn't that difficult. Salesmanship is a learned skill. You can perfect that skill. Yes, it does help to have an outgoing personality, high self-esteem and an ego. But, these attributes alone won’t make you successful. Confidence in yourself, confidence in your products and confidence in your company is a key ingredient. The only way to gain this kind of ultimate confidence is by attaining knowledge. Study your products, understand your value propositions and understand what your competitive advantage is. - When a Cold Call Isn't a Cold Call
Just the term "Cold Call" has threatening, wasteful connotations in my mind. Yet, every sales person has to make this kind of call sooner or later. Most sales people would rather have bamboo shoots stuck under their finger nails than make cold calls. The reason is simple, "Cold Calling" carries with it an extremely high rejection rate. And, even though as professional sales people we realize that rejection is part of building our sales success, that doesn’t mean we like it. Cold calling may be the sales tactic that gets no respect. But it really can work -- if you do it right. Stop thinking of such calls as "cold" in the first place. "Qualification" is a more accurate description. Don't forget, plenty of research is necessary before reaching for the phone to set up that in-person qualification call. - Tough Reprimands -- How To Handle That One On One Discussion With A Sales Person
What do you do when one of your sales people just isn't performing up to standards? The key to answering that question is determining the cause of the non performance. Start by reviewing the obvious. A sales person must have adequate tools, resources and leadership to maximize their effectiveness. The review process is a critical component of sales effectiveness. This review should occur monthly for regularly performing sales representatives (reps) and even more frequently for those reps that are under performing. This review enables the sales manager and the sales representative to discuss, plan and measure success. In addition to possessing and capitalizing on certain natural talents and traits, the review process should encompass the following issues: - The Dirty Little Secrets Of The Failure To Leverage The Inside Sales – Customer Service Potential
How can the distributor take advantage of existing relationships between Inside Sales/Customer Service personnel and customers? This age-old question has caused managers to implement a variety of approaches in the attempt to tap perceived potential, but many fail and the question persists. Why? Most firms do not have adequate measures installed to determine who does what within an Inside Sales/Customer Service group. For lack of measures, it is not possible for management to define department productivity or level of activity much less individual productivity. - The Myth of the Working Sales Manager
Sales managers are often promoted and then expected to continue to handle their most lucrative accounts. This decision is often made by management for the fear of losing major accounts. The new sales manager hardly ever protests as it is an affirmation as to his worthiness and ownership of those accounts. These decisions leave little time for coaching their sales teams or strategizing about future sales initiatives. Field sales people may end up with the perception that their personal growth potential may be limited. - The Sales Management Leadership Quiz
Finding the right person to fill the sales management role is a common quandary in most businesses. It can be especially challenging when a decision is based strictly on sales territory performance without regard for the specific skill sets required to lead a sales force. Deciding on the right sales person to promote to sales manager can become a difficult and risky decision..It is an indisputable fact that different skill sets are required to become a successful sales manager as compared to being a successful sales person. Selling is a profession that requires professionals. Managing a group of professionals with the type of personalities required to succeed in sales is no easy task. Yet, in my humble opinion, it is probably the most important management position you can hold in a company. Sales management holds the key to meeting company objectives. Effective sales management builds the platform for success. Sales people are not the easiest group in the company to manage. If they were they would not be sales people. Selling is not easy. It takes a special talent, self motivation, self discipline, a passion to succeed and the ability to accept rejection. - Sales Effectiveness Guidelines for Taking Over a New Territory
Sales professionals are high-energy, fast-thinking, opportunistic people. If they are good, they often shoot from the hip and take calculated risks. They can be called mavericks and that's a good thing. It takes a little "maverick" in the blood to be effective in the world of professional sales. Most are willing to try anything that offers the potential for a fast boost, a quick sale, increased value, or the strengthening of their relationship with their customer. Too often, however, this quick fix mentality reduces the long-term focus and discipline of the sales force. This can be especially true for a new sales person or a sales person taking over a new territory.
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