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"Managing the Sales Force was a smashing success for our managers. This is one of the most exciting ventures for our entire group in our sales training history."
Executive VP, Sales
Beveridge Institute of Sales and
Sales Management
Managing the Sales Force
Executive, and line managers alike will discover how to improve sales productivity and performance with the Beveridge Sales Management System. Managers learn the key elements for leading, motivating, and developing a top-notch customer-focused sales team. Participants will work long and hard in these three-and-a-half days, and when they return they will be the leader and the manager of the sales team they always wished to be. Here is just a sampling of the superior content and material that will be covered.
Management Objectives
A proactive posturing by sales management mandates the quantifying and qualifying of sales management objectives. Simplistic revenue generation cannot be the sole objective. In reality, sales management must meet at least twelve specific objectives through the activities of their sales team.
Sales Representative's Needs
Selling successfully today requires that we identify and satisfy the customer's needs. If sales management is to meet their objectives, it will only be done once we clearly understand the five basic fundamental needs of our salespeople, and put into place management systems which ensure we meet these needs.
Representative Selection Process
Management is doomed to failure if we don't have the right people on the team. This critical component of managing the sales team must be an ongoing, never ending process due to the management rule: if the only time you look for a salesperson is when you need a salesperson, you will always have substandard salespeople.
Standards of Performance
Management can't legislate productivity. Developing and communicating minimum standards of performance must be a bottom-up process which generates the needed buy-in from the sales team. Assisting the sales team by introducing a sales strategy process and then effectively communicating what is expected, while defining accountabilities and minimum standards, is mandatory.
Performance Measurement
Salespeople want to know how they are doing on the job, yet over half will tell you they do not know what their manager thinks of their overall performance. The fact is, if anything is a surprise during the annual appraisal, it is the sales manager and not the salesperson who should be terminated.
Coaching
You know you have an ineffective sales manager when they spend more days in the office and/or in meetings than they do in the field coaching the sales representative. The world's top producing sales managers have prioritized the development of their people over all other accountabilities; and, as a result, will trend towards spending 60-80 percent of their time in the field coaching, training, and developing the salesperson.
Discipline for Non-Performance
Your people will follow policy for exactly 3-4 weeks. They then will test the system. Whenever you are in an environment where there are no disciplines for non-performance, you always have declining standards. Developing a crises to perform in your salespeople requires the continual, laborious, and unrelenting discussion of established minimum standards.
Management Work Plans
Pilots have flight plans. Teams have game plans. CEO's have strategic plans. It only makes sense that sales managers have work plans. The planning effort should be centered around sales management's #1 job priority–in the field coaching–not administrative duties. Predictability is the key to sales management's effective work plans.
Management Work Habits
Seventy hour work weeks, working every weekend, and taking no vacation time, are all signs of a sales manager who is out of control. Managing your time in order to make time to renew yourself is critical for success.
Motivating the Sales Team
Of course money is a motivator, but it is not the only motivator. Every sales organization right now has someone who could leave and immediately earn 20 percent more. They stay because other needs are being met. Sales representatives can be motivated, but only through the proper management mix.
Challenging the Sales Team
Ensuring that your people are in a constant state of challenge is not as simplistic as posting monthly sales results. In fact, most monthly postings and incentive contests do the opposite of what they were intended to do. Rather than challenging, they often act as a demotivator because they have representatives competing against each other rather than against themselves.
Continued Improvement
Status quo is not acceptable in today's marketplace. To generate ongoing improvement from your salespeople, three steps must be put in as standard operating procedure.
Managing the Sales Force and Selling Professionally Successfully are unlike any other professional development opportunities available today. The Institute's Executives-In-Residence, systems orientation, and challenge guarantees a focused and results oriented team and a superb return-on-investment with your registration. Without question, the Institute makes its three-and-one-half day conferences the choice of sales executives around the world.
[Beveridge Institute] [Managing the Sales Force] [Selling Professionally Successfully] [Executives-In-Residence] [Systems Orientation] [How the Best Get Better] [Focused and Results Oriented Team] [Registration]
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