sales management - Why The Best Are Better

Most sales managers don't really function in that capacity at all. The vast majority are nothing more than supersalespeople with their own house accounts, their own territories, and an overwhelming concern for solving their customers' problems rather than addressing the needs of their salespeople.

Dirk emphasizes the role of the sales manager as a coach - with discipline, challenge, a requirement for upgrading the skills, and goal attainment of the sales team. Based on Dirk's best selling book Sales Management: Why the Best are Better, the information provided will produce a very effective, competitive, motivated, and competent team.

Sales representatives can be motivated and this content-filled program provides the techniques, tools, concepts, management skills, systems, and standards for effective leadership of the sales team.

This program is divided into four interrelated parts, each planned as a one to one-and-a-half hour segment. They may be presented individually or as part of a full day's program.

Part One - Defining Sales Management's #1 Job Priority

• The most significant challenge facing the sales team - it is not the competition or the economy!
• The sales crisis - the void of sales management.
• Three steps to continued improvement.
• The four profiles of sales management; The Non-Manager, The Policeman, Clark Kent, The Coach

Part Two - Establishing Non-Negotiable Standards

• Generating buy-in from the sales team
• Developing a sales strategy
• Communicating expectations and standards
• Role models and mentors

Part Three - Measuring Progress Towards Standards

• "If anything is a surprise in the annual performance review, it is the sales manager, not the sales representative who should be terminated."
• The Performance Guide and Productivity Checklist
• Discipline for non-performance without the use of FEAR.
• Management Continuity and insuring the sales representative is informed as to how they are doing on the job.

Part Four - Coach and Train

• Ten phase field readiness training program
• Representative motivation through the appropriate management mix.
• Challenging the sales representative to compete against themselves.
• Curbside coaching methodology.

Beveridge Think

"It is the job of the sales representative to uncover the customer's needs; it is the sales manager's responsibility to discover the salesperson's needs. We must coach and train, coach and train."