My Sales Management model

1. © i-snapshot 2009
A sales management blueprint
The 6P’s of field sales management

2. © i-snapshot 2009
The 6P’sis a blueprint(or framework) that leaders of
outside salesteams choose when managing their teams.
Each P is representative of an elementwhich leaders can measure and
influenceto impact the levels of success of effort.
Dependant on the objectivesof the sales team, some P’s are more
relevantthan others………..

3. © i-snapshot 2009
Why would I want to
measure performance?
to reduce recruitment costs to identify
individual training
requirementsto assess the ROI
of training to identify best
practice and replicate
spot under performers quickly
timely and effective training
“We identify ‘master practitioners’ on the team and understand what they are doing
well so that we can coach our average performers and improve their overall
effectiveness of their calls.”

4. © i-snapshot 2009
And why would I want to
measure productivity
levels?
They may not be what
you think they are they
might be too high or too low There may
be “customer” behaviour
variances that should be driven to
accurately cost the effort of a conversion
“We thought our call rates were 5 per day, and we wanted to raise them to 6. We
were really surprised to find out they were only 3 per day! They have now increased
to 5, and sales followed.”

5. © i-snapshot 2009
A view of which products
my teams are focussing
on - why?
to ensure focus is in
line with product
strategyto measure which products
are more or less successful to identify
gaps in product focus to
find out which products salespeople are
favouring from and why
“We found out that certain individuals were pushing our older products, maybe ones
which they felt more confident in, however this wasn’t in line with the new sales
strategy. It was easily rectified, they were brought in for product training and we
resolved this quickly.”

6. © i-snapshot 2009
Which ‘account’ types my
teams are targeting. So
what?
to ensure effort is in line with
company’s growth strategy is
the team cold calling or farming existing
accounts Are individuals
spending time on small
accounts rather than major
accounts Are customers being
touched as promised
“Our objective is to grow new business, as our customers were spending less, so
our team splits their time 30% account management and 70% new business – I
can only ensure that this is the case by accurate sales reporting”

7. © i-snapshot 2009
Which places my teams
are targeting? What is the
use of that?
to ensure effort is line with
key market segments to
measure which sectors are more or less
successful to identify gaps
in coverage to identify
individuals targeting pet sectors
“Using our existing sales data I’d identified that there were certain sectors that had
a huge amount of potential, that we’d barely touched. To grow the business, our
sales teams needed to spend time targeting these.”

8. © i-snapshot 2009
So why do I need a
view of my pipeline?
To forecast sales identify less
effective parts of the sales process
Identify individual
effectiveness
within the process
to spot future revenue gaps
quickly
“A good pipeline view shows accurate data of individuals and their outcome against
key milestones, which will pinpoint their sticking points, or if they are complying with
the process. Very important when you need to measure the success of new
practices.”

9. © i-snapshot 2009
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