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Principles of sales leadership spm

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The first in a series of sales leadership presentations. This presentation discusses the importance of a sales process and what a sales process really is.

The first in a series of sales leadership presentations. This presentation discusses the importance of a sales process and what a sales process really is.

Published in: Business, Education

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  • 1. Principles of Sales Leadership
    Sales Process and Methodology
    David W. Keelan
    April 2011
  • 2. Why this presentation?
    You might be surprised to learn that many sales organizations (even Fortune 100s) do not have a formal sales process. To a sales professional and sales leader this would be absurd and you would be right.
    A sales process is critical to most functions of a sales organization.
    Failure to implement a process is an invitation to mediocrity or worse.
  • 3. What is a sales process
    A methodology that defines the steps of the sale.
    It is customized based on the unique variables of:
    Product and/or service
    Company
    Culture
    Tools
    Senior Leadership
    Market
    Customer
  • 4. Elements of a Sales Process
    The funnel
    Sales cycle
    Prospecting and activity
    Qualifying opportunities
    Customer Decision Cycle
    Funnel Audits
    Training and Development
    Performance Management
    Culture
    Consistency
    Leading Indicators
  • 5. The Funnel
    A sales cycle is often illustrated as a funnel.
    It is not the whole process.
    It is only the numbers
  • The Sales Cycle
    Defines the steps of a sale
    Must be aligned with the customer’s decision making process
    Tracks leads and opportunities
    As a leading indicator it informs the rep and management if there are enough leads and opportunities to meet and exceed goals
    Can the representative explain why each opportunity is an opportunity and why it is in that stage.
    This is actionable data
  • 16. The Funnel
    Are their enough leads and opportunities
    Is the rep producing enough activity
    Is it understood how to define a qualified opportunity
    Is it real
    Are we speaking to the decision maker/s (people in the know)
    Is their a need/problem
    Is their a solution you can provide
    Is their a better solution
    Who else is trying to meet the need or fix the problem
    Is their a desire to fix the problem
  • 17. Making a Decision
    Do we understand how the customer makes decisions?
    Who makes the decision
    Who influences the process
    Who sets the budget
    Is there a budget?
    Is there a time frame
  • 18. Funnel Audits
    It is important to ensure that everyone understands the sales process for an effective one on one funnel audit.
    A sales manager must be able to conduct an effective audit based on the company sales process and methodology
    Are all opportunities in the funnel
    Are the opportunities real
    Are their enough opportunities to meet future goals
    Can the rep defend the sales cycle
    Can the rep defend the forecast
    Identify issues
    Ask the right questions
  • 19. Training and Development
    Funnel Audits will reveal:
    Training and development opportunities
    Sales skills
    Qualifying
    Closing
    Forecasting
    Performance Issues
    Adequate prospecting and other sales activity
    Marketing Effectiveness
  • 20. Culture
    The entire organization must be trained in the sales process
    Reps
    Managers
    Directors
    Executives
    HR
    A sales process that is not enforced at every level is not a sales process
    Reps and Managers must have clear expectations
    Managers must have the support of leadership to ensure:
    Buy in at the rep level
    Compliance
  • 21. Consistency
    An effective and adaptable sales process and methodology ensures consistency across sales teams
    A leader can review the funnel and a forecast understanding which questions to ask
    Clear expectations are set across the organization
    Assists in training and on boarding new employees
    Every stakeholder will learn to understand the funnel and trust the forecast
  • 22. Leading Indicators
    Sales and Revenue Forecast
    Proper sales activity
    Future training needs
    Performance Management
    Turn over
    Capital and operating budget requirements
    Inventory forecast
    Work Force Management requirements
  • 23. Principles of Sales Leadership
    Sales Process and Methodology
    David W. Keelan
    April 2011

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