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NCCET Webinar - Strategies for Creating a Dynamic Sales Team
NCCET Webinar - Strategies for Creating a Dynamic Sales Team
NCCET Webinar - Strategies for Creating a Dynamic Sales Team
NCCET Webinar - Strategies for Creating a Dynamic Sales Team
NCCET Webinar - Strategies for Creating a Dynamic Sales Team
NCCET Webinar - Strategies for Creating a Dynamic Sales Team
NCCET Webinar - Strategies for Creating a Dynamic Sales Team
NCCET Webinar - Strategies for Creating a Dynamic Sales Team
NCCET Webinar - Strategies for Creating a Dynamic Sales Team
NCCET Webinar - Strategies for Creating a Dynamic Sales Team
NCCET Webinar - Strategies for Creating a Dynamic Sales Team
NCCET Webinar - Strategies for Creating a Dynamic Sales Team
NCCET Webinar - Strategies for Creating a Dynamic Sales Team
NCCET Webinar - Strategies for Creating a Dynamic Sales Team
NCCET Webinar - Strategies for Creating a Dynamic Sales Team
NCCET Webinar - Strategies for Creating a Dynamic Sales Team
NCCET Webinar - Strategies for Creating a Dynamic Sales Team
NCCET Webinar - Strategies for Creating a Dynamic Sales Team
NCCET Webinar - Strategies for Creating a Dynamic Sales Team
NCCET Webinar - Strategies for Creating a Dynamic Sales Team
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NCCET Webinar - Strategies for Creating a Dynamic Sales Team

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NCCET Webinar - Strategies for Creating a Dynamic Sales Team. Learn more at http://www.NCCET.org

NCCET Webinar - Strategies for Creating a Dynamic Sales Team. Learn more at http://www.NCCET.org

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  • Jane
  • jane
  • Jim
  • Jane
  • Service oriented background, those that pride themselves on world class customer service. Happy people!
  • Don’t let the business manage you! Your time is precious, where are you spending it and how are you either guiding your team or being a leader on the team?
  • Jim
  • Transcript

    • 1. Strategies for Creating a Dynamic Sales Team
      February 11, 2010
      Presented by
      Jane Whitmore Manager U.S. Education Channel
      James Potantus  Vice President
    • 2. Selling to Business & Industry
      Previous model vs. what’s needed now
      Best practices in selecting sales professionals
      Best practices in managing the team
      Our Objectives
    • 3. Work is different.
      Jobs have changed.
      Has your selection
      system kept up?
    • 4. Yesterday’s RealityToday’s Reality
      Respond to incoming requests
      Department existence supported by college
      Sufficient incoming new business
      Specific needs
      Personal relationships
      Proactive sales efforts
      Department self-sustaining
      Clients deferring to future
      Broader issues
      CRM system (communication)
    • 5. Best Practices in Selection
    • 6. Components of Good Selection Process
      Prior industry experience (sales, B&I)
      Based on Competencies (OD, training background)
      Gathers Behavioral Examples (collaboration, partnerships)
      Examine Motivational Fit (competitive, hunter vs. farmer, compensation, work/life balance)
      Provides a Good Experience (life long learners, inquisitive)
    • 7. Think HolisticallyThe Complete Success Profile
      What people know
      What people can do
      Technical and/or professional information needed to successfully perform job activities
      A cluster of behaviors performed on a job
      What people have done
      Who people are
      Educational and work achievements needed to successfully perform job activities
      Personal dispositions and motivations that relate to job satisfaction, job success, or failure
    • 8. Apply model to Sales Role
      What people know
      What people can do
      • Sales Call Facilitation
      • 9. General understanding of contracting process
      • 10. Customer Focus
      • 11. Persuasive Communication
      • 12. Managing Work
      What people have done
      Who people are
      • Experience performing one-on-one customer interactions
      • 13. Developing sales plans
      • 14. Enjoys customer interaction
      • 15. Continuous Learning
      • 16. Work Standards
    • Persuasiveness/Sales AbilityUsing appropriate interpersonal styles and communication methods to gain acceptance of an idea, plan, activity, or product from prospects and clients.
      Key Actions
      Determine customer needs and decision criteria.
      Select approach appropriate to situation.
      Demonstrate how our service/approach satisfies needs.
      Determine nature of objections and respond appropriately. (Acknowledge the customer’s concerns)
      Gain commitment to recommended action.
      Job-Specific Activities
      Identify business needs of prospects and key customers.
    • 17. Some Consultative Sales Competencies
      Managing the Sales Job
      Supporting Sales Implementations
      Customer Networking
      Building Mutually Rewarding Relationships
      Sales Opportunity Analysis (pipeline)
      Sales Call Facilitation
      Persuasive Communication (authentic, genuine)
      Devising Methodology, Approaches and Solutions
    • 18. Achievement
      Salary/commission match
      Independence
      Recognition
      Active Learning
      Sales Disposition (volume of work)
      Job Fit
      Professional Demeanor (image and tone)
      Motivational Facets
    • 19. Business Engagement ModelCustomer-Centric Process
      2
      Brand Strategy
      Positioning & Architecture
      1
      Understand the Market
      Internal & External
      3
      Build Relationships Marketing, Communications, Sales
    • 20. The Key to Customer-Centric ModelsManaging Perceptions
    • 21. Delivering on the PromiseOrganizationally Speaking
      Organized by Business Function
    • 22. Sales Strategies:What drives you and your team to succeed?
      Building your team
      Targeted Hiring
      Compensation (Commission Plan)
      Developing/working territories
      Client Relationship Management (CRM)
      Business Advisory Council
      • Seek out partnerships/providers
    • Sales Strategies:What drives you and your team to succeed?
      Performance Management
      Opportunities Pipeline
      Strategic Selling (Miller Heiman)
      Blue Sheets
      “The New Strategic Selling”
      Managing your business
      Sharing results (current sales)
      All lines of the business involved
    • 23. Setting Revenue Targets
      Set a revenue goal. Don’t be scared. Don’t settle for X if you don’t want to. It’s a goal; it should be realistic but a stretch!
      Take a look at your revenue streams and figure out what percentage of your total revenues comes from which source.
      Now, use those percentages to figure out how much you’d need to make from each of them in order to reach your overall revenue goal.
      Once you have annual revenue goals for your various income streams, break that down further to monthly/quarterly revenue goals.
      Now that you have revenue goals for each of your revenue streams, figure out what you need to do deliver in order to reach that goal.
      Figure out how to make that happen, where to find those customers or additional clients!
    • 24. Making a Positive Impression
      Be prepared (do your homework)
      Set a positive tone
      Pay attention to the individuals wants and needs
      Manage the interaction
      Make your demeanor engaging
      Share personal success stories
      Testimonials (visual and writing)
      ROI stories
    • 25. Antiquated sales methodologies
      Tactics before strategy
      Transactional vs. Consultative
      Branding (logos, business cards, etc.)
      Lack of strategic positioning
      Collaboration/Partnerships
      Extension of Your Sales Team
      Span of work – End results for the clients (Kirkpatrick’s level) ROI
      Evaluation Time!
    • 26. Thank you for attending!
      Jane Whitmore, Manager US Channel Education
      Development Dimensions Int’l (DDI)
      (412) 220-7984
      jane.whitmore@ddiworld.com
      James Potantus, Vice President
      Corporate College
      A division of Cuyahoga Community College
      (216) 987-2932 (office)
      james.potantus@tri-c.edu

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