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LEADING FROM THE WAR ROOM:
BUILDING A BATTLE-READY
SALES FORCE
Nikolaus Kimla
n.kimla@pipelinersales.com
www.pipelinersales.com
CEO at Pipelinersales Inc.
Written by...
Based on the ebo...
It can often seem that running a sales force is like
fighting a war—and in fact it more or less is
a war between your comp...
A COMPETENT
FIGHTING FORCE
Today there’s a whole
separate battle occurring in
addition to the company
fighting for marketshare:
the battle for great ...
SALES FORCE
QUALIFICATIONS
● intelligent and personable
● a high interest in people, the courage
to speak to others on their level, and
a power to co...
Sales reps need something even
beyond these important
characteristics: they need to be able
to function as team members.
B...
WITHSTANDING THE
HEAT OF BATTLE
Buyers research online and make buying decision well
before contacting a salesperson. The traditional sales
approach of ge...
● A full understanding of their industry.
● A complete understanding of their
product or service.
● A good grasp of the co...
Withstanding the Heat of Battle
Salespeople are brought up to this level through sales
management coaching and mentoring.
...
THE SALES PROCESS: YOUR
TACTICAL PROCEDURE
For reps, a sales process brings an orderly progression
to sales cycles, and for the sales manager it provides a
positive ...
● Consult your proven producers
● Buyer needs, wants and patterns are key
to all stages
● Add value at every stage
● Sales...
SALES AND MARKETING:
RUN UP THE WHITE FLAG
Often Sales and Marketing are at odds--but
this shouldn't be, especially today. Sales and
Marketing are like two units of ...
Your sales process does include
marketing steps. Marketing conducts
campaigns to generate leads. But there
can be disagree...
As part of the Sales-Marketing cooperative, you should
decide what supplementary collateral materials reps
should have ava...
TO WIN BATTLES, YOU
NEED GREAT INTEL
What would “intelligence” be for you as a sales
manager and for your sales force? It would be the
“intel” of what your pro...
Today, right on the web, You can research
your prospect companies, learn all about
their standings in their own industries...
Your prospects are on Twitter, Facebook, LinkedIn,
blogs, and other social platforms. Sales reps should be
right there wit...
THE SKILL OF LEADERSHIP
In sales management, it’s often a top veteran
salesperson who is promoted to sales manager. This is
good for the reason th...
If you’re finding yourself struggling due to lack of
management skill or experience, do not despair:
management is somethi...
1. Focus on the result.
2. Always know the big picture.
3. Concentrate on a few things, not
everything at once.
4. Utilize...
THE SAFE BASE CAMP
As a sales manager your “base camp” is your
sales department—the environment you
create in which your salespeople can thri...
To create such an environment, you
must start with accurate metrics that
measure progress toward the overall
target, and t...
Another intelligent use of metrics is to see
where your salespeople are strong, and also
where they’re weak. Place them wh...
EMPOWERING THE
SALESPRENEUR
Sales reps require as much freedom to decide and act as
they can be given. Entrepreneurs are highly self-motivated.
They h...
The entire concept of Pipeliner CRM is to
create the ideal infrastructure for the
salesperson to play to their strengths. ...
● ››Focus on your talent. Hire the best, and cultivate them well.
● ››Arm your reps to survive in today’s frantic pace of ...
May you enjoy great success
as a sales manager!
We’re always here to help.
CRM (R)Evolutionized—Instant Intelligence, Visualized!
DOWNLOAD FREE TRIAL SEE ALL BENEFITSor
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Did you ever feel in business like as if you were standing in the middle of the battlefield? Well, you were not so far away from the truth, because sales is a tough industry. Sales people are sales managers troops, sales process is your tactical procedure, sales department an actual base camp etc. So how can you actually guide your sales army when leading from the war room?

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Leading From the War Room

  1. 1. LEADING FROM THE WAR ROOM: BUILDING A BATTLE-READY SALES FORCE
  2. 2. Nikolaus Kimla n.kimla@pipelinersales.com www.pipelinersales.com CEO at Pipelinersales Inc. Written by... Based on the ebook: Leading from the War Room: Building a Battle-Ready Sales Force
  3. 3. It can often seem that running a sales force is like fighting a war—and in fact it more or less is a war between your company and your competitors. As a sales manager, your troops are your salespeople. You want those troops to be as battle-worthy as possible. You want them to return as winners— for their own satisfaction as well as the bottom line.
  4. 4. A COMPETENT FIGHTING FORCE
  5. 5. Today there’s a whole separate battle occurring in addition to the company fighting for marketshare: the battle for great talent. Competent talent is hard to find, and is becoming increasingly so. A Competent Fighting Force
  6. 6. SALES FORCE QUALIFICATIONS
  7. 7. ● intelligent and personable ● a high interest in people, the courage to speak to others on their level, and a power to convince ● a capacity for listening ● must be able to rapidly observe, size up opportunities and make the most of them ● ready, willing and able to truly help the prospect. Sales Force Qualifications
  8. 8. Sales reps need something even beyond these important characteristics: they need to be able to function as team members. Because of the hectic speed at which business is conducted today, it takes a sales force that works as a team, and follows management direction, guidance and mentoring. Sales Force Qualifications
  9. 9. WITHSTANDING THE HEAT OF BATTLE
  10. 10. Buyers research online and make buying decision well before contacting a salesperson. The traditional sales approach of generating leads, qualifying prospects, giving them the pitch and going for the close won’t cut it today. In order to succeed, reps must be brought to a deeper level of understanding than ever before. Withstanding the Heat of Battle
  11. 11. ● A full understanding of their industry. ● A complete understanding of their product or service. ● A good grasp of the competition. ● A firm understanding of typical buyer profile. Withstanding the Heat of Battle Today's sales reps must have:
  12. 12. Withstanding the Heat of Battle Salespeople are brought up to this level through sales management coaching and mentoring. According to recent studies, coaching and mentoring is the one function of a sales manager’s job that gets neglected the most. But it is actually the most important, for it is the only way to truly improve your sales force.
  13. 13. THE SALES PROCESS: YOUR TACTICAL PROCEDURE
  14. 14. For reps, a sales process brings an orderly progression to sales cycles, and for the sales manager it provides a positive direction through which he or she can supervise the sales force. It is the primary method of pulling your sales force together as a real team and succeeding at the velocity needed in today’s hectic world of commerce. The Sales Process: Your Tactical Procedure
  15. 15. ● Consult your proven producers ● Buyer needs, wants and patterns are key to all stages ● Add value at every stage ● Sales process should be dynamic--changeable on the fly The Sales Process: Your Tactical Procedure Some very important points in evolving a sales process are:
  16. 16. SALES AND MARKETING: RUN UP THE WHITE FLAG
  17. 17. Often Sales and Marketing are at odds--but this shouldn't be, especially today. Sales and Marketing are like two units of the same fighting force. Sales and Marketing: Run Up the White Flag
  18. 18. Your sales process does include marketing steps. Marketing conducts campaigns to generate leads. But there can be disagreement over lead quality. Sales claims leads are terrible. Marketing says the leads are adequate, and that Sales just isn’t handling them correctly. The solution: Sales and Marketing must agree on a definition of “lead” that satisfies both sides. Sales and Marketing: Run Up the White Flag
  19. 19. As part of the Sales-Marketing cooperative, you should decide what supplementary collateral materials reps should have available at each stage of the sales process. Each pipeline step should have an added value that moves it smoothly along to the next stage—and Marketing can provide a great deal of that added value. Sales and Marketing: Run Up the White Flag
  20. 20. TO WIN BATTLES, YOU NEED GREAT INTEL
  21. 21. What would “intelligence” be for you as a sales manager and for your sales force? It would be the “intel” of what your product or service could fulfill based on what potential customers need, want and desire. It would be clues to their pain points. To Win Battles, You Need Great Intel
  22. 22. Today, right on the web, You can research your prospect companies, learn all about their standings in their own industries and markets, and even research key personnel. You can also research your competition, what they’re promoting, and how they’re positioning their products. You should know at least as much about the competition as your prospects do, and preferably more. To Win Battles, You Need Great Intel
  23. 23. Your prospects are on Twitter, Facebook, LinkedIn, blogs, and other social platforms. Sales reps should be right there with them, answering questions and offering help, and positioning themselves as experts. Instead of simply pitching at prospects, your reps are establishing relationships that will not only result in sales but continue paying off for years to come. Through social media, you can also follow your competition. To Win Battles, You Need Great Intel
  24. 24. THE SKILL OF LEADERSHIP
  25. 25. In sales management, it’s often a top veteran salesperson who is promoted to sales manager. This is good for the reason that most sales reps will not follow someone put in a sales manager position who has never sold. The downside is that the average star seller promoted to a management position has rarely received training as a manager. It is a separate and very important skillset. The Skill of Leadership
  26. 26. If you’re finding yourself struggling due to lack of management skill or experience, do not despair: management is something that can be learned. Take the extra time—even if it’s your own time—to learn it. There are many management courses available, and many books on the subject. Consult successful managers and management experts, and get yourself some coaching. The Skill of Leadership
  27. 27. 1. Focus on the result. 2. Always know the big picture. 3. Concentrate on a few things, not everything at once. 4. Utilize strengths. 5. Engender trust. 6. Stay positive. The Skill of Leadership Here are six basic principles that come from renowned management expert Fredmund Malik:
  28. 28. THE SAFE BASE CAMP
  29. 29. As a sales manager your “base camp” is your sales department—the environment you create in which your salespeople can thrive and sell to their fullest. This safe place is the crux of efficient sales management. The Safe Base Camp
  30. 30. To create such an environment, you must start with accurate metrics that measure progress toward the overall target, and toward each sale. Take each sales process step and identify meaningful metrics that measure real progress from stage to stage. With these you can monitor the progress of each rep in real time, and the sales force as a whole. The Safe Base Camp
  31. 31. Another intelligent use of metrics is to see where your salespeople are strong, and also where they’re weak. Place them where they can do the most good—for your sales force, for the company and for themselves. The Safe Base Camp
  32. 32. EMPOWERING THE SALESPRENEUR
  33. 33. Sales reps require as much freedom to decide and act as they can be given. Entrepreneurs are highly self-motivated. They have an awareness of opportunities that others do not, and on top of that a capacity for acting on them. Look over the list of qualities for an entrepreneur, and you’ll find they apply as well to salespeople—so we have coined the term “salespreneurs.” Empowering the Salespreneur
  34. 34. The entire concept of Pipeliner CRM is to create the ideal infrastructure for the salesperson to play to their strengths. We provide the capacity to measure their activities. Our tool is not one of control, but of empowering strengths. Empowering the Salespreneur
  35. 35. ● ››Focus on your talent. Hire the best, and cultivate them well. ● ››Arm your reps to survive in today’s frantic pace of business. Turn them into the experts they need to be. ● ››Evolve a highly efficient, functional and dynamic sales process. ● ››Partner up with Marketing and become a functional overall unit, able to bring your sales to ever-higher levels. ● ››For yourself and your reps become proficient in the gathering of sales intelligence utilizing the web, social media, cloud services and your CRM solution. ● ››If you haven’t, learn the skill of management to become an efficient and powerful leader. ● ››Utilizing the right metrics, combined with understanding, create a safe space within which your salespeople can flourish. ● ››Grant your salespeople the right amount of freedom to function as the salespreneurs they are. To sum up:
  36. 36. May you enjoy great success as a sales manager! We’re always here to help.
  37. 37. CRM (R)Evolutionized—Instant Intelligence, Visualized! DOWNLOAD FREE TRIAL SEE ALL BENEFITSor
  • dexterevi

    Jul. 18, 2019
  • AriefWinarto1

    Jul. 6, 2017

Did you ever feel in business like as if you were standing in the middle of the battlefield? Well, you were not so far away from the truth, because sales is a tough industry. Sales people are sales managers troops, sales process is your tactical procedure, sales department an actual base camp etc. So how can you actually guide your sales army when leading from the war room?

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