Practical Sales Management by Richard Mulvey

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Slides from the 2-day, Practical Sales Management course by Richard Mulvey http://www.richardmulvey.com

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  • Practical Sales Management by Richard Mulvey

    1. 1. Practical Sales Management By Richard Mulvey
    2. 2. Buzz Groups
    3. 3. Buzz Groups What are the challenges of managing a sales team
    4. 4. Practical Sales ManagementWhat are the challenges inSales Management?
    5. 5. Practical Sales ManagementWhat are the challenges inSales Management? Motivation
    6. 6. Practical Sales ManagementWhat are the challenges inSales Management? Motivation Control
    7. 7. Matching the team to theProduct/Buyer/Market
    8. 8. Practical Sales Management By Richard Mulvey Matching the team to theProduct/Buyer/Market
    9. 9. Practical Sales Management
    10. 10. Practical Sales ManagementThe Hunter
    11. 11. Practical Sales ManagementThe HunterThe Farmer
    12. 12. Practical Sales ManagementThe HunterThe FarmerThe Farmer’s Wife
    13. 13. Practical Sales Management Understanding your Customer
    14. 14. Understanding your CustomerMarket Purchaser Types (The Quadrant Solution - Howard & Cox)
    15. 15. Understanding your CustomerMarket Purchaser Types (The Quadrant Solution - Howard & Cox)
    16. 16. Understanding your CustomerMarket Purchaser Types (The Quadrant Solution - Howard & Cox) New Product Buyer
    17. 17. Understanding your CustomerMarket Purchaser Types (The Quadrant Solution - Howard & Cox) New System Buyer New Product Buyer
    18. 18. Understanding your CustomerMarket Purchaser Types (The Quadrant Solution - Howard & Cox) New System Established Buyer System Buyer New Product Buyer
    19. 19. Understanding your CustomerMarket Purchaser Types (The Quadrant Solution - Howard & Cox) New System Established Buyer System Buyer New Product Commodity Buyer Buyer
    20. 20. Understanding your CustomerMarket Purchaser Types (The Quadrant Solution - Howard & Cox) New System Established Buyer System Buyer New Product Commodity Buyer Buyer The Product Market Life Cycle
    21. 21. Understanding your Customer
    22. 22. Understanding your CustomerThe New Product Buyer
    23. 23. Understanding your CustomerThe New Product Buyer Brand New Products
    24. 24. Understanding your CustomerThe New Product Buyer Brand New Products Purchased by Technical Experts
    25. 25. Understanding your CustomerThe New Product Buyer Brand New Products Purchased by Technical Experts The Visionaries
    26. 26. Understanding your CustomerThe New Product Buyer Brand New Products Purchased by Technical Experts The Visionaries The “Gateswingers”
    27. 27. Understanding your CustomerThe New Product Buyer Brand New Products Purchased by Technical Experts The Visionaries The “Gateswingers” Keep it simple
    28. 28. Understanding your CustomerThe New Product Buyer Brand New Products Purchased by Technical Experts The Visionaries The “Gateswingers” Keep it simpleThe New System Buyer
    29. 29. Understanding your CustomerThe New Product Buyer Brand New Products Purchased by Technical Experts The Visionaries The “Gateswingers” Keep it simpleThe New System Buyer Inexperienced but “real” user
    30. 30. Understanding your CustomerThe New Product Buyer Brand New Products Purchased by Technical Experts The Visionaries The “Gateswingers” Keep it simpleThe New System Buyer Inexperienced but “real” user Not looking for a wide range of features
    31. 31. Understanding your Customer
    32. 32. Understanding your CustomerThe Established System Buyer
    33. 33. Understanding your CustomerThe Established System Buyer Much more experienced
    34. 34. Understanding your CustomerThe Established System Buyer Much more experienced Looking for greater usage
    35. 35. Understanding your CustomerThe Established System Buyer Much more experienced Looking for greater usage Wants a choice of features
    36. 36. Understanding your CustomerThe Established System Buyer Much more experienced Looking for greater usage Wants a choice of features Wants more control
    37. 37. Understanding your CustomerThe Established System Buyer Much more experienced Looking for greater usage Wants a choice of features Wants more controlThe Commodity Buyer
    38. 38. Understanding your CustomerThe Established System Buyer Much more experienced Looking for greater usage Wants a choice of features Wants more controlThe Commodity Buyer Totally experienced with the product
    39. 39. Understanding your CustomerThe Established System Buyer Much more experienced Looking for greater usage Wants a choice of features Wants more controlThe Commodity Buyer Totally experienced with the product Purchase completely standardized, often delegated
    40. 40. Understanding your CustomerThe Established System Buyer Much more experienced Looking for greater usage Wants a choice of features Wants more controlThe Commodity Buyer Totally experienced with the product Purchase completely standardized, often delegated Wants vast choice of features and brands
    41. 41. Individual Assignment
    42. 42. Individual Assignment Choose one of your Products or Services and identify it’s position on the product market life-cycle. What type of Customers are predominantly buying this product?
    43. 43. Understanding your CustomerCustomerNeeds
    44. 44. Understanding your CustomerCustomerNeeds High Tech
    45. 45. Understanding your CustomerCustomerNeeds High Tech Low Tech
    46. 46. Understanding your CustomerCustomerNeeds High Tech Low Tech High Trust
    47. 47. Understanding your CustomerCustomerNeeds High Tech Low Tech High Trust Less Trust
    48. 48. Understanding your CustomerCustomerNeeds High Tech Low Tech High Trust Less Trust Less Price Competitive
    49. 49. Understanding your CustomerCustomerNeeds High Tech Low Tech High Trust Less Trust Less Price Competitive Highly Price Competitive
    50. 50. Understanding your CustomerCustomerNeeds High Tech Low Tech High Trust Less Trust Less Price Competitive Highly Price Competitive No Experience
    51. 51. Understanding your CustomerCustomerNeeds High Tech Low Tech High Trust Less Trust Less Price Competitive Highly Price Competitive No Experience Very Experienced
    52. 52. Understanding your CustomerCustomerNeeds High Tech Low Tech High Trust Less Trust Less Price Competitive Highly Price Competitive No Experience Very Experienced Few Features
    53. 53. Understanding your CustomerCustomerNeeds High Tech Low Tech High Trust Less Trust Less Price Competitive Highly Price Competitive No Experience Very Experienced Few Features Feature Rich
    54. 54. Understanding your CustomerCustomer Needs
    55. 55. Understanding your CustomerCustomer Needs Need an Emotional Appeal from a Closing Sales approach
    56. 56. Understanding your CustomerCustomer Needs Need Technical & Application, Purchase & Delivery Support from a Consultative Sales Approach Need an Emotional Appeal from a Closing Sales approach
    57. 57. Understanding your CustomerCustomer Needs Need Technical & Need Purchase Application, and delivery Purchase & support from a Delivery Support Relationship from a Sales Approach Consultative Sales Approach Need an Emotional Appeal from a Closing Sales approach
    58. 58. Understanding your CustomerCustomer Needs Need Technical & Need Purchase Application, and delivery Purchase & support from a Delivery Support Relationship from a Sales Approach Consultative Sales Approach Need an Need Price and Emotional Appeal convenience from from a Closing a Commodity Sales approach Sales Approach
    59. 59. Understanding your CustomerMatching the right sales person Need Technical & Need Purchase Application, and delivery Purchase & support from a Delivery Support Relationship from a Sales Approach Consultative Sales Approach Need an Need Price and Emotional Appeal convenience from from a Closing a Commodity Sales approach Sales Approach
    60. 60. Understanding your CustomerMatching the right sales person Need Technical & Need Purchase Application, and delivery Purchase & support from a Delivery Support Relationship from a Sales Approach Consultative Sales Approach Need Price and convenience from Closing a Commodity Sales Sales Approach
    61. 61. Understanding your CustomerMatching the right sales person Need Purchase and delivery Consultative support from a Sales Relationship Sales Approach Need Price and convenience from Closing a Commodity Sales Sales Approach
    62. 62. Understanding your CustomerMatching the right sales person Consultative Relationship Sales Sales Need Price and convenience from Closing a Commodity Sales Sales Approach
    63. 63. Understanding your CustomerMatching the right sales person Consultative Relationship Sales Sales Closing Commodity Sales Sales
    64. 64. Individual Assignment
    65. 65. Individual Assignment List the names of the people in your Sales Team
    66. 66. Individual Assignment List the names of the people in your Sales Team Decide what type of sales people they are.
    67. 67. Individual Assignment List the names of the people in your Sales Team Decide what type of sales people they are. The Closer - Hunter The Consultative - Hunter / Farmer The Relationship - Farmer The Commodity - Farmer’s Wife
    68. 68. The Best MatchCreated by the HR Chally Group
    69. 69. The Best Match Sales Person Type Closing Relationship Order Taker Hunter Hunter Farmer Farmer Farmer’s WifeCreated by the HR Chally Group
    70. 70. The Best Match Sales Person Type Closing Relationship Order Taker Hunter 75% 20% 5% Hunter Farmer Farmer Farmer’s WifeCreated by the HR Chally Group
    71. 71. The Best Match Sales Person Type Closing Relationship Order Taker Hunter 75% 20% 5% Hunter Farmer 45% 45% 5% Farmer Farmer’s WifeCreated by the HR Chally Group
    72. 72. The Best Match Sales Person Type Closing Relationship Order Taker Hunter 75% 20% 5% Hunter Farmer 45% 45% 5% Farmer 20% 70% 10% Farmer’s WifeCreated by the HR Chally Group
    73. 73. The Best Match Sales Person Type Closing Relationship Order Taker Hunter 75% 20% 5% Hunter Farmer 45% 45% 5% Farmer 20% 70% 10% Farmer’s Wife 10% 30% 60%Created by the HR Chally Group
    74. 74. The Best Match Sales Person Type Closing Relationship Order Taker Hunter 75% 20% 5% Hunter Farmer 45% 45% 5% Farmer 20% 70% 10% Farmer’s Wife 10% 30% 60%Created by the HR Chally Group
    75. 75. The Best Match Sales Person Type Closing Relationship Order Taker Hunter 75% 20% 5% Hunter Farmer 45% 45% 5% Farmer 20% 70% 10% Farmer’s Wife 10% 30% 60%Created by the HR Chally Group
    76. 76. The Best Match Sales Person Type Closing Relationship Order Taker Hunter 75% 20% 5% Hunter Farmer 45% 45% 5% Farmer 20% 70% 10% Farmer’s Wife 10% 30% 60%Created by the HR Chally Group
    77. 77. The Best Match Sales Person Type Closing Relationship Order Taker Hunter 75% 20% 5% Hunter Farmer 45% 45% 5% Farmer 20% 70% 10% Farmer’s Wife 10% 30% 60%Created by the HR Chally Group
    78. 78. What Makes the Sales Person Tick?
    79. 79. What Makes the Sales Person Tick?The Closer
    80. 80. What Makes the Sales Person Tick?The Closer Likes to start with nothing
    81. 81. What Makes the Sales Person Tick?The Closer Likes to start with nothing Aggressively initiates customer contact
    82. 82. What Makes the Sales Person Tick?The Closer Likes to start with nothing Aggressively initiates customer contact High risk of failure
    83. 83. What Makes the Sales Person Tick?The Closer Likes to start with nothing Aggressively initiates customer contact High risk of failure Plays the numbers game
    84. 84. What Makes the Sales Person Tick?The Closer Likes to start with nothing Aggressively initiates customer contact High risk of failure Plays the numbers game Little fear of personal rejection
    85. 85. What Makes the Sales Person Tick?The Closer Likes to start with nothing Aggressively initiates customer contact High risk of failure Plays the numbers game Little fear of personal rejection Must quickly establish the prospects emotional needs
    86. 86. What Makes the Sales Person Tick?The Closer Likes to start with nothing Aggressively initiates customer contact High risk of failure Plays the numbers game Little fear of personal rejection Must quickly establish the prospects emotional needs Over the top personality
    87. 87. What Makes the Sales Person Tick?The Closer Likes to start with nothing Aggressively initiates customer contact High risk of failure Plays the numbers game Little fear of personal rejection Must quickly establish the prospects emotional needs Over the top personality Instantly likable
    88. 88. What Makes the Sales Person Tick?The Closer Likes to start with nothing Aggressively initiates customer contact High risk of failure Plays the numbers game Little fear of personal rejection Must quickly establish the prospects emotional needs Over the top personality Instantly likable Driven by financial reward
    89. 89. What Makes the Sales Person Tick?The Closer Likes to start with nothing Aggressively initiates customer contact High risk of failure Plays the numbers game Little fear of personal rejection Must quickly establish the prospects emotional needs Over the top personality Instantly likable Driven by financial reward Does not like to be over managed
    90. 90. What Makes the Sales Person Tick?The Closer Likes to start with nothing Aggressively initiates customer contact High risk of failure Plays the numbers game Little fear of personal rejection Must quickly establish the prospects emotional needs Over the top personality Instantly likable Driven by financial reward Does not like to be over managed Is dedicated only to himself and will go with the money
    91. 91. What Makes the Sales Person Tick?The Closer Likes to start with nothing Aggressively initiates customer contact High risk of failure Plays the numbers game Little fear of personal rejection Must quickly establish the prospects emotional needs Over the top personality Instantly likable Driven by financial reward Does not like to be over managed Is dedicated only to himself and will go with the money Risk Taker
    92. 92. Where does he work?The Closer
    93. 93. Where does he work?The Closer New high-tech salespeople
    94. 94. Where does he work?The Closer New high-tech salespeople Demonstration Sales
    95. 95. Where does he work?The Closer New high-tech salespeople Demonstration Sales High ticket executive items
    96. 96. Where does he work?The Closer New high-tech salespeople Demonstration Sales High ticket executive items Any new industry
    97. 97. Where does he work?The Closer New high-tech salespeople Demonstration Sales High ticket executive items Any new industry Pyramid selling
    98. 98. Where does he work?The Closer New high-tech salespeople Demonstration Sales High ticket executive items Any new industry Pyramid selling Trade Shows
    99. 99. What Makes the Sales Person Tick?The Consultative
    100. 100. What Makes the Sales Person Tick?The Consultative Needs both patient interpersonal skills and Aggressiveness
    101. 101. What Makes the Sales Person Tick?The Consultative Needs both patient interpersonal skills and Aggressiveness Career orientated
    102. 102. What Makes the Sales Person Tick?The Consultative Needs both patient interpersonal skills and Aggressiveness Career orientated More academically inclined
    103. 103. What Makes the Sales Person Tick?The Consultative Needs both patient interpersonal skills and Aggressiveness Career orientated More academically inclined High attention to detail
    104. 104. What Makes the Sales Person Tick?The Consultative Needs both patient interpersonal skills and Aggressiveness Career orientated More academically inclined High attention to detail Takes risks only after careful thought
    105. 105. What Makes the Sales Person Tick?The Consultative Needs both patient interpersonal skills and Aggressiveness Career orientated More academically inclined High attention to detail Takes risks only after careful thought The super stars will handle rejection well
    106. 106. What Makes the Sales Person Tick?The Consultative Needs both patient interpersonal skills and Aggressiveness Career orientated More academically inclined High attention to detail Takes risks only after careful thought The super stars will handle rejection well They are self confident and patient
    107. 107. What Makes the Sales Person Tick?The Consultative Needs both patient interpersonal skills and Aggressiveness Career orientated More academically inclined High attention to detail Takes risks only after careful thought The super stars will handle rejection well They are self confident and patient Quick to develop interpersonal relationships
    108. 108. Where does he work?The Consultative
    109. 109. Where does he work?The Consultative High Technology items
    110. 110. Where does he work?The Consultative High Technology items The bigger sale
    111. 111. Where does he work?The Consultative High Technology items The bigger sale Intangible “intelligent” services
    112. 112. Where does he work?The Consultative High Technology items The bigger sale Intangible “intelligent” services Example: Telephone systems Law services Larger computer systems Consulting services
    113. 113. What Makes the Sales Person Tick?
    114. 114. What Makes the Sales Person Tick?The Relationship
    115. 115. What Makes the Sales Person Tick?The Relationship Like independence
    116. 116. What Makes the Sales Person Tick?The Relationship Like independence Like to feel they are their own boss
    117. 117. What Makes the Sales Person Tick?The Relationship Like independence Like to feel they are their own boss Good at self discipline
    118. 118. What Makes the Sales Person Tick?The Relationship Like independence Like to feel they are their own boss Good at self discipline Will resist too many management rule changes
    119. 119. What Makes the Sales Person Tick?The Relationship Like independence Like to feel they are their own boss Good at self discipline Will resist too many management rule changes Requires a lot of patience.
    120. 120. What Makes the Sales Person Tick?The Relationship Like independence Like to feel they are their own boss Good at self discipline Will resist too many management rule changes Requires a lot of patience. Will take business with them if they move to competitor
    121. 121. Where does he work?The Relationship
    122. 122. Where does he work?The Relationship Local Stock brokers
    123. 123. Where does he work?The Relationship Local Stock brokers New Car Sales
    124. 124. Where does he work?The Relationship Local Stock brokers New Car Sales Distributors
    125. 125. Where does he work?The Relationship Local Stock brokers New Car Sales Distributors Industrial suppliers
    126. 126. What Makes the Sales Person Tick?
    127. 127. What Makes the Sales Person Tick?The Commodity
    128. 128. What Makes the Sales Person Tick?The Commodity Requires little personal involvement
    129. 129. What Makes the Sales Person Tick?The Commodity Requires little personal involvement Low risk of personal rejection
    130. 130. What Makes the Sales Person Tick?The Commodity Requires little personal involvement Low risk of personal rejection Low paid
    131. 131. What Makes the Sales Person Tick?The Commodity Requires little personal involvement Low risk of personal rejection Low paid Not driven by commission
    132. 132. What Makes the Sales Person Tick?The Commodity Requires little personal involvement Low risk of personal rejection Low paid Not driven by commission Often counter sales or low impact tele-order takers
    133. 133. What Makes the Sales Person Tick?The Commodity Requires little personal involvement Low risk of personal rejection Low paid Not driven by commission Often counter sales or low impact tele-order takers Not especially career driven but will stay with a company
    134. 134. Where does he work?The Commodity
    135. 135. Where does he work?The Commodity Retail sales people
    136. 136. Where does he work?The Commodity Retail sales people Bank Tellers
    137. 137. Where does he work?The Commodity Retail sales people Bank Tellers Telemarketing order takers
    138. 138. Where does he work?The Commodity Retail sales people Bank Tellers Telemarketing order takers Some internal sales
    139. 139. Specializing the Sales Force Sales Specialty Map
    140. 140. Specializing the Sales Force Sales Specialty MapOutside: Field Sales Inside: Internal Sales
    141. 141. Specializing the Sales Force Sales Specialty MapOutside: Field Sales Inside: Internal Sales Outbound Inbound
    142. 142. Specializing the Sales Force Sales Specialty MapOutside: Field Sales Inside: Internal Sales Outbound Inbound
    143. 143. Specializing the Sales Force Sales Specialty MapOutside: Field Sales Inside: Internal Sales Outbound Inbound
    144. 144. Specializing the Sales Force Sales Specialty Map Outside: Field Sales Inside: Internal SalesIndirect Sales Direct Sales Outbound Inbound
    145. 145. Specializing the Sales Force Sales Specialty Map Outside: Field Sales Inside: Internal SalesIndirect Sales Direct Sales Outbound Inbound Sales toResellers orDistributors
    146. 146. Specializing the Sales Force Sales Specialty Map Outside: Field Sales Inside: Internal SalesIndirect Sales Direct Sales Outbound Inbound Sales toResellers orDistributors
    147. 147. Specializing the Sales Force Sales Specialty Map Outside: Field Sales Inside: Internal SalesIndirect Sales Direct Sales Outbound Inbound National Major Territory Account Account Sales toResellers orDistributors
    148. 148. Specializing the Sales Force Sales Specialty Map Outside: Field Sales Inside: Internal SalesIndirect Sales Direct Sales Outbound Inbound National Major Territory Account Account Sales toResellers orDistributors
    149. 149. Specializing the Sales Force Sales Specialty Map Outside: Field Sales Inside: Internal SalesIndirect Sales Direct Sales Outbound Inbound National Major Territory Account Account New Account Sales to Business ManagementResellers orDistributors
    150. 150. Specializing the Sales Force Sales Specialty Map Outside: Field Sales Inside: Internal SalesIndirect Sales Direct Sales Outbound Inbound National Major Territory Account Account New Account Sales to Business ManagementResellers orDistributors
    151. 151. Specializing the Sales Force Sales Specialty Map Outside: Field Sales Inside: Internal SalesIndirect Sales Direct Sales Outbound Inbound National Major Territory Account Account New Account Sales to Business ManagementResellers orDistributors
    152. 152. Specializing the Sales Force Sales Specialty Map Outside: Field Sales Inside: Internal SalesIndirect Sales Direct Sales Outbound Inbound National Major Territory Account Account Consultative Relationship New New Account Business Sales to Business ManagementResellers orDistributors
    153. 153. Specializing the Sales Force Sales Specialty Map Outside: Field Sales Inside: Internal SalesIndirect Sales Direct Sales Outbound Inbound National Major Territory Account Account Consultative Relationship New New Account Business Sales to Business ManagementResellers orDistributors
    154. 154. Specializing the Sales Force Sales Specialty Map Outside: Field Sales Inside: Internal SalesIndirect Sales Direct Sales Outbound Inbound National Major Territory Account Account Consultative Relationship New New Account Business Sales to Business ManagementResellers orDistributors
    155. 155. Specializing the Sales Force Sales Specialty Map Outside: Field Sales Inside: Internal SalesIndirect Sales Direct Sales Outbound Inbound National Major Territory Account Account Consultative Relationship New New Account Business Sales to Business ManagementResellers orDistributors
    156. 156. Buzz Groups
    157. 157. Buzz GroupsIn your groups discuss how wellyour team fit the Product/MarketLife Cycle
    158. 158. Recruitment
    159. 159. Practical Sales Management By Richard Mulvey Recruitment
    160. 160. Buzz Groups
    161. 161. Buzz GroupsWhat are the challengeswe face when recruitingnew sales people?
    162. 162. RecruitmentThree steps to successful recruitment
    163. 163. RecruitmentThree steps to successful recruitment Analyze what you need
    164. 164. RecruitmentThree steps to successful recruitment Analyze what you need Identify who likes to do that well
    165. 165. RecruitmentThree steps to successful recruitment Analyze what you need Identify who likes to do that well Offering them the “reward” they really want
    166. 166. What Attracts the Sales Types?The Closer
    167. 167. What Attracts the Sales Types?The Closer Size of commission
    168. 168. What Attracts the Sales Types?The Closer Size of commission Emotional appeal of the product or service
    169. 169. What Attracts the Sales Types?The Closer Size of commission Emotional appeal of the product or service Glamour of the Product “High Status”
    170. 170. What Attracts the Sales Types?The Closer Size of commission Emotional appeal of the product or service Glamour of the Product “High Status” Sales Training (OJT)
    171. 171. What Attracts the Sales Types?The Closer Size of commission Emotional appeal of the product or service Glamour of the Product “High Status” Sales Training (OJT)The Consultative
    172. 172. What Attracts the Sales Types?The Closer Size of commission Emotional appeal of the product or service Glamour of the Product “High Status” Sales Training (OJT)The Consultative Opportunities for Management
    173. 173. What Attracts the Sales Types?The Closer Size of commission Emotional appeal of the product or service Glamour of the Product “High Status” Sales Training (OJT)The Consultative Opportunities for Management Sophistication of Product or Service
    174. 174. What Attracts the Sales Types?The Closer Size of commission Emotional appeal of the product or service Glamour of the Product “High Status” Sales Training (OJT)The Consultative Opportunities for Management Sophistication of Product or Service Prestige or Image of the Company
    175. 175. What Attracts the Sales Types?The Closer Size of commission Emotional appeal of the product or service Glamour of the Product “High Status” Sales Training (OJT)The Consultative Opportunities for Management Sophistication of Product or Service Prestige or Image of the Company Development Opportunities (Classroom as well as OJT)
    176. 176. What Attracts the Sales Types?The Relationship
    177. 177. What Attracts the Sales Types?The Relationship Quality of Product or Service
    178. 178. What Attracts the Sales Types?The Relationship Quality of Product or Service Image of the Company
    179. 179. What Attracts the Sales Types?The Relationship Quality of Product or Service Image of the Company Sales Support
    180. 180. What Attracts the Sales Types?The Relationship Quality of Product or Service Image of the Company Sales Support Customer Service Support
    181. 181. What Attracts the Sales Types?The Relationship Quality of Product or Service Image of the Company Sales Support Customer Service Support Control of territory and selling method
    182. 182. What Attracts the Sales Types?The Relationship Quality of Product or Service Image of the Company Sales Support Customer Service Support Control of territory and selling methodThe Commodity
    183. 183. What Attracts the Sales Types?The Relationship Quality of Product or Service Image of the Company Sales Support Customer Service Support Control of territory and selling methodThe Commodity Flexibility of hours
    184. 184. What Attracts the Sales Types?The Relationship Quality of Product or Service Image of the Company Sales Support Customer Service Support Control of territory and selling methodThe Commodity Flexibility of hours Physical Facilities
    185. 185. What Attracts the Sales Types?The Relationship Quality of Product or Service Image of the Company Sales Support Customer Service Support Control of territory and selling methodThe Commodity Flexibility of hours Physical Facilities Image of company or Product
    186. 186. What Attracts the Sales Types?The Relationship Quality of Product or Service Image of the Company Sales Support Customer Service Support Control of territory and selling methodThe Commodity Flexibility of hours Physical Facilities Image of company or Product Fringe Benefits
    187. 187. What Attracts the Sales Types?The Relationship Quality of Product or Service Image of the Company Sales Support Customer Service Support Control of territory and selling methodThe Commodity Flexibility of hours Physical Facilities Image of company or Product Fringe Benefits Perks (Merchandise discounts etc.)
    188. 188. InterviewsIn Advance
    189. 189. InterviewsIn Advance Plan Carefully
    190. 190. InterviewsIn Advance Plan Carefully Create a picture of the ideal candidate.
    191. 191. InterviewsIn Advance Plan Carefully Create a picture of the ideal candidate. Prepare an accurate Job Description including: Purpose of Job Key Responsibilities & Duties Limits of Authority Key Job Relationships
    192. 192. InterviewsIn Advance Plan Carefully Create a picture of the ideal candidate. Prepare an accurate Job Description including: Purpose of Job Key Responsibilities & Duties Limits of Authority Key Job Relationships Prepare the questions that will probe the candidate
    193. 193. InterviewsIn Advance
    194. 194. InterviewsIn Advance Recruitment Agency
    195. 195. InterviewsAt the interview
    196. 196. InterviewsAt the interview Meet / Greet / Seat
    197. 197. InterviewsAt the interview Meet / Greet / Seat Listen, do not to sell
    198. 198. InterviewsAt the interview Meet / Greet / Seat Listen, do not to sell Use your prepared “Open” Questions
    199. 199. InterviewsAt the interview Meet / Greet / Seat Listen, do not to sell Use your prepared “Open” Questions Allow silences to happen.
    200. 200. InterviewsAt the interview Meet / Greet / Seat Listen, do not to sell Use your prepared “Open” Questions Allow silences to happen. Start with “general” questions
    201. 201. InterviewsAt the interview Meet / Greet / Seat Listen, do not to sell Use your prepared “Open” Questions Allow silences to happen. Start with “general” questions “Tell me about yourself”
    202. 202. InterviewsAt the interview Meet / Greet / Seat Listen, do not to sell Use your prepared “Open” Questions Allow silences to happen. Start with “general” questions “Tell me about yourself” Second stage becomes more focused
    203. 203. InterviewsAt the interview Meet / Greet / Seat Listen, do not to sell Use your prepared “Open” Questions Allow silences to happen. Start with “general” questions “Tell me about yourself” Second stage becomes more focused “What has been your biggest mistake?”
    204. 204. InterviewsAt the interview Meet / Greet / Seat Listen, do not to sell Use your prepared “Open” Questions Allow silences to happen. Start with “general” questions “Tell me about yourself” Second stage becomes more focused “What has been your biggest mistake?” Third stage is more demanding
    205. 205. InterviewsAt the interview Meet / Greet / Seat Listen, do not to sell Use your prepared “Open” Questions Allow silences to happen. Start with “general” questions “Tell me about yourself” Second stage becomes more focused “What has been your biggest mistake?” Third stage is more demanding “What did you learn from…….?”
    206. 206. InterviewsAfter the interview
    207. 207. InterviewsAfter the interview Get valid references
    208. 208. InterviewsAfter the interview Get valid references Ask direct questions like:
    209. 209. InterviewsAfter the interview Get valid references Ask direct questions like: “What incident about them do you most remember?”
    210. 210. InterviewsAfter the interview Get valid references Ask direct questions like: “What incident about them do you most remember?” Try to talk to previous customers as well as employers
    211. 211. InterviewsAfter the interview Get valid references Ask direct questions like: “What incident about them do you most remember?” Try to talk to previous customers as well as employers Ask for opinions on a scale of 1 – 100
    212. 212. InterviewsAfter the interview Get valid references Ask direct questions like: “What incident about them do you most remember?” Try to talk to previous customers as well as employers Ask for opinions on a scale of 1 – 100 70 is average not 50
    213. 213. InterviewsAfter the interview Get valid references Ask direct questions like: “What incident about them do you most remember?” Try to talk to previous customers as well as employers Ask for opinions on a scale of 1 – 100 70 is average not 50 Ask for best performances
    214. 214. InterviewsAfter the interview Get valid references Ask direct questions like: “What incident about them do you most remember?” Try to talk to previous customers as well as employers Ask for opinions on a scale of 1 – 100 70 is average not 50 Ask for best performances Check for idiosyncrasies
    215. 215. InterviewsAfter the interview Get valid references Ask direct questions like: “What incident about them do you most remember?” Try to talk to previous customers as well as employers Ask for opinions on a scale of 1 – 100 70 is average not 50 Ask for best performances Check for idiosyncrasies Ask about financial or personal problems
    216. 216. Interviews “If each of us hires people who are smaller than we are we shall become a company of Dwarfs. If each of us hires people who are bigger than we are we will become a company of Giants!” David Ogilvy, 1983
    217. 217. Buzz Groups
    218. 218. Buzz Groups What will you do to improve your recruitment in the future?
    219. 219. Managing Change
    220. 220. Practical SalesManagement By Richard Mulvey Managing Change
    221. 221. Change!
    222. 222. Change! “The date that divides all human experience in two equal parts is well within our lifetime" Kenneth Boulding (economist)
    223. 223. Change!
    224. 224. Change!"Between 1979 and 1992 Sony Corp.developed 227 different models ofWalkman, or about one every threeweeks. Since 1992 they havedeveloped 574 new products, thatsnearly one a week." Steven Bull .. International Herald Tribune
    225. 225. Change!
    226. 226. Change! "Success is a lousy teacher" Bill Gates
    227. 227. Change!A Brief History of Time Stephen Hawking
    228. 228. Change!A Brief History of Time Stephen Hawking"The amount of new technology that humanscan cope with will very soon reach its limitas we reach the limit of our intelligence"
    229. 229. Change!A Brief History of Time Stephen Hawking"The amount of new technology that humanscan cope with will very soon reach its limitas we reach the limit of our intelligence""Genetic engineering however, is on the brinkof discovering how to adjust our DNA atconception to engineer more intelligenthumans."
    230. 230. Change!Three types of People
    231. 231. Change!Three types of People Change Makers
    232. 232. Change!Three types of People Change Makers Change Winners
    233. 233. Change!Three types of People Change Makers Change Winners Change Casualties
    234. 234. Change!What makes a Change Winner?
    235. 235. Change!What makes a Change Winner? Understand that change is opportunity.
    236. 236. Change!What makes a Change Winner? Understand that change is opportunity. Constant anticipation of the future.
    237. 237. Change!What makes a Change Winner? Understand that change is opportunity. Constant anticipation of the future. Understand the symptoms of change
    238. 238. Change!What makes a Change Winner? Understand that change is opportunity. Constant anticipation of the future. Understand the symptoms of change Optimistic Pro-activity.
    239. 239. The Seven PredictableDynamics of Change
    240. 240. The Seven Predictable Dynamics of Change1. People feel awkward and self conscious
    241. 241. The Seven Predictable Dynamics of Change1. People feel awkward and self conscious2. People will focus on what they have to give up
    242. 242. The Seven Predictable Dynamics of Change1. People feel awkward and self conscious2. People will focus on what they have to give up3. People will feel alone
    243. 243. The Seven Predictable Dynamics of Change1. People feel awkward and self conscious2. People will focus on what they have to give up3. People will feel alone4. People can handle only so much change
    244. 244. The Seven Predictable Dynamics of Change1. People feel awkward and self conscious2. People will focus on what they have to give up3. People will feel alone4. People can handle only so much change5. People are at different levels of readiness
    245. 245. The Seven Predictable Dynamics of Change1. People feel awkward and self conscious2. People will focus on what they have to give up3. People will feel alone4. People can handle only so much change5. People are at different levels of readiness6. People will feel they dont have the resources
    246. 246. The Seven Predictable Dynamics of Change1. People feel awkward and self conscious2. People will focus on what they have to give up3. People will feel alone4. People can handle only so much change5. People are at different levels of readiness6. People will feel they dont have the resources7. If you take off the pressure people will revert to their original behaviour.
    247. 247. Change!Who are the ChangeCasualties?
    248. 248. Change!Who are the ChangeCasualties? The Victims
    249. 249. Change!Who are the ChangeCasualties? The Victims The Doom and Gloom Merchants
    250. 250. Change!Who are the ChangeCasualties? The Victims The Doom and Gloom Merchants The "What if" People
    251. 251. Change!Who are the ChangeCasualties? The Victims The Doom and Gloom Merchants The "What if" People The "Yes Buts"
    252. 252. Change!Managing your team through change
    253. 253. Change!Managing your team through change Do a Will/Skill Balance"
    254. 254. The Will / Skill Balance100WILL 0 100 SKILL
    255. 255. The Will / Skill Balance100WILL 0 100 SKILL
    256. 256. The Will / Skill Balance100WILL 0 100 SKILL
    257. 257. The Will / Skill Balance100WILL 0 100 SKILL
    258. 258. The Will / Skill Balance100WILL 0 100 SKILL
    259. 259. The Will / Skill Balance100WILL 0 100 SKILL
    260. 260. The Will / Skill Balance100WILL 0 100 SKILL
    261. 261. The Will / Skill Balance100WILL 0 100 SKILL
    262. 262. The Will / Skill Balance A100WIL B D CL 0 100 SKILL
    263. 263. Individual Assignment
    264. 264. Individual Assignment Look at your list of sales people and decide which category they are in the Will/Skill Balance
    265. 265. Managing Change Will / Skill Balance
    266. 266. Managing Change Will / Skill Balance A B C D
    267. 267. Managing Change Will / Skill Balance A B C D
    268. 268. Managing Change Will / Skill Balance A B C D
    269. 269. Managing Change Will / Skill Balance A B C D
    270. 270. Managing Change Will / Skill Balance A B C D
    271. 271. Managing Change Will / Skill Balance A B C D Have a meeting / Tell everybody what to expect / Meet individuals
    272. 272. Managing Change Will / Skill Balance A B C D Have a meeting / Tell everybody what to expect / Meet individualsDelegate& Involve
    273. 273. Managing Change Will / Skill Balance A B C D Have a meeting / Tell everybody what to expect / Meet individualsDelegate Train& Involve
    274. 274. Managing Change Will / Skill Balance A B C D Have a meeting / Tell everybody what to expect / Meet individualsDelegate Train Convince& Involve
    275. 275. Managing Change Will / Skill Balance A B C D Have a meeting / Tell everybody what to expect / Meet individualsDelegate Train Convince& Involve If not Leave
    276. 276. Managing Change Will / Skill Balance A B C D Have a meeting / Tell everybody what to expect / Meet individualsDelegate Train Convince& Involve If not If not Negotiate Leave or Demand
    277. 277. Managing Change Will / Skill Balance A B C D Have a meeting / Tell everybody what to expect / Meet individualsDelegate Train Convince& Involve If not If not Negotiate Leave or Demand
    278. 278. Managing Change Will / Skill Balance A B C D Have a meeting / Tell everybody what to expect / Meet individualsDelegate Train Convince& Involve Regular Meetings If not If not Chair Share Ideas Negotiate LeaveMeetings Discuss Problems or Demand
    279. 279. Managing Change Will / Skill Balance A B C D Have a meeting / Tell everybody what to expect / Meet individualsDelegate Train Convince& Involve Regular Meetings If not If not Chair Share Ideas Negotiate LeaveMeetings Discuss Problems or Demand Continue regular meetings / Manage the Journey
    280. 280. Managing Change Will / Skill Balance A B C D Have a meeting / Tell everybody what to expect / Meet individualsDelegate Train Convince& Involve Regular Meetings If not If not Chair Share Ideas Negotiate LeaveMeetings Discuss Problems or Demand Continue regular meetings / Manage the Journey Change Works!
    281. 281. Managing Change Will / Skill Balance A B C D Have a meeting / Tell everybody what to expect / Meet individualsDelegate Train Convince& Involve Regular Meetings If not If not Chair Share Ideas Negotiate LeaveMeetings Discuss Problems or Demand Continue regular meetings / Manage the Journey Change Works! Next Change
    282. 282. Change!How do leaders convince?
    283. 283. Change!How do leaders convince?Set a Personal Example
    284. 284. Change!How do leaders convince?Set a Personal ExampleEncourage Participation
    285. 285. Change!How do leaders convince?Set a Personal ExampleEncourage ParticipationAppeal to better instincts
    286. 286. Change!How do leaders convince?Set a Personal ExampleEncourage ParticipationAppeal to better instinctsApply Logical Argument
    287. 287. Change!How do leaders convince?Set a Personal ExampleEncourage ParticipationAppeal to better instinctsApply Logical ArgumentNegotiate
    288. 288. Change!How do leaders convince?Set a Personal ExampleEncourage ParticipationAppeal to better instinctsApply Logical ArgumentNegotiateDemand
    289. 289. Change!How do leaders convince? ParticipativeSet a Personal ExampleEncourage ParticipationAppeal to better instinctsApply Logical ArgumentNegotiateDemand Autocratic
    290. 290. Buzz Groups
    291. 291. Buzz Groups What changes are you already thinking about implementing in the future? How will you make those changes work?
    292. 292. Practical Sales Management By Richard Mulvey
    293. 293. Practical Sales Management By Richard Mulvey Selling at your Higher Price
    294. 294. Selling At Your Higher Price
    295. 295. Selling At Your Higher PriceIt is Easier toSell the HigherPriced Product
    296. 296. The Circle Of Satisfaction
    297. 297. The Circle Of Satisfaction Delivery
    298. 298. The Circle Of Satisfaction Delivery Price
    299. 299. The Circle Of Satisfaction Delivery Price Quality
    300. 300. The Circle Of Satisfaction Delivery Relationship Price Quality
    301. 301. The Circle Of Satisfaction Delivery Relationship Price Quality
    302. 302. The Circle Of Satisfaction Delivery Relationship Price Quality
    303. 303. The Circle Of Satisfaction Delivery Relationship Price Quality
    304. 304. The Circle Of Satisfaction Delivery Relationship Price Quality
    305. 305. The Circle Of Satisfaction Delivery Relationship Price Quality
    306. 306. The Circle Of Satisfaction Delivery Relationship Price Quality
    307. 307. Practical Sales Management By Richard Mulvey Day 2
    308. 308. TeamDevelopment
    309. 309. Practical Sales Management By Richard Mulvey Team Development
    310. 310. Team Works
    311. 311. Team Works Team Works
    312. 312. Buzz Groups
    313. 313. Buzz Groups What are the challenges we face in creating a sales team?
    314. 314. Team Works
    315. 315. Team Works Develop A Common Goal
    316. 316. Team Works Develop A Common Goal Focus on each individual
    317. 317. Team Works Develop A Common Goal Focus on each individual The team with the best plan wins!
    318. 318. Team Works Develop A Common Goal Focus on each individual The team with the best plan wins! Reward and Recognition
    319. 319. The Power of Reciprocal Expectations
    320. 320. The Power of Reciprocal Expectations
    321. 321. The Power of Reciprocal Expectations
    322. 322. The Power of Reciprocal Expectations
    323. 323. The Power of Reciprocal Expectations
    324. 324. The Power of Reciprocal Expectations A
    325. 325. The Power of Reciprocal Expectations A B
    326. 326. The Power of Reciprocal Expectations A B C
    327. 327. The Power of Reciprocal Expectations Fantastic A B C
    328. 328. The Power of Reciprocal Expectations Fantastic A Good B C
    329. 329. The Power of Reciprocal Expectations Fantastic A Good B Poor C
    330. 330. The Power of Reciprocal Expectations Fantastic  A Good B Poor C
    331. 331. The Power of Reciprocal Expectations Fantastic  A Good B Poor  C
    332. 332. Buzz Groups
    333. 333. Buzz Groups How can we improve the way we “reward and recognise”?
    334. 334. Practical SalesManagement By Richard Mulvey
    335. 335. Practical SalesManagement By Richard Mulvey Coaching & Mentoring
    336. 336. Mentoring Homer’s Iliad
    337. 337. Mentoring Homer’s Iliad
    338. 338. Mentoring Homer’s Iliad
    339. 339. Mentoring Homer’s Iliad Odysseus
    340. 340. Mentoring Homer’s Iliad Odysseus Telemachus
    341. 341. Mentoring Homer’s Iliad Odysseus TelemachusMentor had to become
    342. 342. Mentoring Homer’s Iliad Odysseus TelemachusMentor had to become Father Figure, Teacher, Role Model, Trusted Advisor, Challenger, Encourager, and Counselor
    343. 343. MentoringMentors play a variety of roles
    344. 344. MentoringMentors play a variety of roles Help new staff members to feel part of the organisation
    345. 345. MentoringMentors play a variety of roles Help new staff members to feel part of the organisation Help set goals, plan careers and develop skills
    346. 346. MentoringMentors play a variety of roles Help new staff members to feel part of the organisation Help set goals, plan careers and develop skills Listen
    347. 347. MentoringMentors play a variety of roles Help new staff members to feel part of the organisation Help set goals, plan careers and develop skills Listen Provide a role model
    348. 348. Coaching
    349. 349. Coaching Coaching is best initiated by the employee
    350. 350. Coaching Coaching is best initiated by the employee Plan coaching sessions in advance
    351. 351. Coaching Coaching is best initiated by the employee Plan coaching sessions in advance Coach one issue at a time
    352. 352. Coaching Coaching is best initiated by the employee Plan coaching sessions in advance Coach one issue at a time Agree on specific actions
    353. 353. Coaching Coaching is best initiated by the employee Plan coaching sessions in advance Coach one issue at a time Agree on specific actions Manage by progress review
    354. 354. CoachingThe Ride-along Coaching Session
    355. 355. CoachingThe Ride-along Coaching Session Make it a positive, rewarding session
    356. 356. CoachingThe Ride-along Coaching Session Make it a positive, rewarding session Request a call plan in advance
    357. 357. CoachingThe Ride-along Coaching Session Make it a positive, rewarding session Request a call plan in advance Start off with breakfast and a chat
    358. 358. CoachingThe Ride-along Coaching Session Make it a positive, rewarding session Request a call plan in advance Start off with breakfast and a chat Establish a signal for you to jump in
    359. 359. CoachingThe Ride-along Coaching Session Make it a positive, rewarding session Request a call plan in advance Start off with breakfast and a chat Establish a signal for you to jump in Talk about the evaluation form
    360. 360. CoachingThe Ride-along Coaching Session Make it a positive, rewarding session Request a call plan in advance Start off with breakfast and a chat Establish a signal for you to jump in Talk about the evaluation form Decide how you will be introduced?
    361. 361. CoachingThe Ride-along Coaching Session Make it a positive, rewarding session Request a call plan in advance Start off with breakfast and a chat Establish a signal for you to jump in Talk about the evaluation form Decide how you will be introduced? Have a quick review after each call
    362. 362. CoachingThe Ride-along Coaching Session Make it a positive, rewarding session Request a call plan in advance Start off with breakfast and a chat Establish a signal for you to jump in Talk about the evaluation form Decide how you will be introduced? Have a quick review after each call Talk about the good things first
    363. 363. CoachingThe Ride-along Coaching Session Make it a positive, rewarding session Request a call plan in advance Start off with breakfast and a chat Establish a signal for you to jump in Talk about the evaluation form Decide how you will be introduced? Have a quick review after each call Talk about the good things first Only coach one skill after each call
    364. 364. CoachingThe Ride-along Coaching Session Make it a positive, rewarding session Request a call plan in advance Start off with breakfast and a chat Establish a signal for you to jump in Talk about the evaluation form Decide how you will be introduced? Have a quick review after each call Talk about the good things first Only coach one skill after each call Complete the evaluation form at the end
    365. 365. CoachingTake care to avoid the following:
    366. 366. CoachingTake care to avoid the following: Interrupting the sales person in the sales call
    367. 367. CoachingTake care to avoid the following: Interrupting the sales person in the sales call Lecturing instead of coaching
    368. 368. CoachingTake care to avoid the following: Interrupting the sales person in the sales call Lecturing instead of coaching Confusing a coaching session with a disciplinary session
    369. 369. CoachingTake care to avoid the following: Interrupting the sales person in the sales call Lecturing instead of coaching Confusing a coaching session with a disciplinary session Don’t assume that the person you are coaching is aware of he problem t
    370. 370. CoachingTake care to avoid the following: Interrupting the sales person in the sales call Lecturing instead of coaching Confusing a coaching session with a disciplinary session Don’t assume that the person you are coaching is aware of he problem t Be specific - Make sure you provide examples
    371. 371. Buzz Groups
    372. 372. Buzz Groups What Mentoring or Coaching have you done in the past? What will you do in the future?
    373. 373. Practical SalesManagement By Richard Mulvey
    374. 374. Practical SalesManagement By Richard Mulvey Commission & Incentives
    375. 375. Buzz GroupsConsider Commissions
    376. 376. Buzz GroupsConsider Commissions Why pay commissions? Who should get them? How / When should they be paid? What are the pitfalls? What are the alternatives?
    377. 377. Commissions & Incentives
    378. 378. Commissions & Incentives Your compensation plan should drive objectives
    379. 379. Commissions & Incentives Your compensation plan should drive objectives Decide upon the package that will attract the rightpeople and the consider the options:
    380. 380. Commissions & Incentives Your compensation plan should drive objectives Decide upon the package that will attract the rightpeople and the consider the options: Straight Salary
    381. 381. Commissions & Incentives Your compensation plan should drive objectives Decide upon the package that will attract the rightpeople and the consider the options: Straight Salary Straight Commission
    382. 382. Commissions & Incentives Your compensation plan should drive objectives Decide upon the package that will attract the rightpeople and the consider the options: Straight Salary Straight Commission Combination Plans
    383. 383. Commissions & Incentives Your compensation plan should drive objectives Decide upon the package that will attract the rightpeople and the consider the options: Straight Salary Straight Commission Combination Plans Bonuses
    384. 384. Commissions & Incentives Your compensation plan should drive objectives Decide upon the package that will attract the rightpeople and the consider the options: Straight Salary Straight Commission Combination Plans Bonuses Make sure the plan is fair for all
    385. 385. Commissions & Incentives Your compensation plan should drive objectives Decide upon the package that will attract the rightpeople and the consider the options: Straight Salary Straight Commission Combination Plans Bonuses Make sure the plan is fair for all It should be discussed, agreed, and signed each year
    386. 386. Commissions & IncentivesWatch out for:
    387. 387. Commissions & IncentivesWatch out for: Decline in sales revenue or gross margins
    388. 388. Commissions & IncentivesWatch out for: Decline in sales revenue or gross margins Lack of broad range sales
    389. 389. Commissions & IncentivesWatch out for: Decline in sales revenue or gross margins Lack of broad range sales Concentration on just a few customers
    390. 390. Commissions & IncentivesWatch out for: Decline in sales revenue or gross margins Lack of broad range sales Concentration on just a few customers Negative perception of sales people
    391. 391. Commissions & IncentivesWatch out for: Decline in sales revenue or gross margins Lack of broad range sales Concentration on just a few customers Negative perception of sales people Risk avoidance
    392. 392. Commissions & IncentivesWatch out for: Decline in sales revenue or gross margins Lack of broad range sales Concentration on just a few customers Negative perception of sales people Risk avoidance Lack of team work
    393. 393. Practical Sales Management By Richard Mulvey
    394. 394. Practical Sales Management By Richard Mulvey Forecasting &Evaluation Tools
    395. 395. Customer
    396. 396. Customer Close
    397. 397. 40 Customer Close
    398. 398. 40 Customer 8 Close
    399. 399. 40 Customer 20% Strike Rate 8 Close
    400. 400. 40 Customer 80 20% Strike Rate 8 Close
    401. 401. 40 Customer 80 20% Strike Rate 8 Close 16
    402. 402. Activity ReportingCalls per dayStrike RateAppointmentsStrike RateClose
    403. 403. Activity ReportingCalls per day 20Strike RateAppointmentsStrike RateClose
    404. 404. Activity ReportingCalls per day 20Strike RateAppointments 6Strike RateClose
    405. 405. Activity ReportingCalls per day 20Strike RateAppointments 6Strike RateClose 1
    406. 406. Activity ReportingCalls per day 20Strike Rate 30%Appointments 6Strike RateClose 1
    407. 407. Activity ReportingCalls per day 20Strike Rate 30%Appointments 6Strike Rate 16%Close 1
    408. 408. Activity ReportingCalls per day 20 25Strike Rate 30%Appointments 6Strike Rate 16%Close 1
    409. 409. Activity ReportingCalls per day 20 25Strike Rate 30%Appointments 6 7Strike Rate 16%Close 1
    410. 410. Activity ReportingCalls per day 20 25Strike Rate 30%Appointments 6 7Strike Rate 16%Close 1 1
    411. 411. Activity ReportingCalls per day 20 25Strike Rate 30% 28%Appointments 6 7Strike Rate 16%Close 1 1
    412. 412. Activity ReportingCalls per day 20 25Strike Rate 30% 28%Appointments 6 7Strike Rate 16% 14%Close 1 1
    413. 413. Activity ReportingCalls per day 20 25 22Strike Rate 30% 28%Appointments 6 7Strike Rate 16% 14%Close 1 1
    414. 414. Activity ReportingCalls per day 20 25 22Strike Rate 30% 28%Appointments 6 7 6Strike Rate 16% 14%Close 1 1
    415. 415. Activity ReportingCalls per day 20 25 22Strike Rate 30% 28%Appointments 6 7 6Strike Rate 16% 14%Close 1 1 2
    416. 416. Activity ReportingCalls per day 20 25 22Strike Rate 30% 28% 28%Appointments 6 7 6Strike Rate 16% 14%Close 1 1 2
    417. 417. Activity ReportingCalls per day 20 25 22Strike Rate 30% 28% 28%Appointments 6 7 6Strike Rate 16% 14% 33%Close 1 1 2
    418. 418. The Number’s GameCalls per day 20Strike Rate 30%Appointments 6Strike Rate 16%Close 1
    419. 419. The Number’s GameCalls per day 20 +5Strike Rate 30%Appointments 6Strike Rate 16%Close 1
    420. 420. The Number’s GameCalls per day 20 +5Strike Rate 30% +5%Appointments 6Strike Rate 16%Close 1
    421. 421. The Number’s GameCalls per day 20 +5Strike Rate 30% +5%Appointments 6Strike Rate 16% +5%Close 1
    422. 422. The Number’s GameCalls per day 20 +5 25Strike Rate 30% +5%Appointments 6Strike Rate 16% +5%Close 1
    423. 423. The Number’s GameCalls per day 20 +5 25Strike Rate 30% +5% 35%Appointments 6Strike Rate 16% +5%Close 1
    424. 424. The Number’s GameCalls per day 20 +5 25Strike Rate 30% +5% 35%Appointments 6 8.75Strike Rate 16% +5%Close 1
    425. 425. The Number’s GameCalls per day 20 +5 25Strike Rate 30% +5% 35%Appointments 6 8.75Strike Rate 16% +5% 21%Close 1
    426. 426. The Number’s GameCalls per day 20 +5 25Strike Rate 30% +5% 35%Appointments 6 8.75Strike Rate 16% +5% 21%Close 1 1.83
    427. 427. The Number’s GameCalls per day 20 +5 25Strike Rate 30% +5% 35%Appointments 6 8.75Strike Rate 16% +5% 21%Close 1 1.83 +83%
    428. 428. Pipeline Management
    429. 429. Pipeline ManagementIdentify the primary steps
    430. 430. Pipeline ManagementIdentify the primary steps Identify Decision Maker
    431. 431. Pipeline ManagementIdentify the primary steps Identify Decision Maker First Meeting with Decision Maker
    432. 432. Pipeline ManagementIdentify the primary steps Identify Decision Maker First Meeting with Decision Maker Survey – Information Gathering
    433. 433. Pipeline ManagementIdentify the primary steps Identify Decision Maker First Meeting with Decision Maker Survey – Information Gathering Presentation
    434. 434. Pipeline ManagementIdentify the primary steps Identify Decision Maker First Meeting with Decision Maker Survey – Information Gathering Presentation Negotiation
    435. 435. Pipeline ManagementIdentify the primary steps Identify Decision Maker First Meeting with Decision Maker Survey – Information Gathering Presentation Negotiation Contract Signing
    436. 436. Pipeline ManagementIdentify the primary steps Identify Decision Maker First Meeting with Decision Maker Survey – Information Gathering Presentation Negotiation Contract Signing Project Management
    437. 437. Pipeline Management
    438. 438. Pipeline ManagementCompany Stage 1 Stage 2 Stage 3 Stage 4 Stage 5 Stage 6 Stage 7 Name Decision First Survey Presentation Negotiation Contract Run Makers Meeting Project SmithsMachines ABCSuppliesKingsley Design XYZPrinters
    439. 439. Pipeline ManagementCompany Stage 1 Stage 2 Stage 3 Stage 4 Stage 5 Stage 6 Stage 7 Name Decision First Survey Presentation Negotiation Contract Run Makers Meeting Project SmithsMachines ABCSuppliesKingsley Design XYZPrinters
    440. 440. Pipeline ManagementCompany Stage 1 Stage 2 Stage 3 Stage 4 Stage 5 Stage 6 Stage 7 Name Decision First Survey Presentation Negotiation Contract Run Makers Meeting Project SmithsMachines ABCSuppliesKingsley Design XYZPrinters
    441. 441. Pipeline ManagementCompany Stage 1 Stage 2 Stage 3 Stage 4 Stage 5 Stage 6 Stage 7 Name Decision First Survey Presentation Negotiation Contract Run Makers Meeting Project SmithsMachines ABCSuppliesKingsley Design XYZPrinters
    442. 442. Pipeline ManagementCompany Stage 1 Stage 2 Stage 3 Stage 4 Stage 5 Stage 6 Stage 7 Name Decision First Survey Presentation Negotiation Contract Run Makers Meeting Project SmithsMachines ABCSuppliesKingsley Design XYZPrinters
    443. 443. Pipeline ManagementCompany Stage 1 Stage 2 Stage 3 Stage 4 Stage 5 Stage 6 Stage 7 Name Decision First Survey Presentation Negotiation Contract Run Makers Meeting Project SmithsMachines ABCSuppliesKingsley Design XYZPrinters Month: August
    444. 444. Pipeline ManagementCompany Stage 1 Stage 2 Stage 3 Stage 4 Stage 5 Stage 6 Stage 7 Name Decision First Survey Presentation Negotiation Contract Run Makers Meeting Project SmithsMachines ABCSuppliesKingsley Design XYZPrinters Month: August
    445. 445. Pipeline ManagementCompany Stage 1 Stage 2 Stage 3 Stage 4 Stage 5 Stage 6 Stage 7 Name Decision First Survey Presentation Negotiation Contract Run Makers Meeting Project SmithsMachines ABCSuppliesKingsley Design XYZPrinters Month: August
    446. 446. Pipeline ManagementCompany Stage 1 Stage 2 Stage 3 Stage 4 Stage 5 Stage 6 Stage 7 Name Decision First Survey Presentation Negotiation Contract Run Makers Meeting Project SmithsMachines ABCSuppliesKingsley Design XYZPrinters Month: August
    447. 447. Pipeline ManagementCompany Stage 1 Stage 2 Stage 3 Stage 4 Stage 5 Stage 6 Stage 7 Name Decision First Survey Presentation Negotiation Contract Run Makers Meeting Project SmithsMachines ABCSuppliesKingsley Design XYZPrinters Month: August
    448. 448. Buzz Groups
    449. 449. Buzz GroupsWhat tools do you use at the moment tomeasure your team’s performance?What will you use in the future?
    450. 450. Practical Sales Management By Richard Mulvey
    451. 451. Practical Sales Management By Richard MulveyDeveloping Sales Strategies
    452. 452. Sales Strategy
    453. 453. Sales Strategy
    454. 454. Sales Strategy
    455. 455. Sales Strategy Directors Middle Management Junior Management
    456. 456. Sales Strategy Directors Middle Management Junior X Management
    457. 457. Sales Strategy Directors Middle Management Junior X Management
    458. 458. Sales Strategy Directors Middle Management Junior X Management Finance Production Transport
    459. 459. Sales Strategy Directors Middle Management Junior X X Management Finance Production Transport
    460. 460. Sales Strategy Directors X X Middle X Management Junior X X Management Finance Production Transport
    461. 461. Sales Strategy Directors Middle Management Junior X Management Finance Production Transport
    462. 462. Sales Strategy Directors X X X Middle Management Junior X Management Finance Production Transport
    463. 463. Sales Strategy Directors Middle Management Junior X Management Finance Production Transport
    464. 464. Sales Strategy Directors Middle Management Junior X X Management Finance Production Transport
    465. 465. Sales Strategy Directors X X X Middle X Management Junior X X X Management Finance Production Transport
    466. 466. Sales Strategy Jill Pam FredDirectors X X X Jean Middle X Management John Brian Pete Junior X X X Management Finance Production Transport
    467. 467. Sales Strategy
    468. 468. Sales Strategy Finance Production Transport Pam Jill Fred Jean John Brian Pete
    469. 469. Sales Strategy Finance Production Transport Pam Jill Fred Jean John Brian Pete
    470. 470. Sales Strategy Finance Production Transport Pam Jill Fred Jean John Brian Pete Discount
    471. 471. Sales Strategy Finance Production Transport Pam Jill Fred Long lasting Jean John Brian Pete Discount
    472. 472. Sales Strategy Finance Production Transport Pam Jill Fred Long lasting Jean John Brian Pete Discount Easy to use
    473. 473. Sales Strategy Finance Production Transport Pam Jill Fred Long lasting Jean Fits training schedule John Brian Pete Discount Easy to use
    474. 474. Sales Strategy Finance Production Transport Pam Jill Fred Creates the Long lasting right image Jean Fits training schedule John Brian Pete Discount Easy to use
    475. 475. Sales Strategy Finance Production Transport Pam Jill Fred Creates the Long lasting right image Jean Fits training schedule John Brian Pete Fits current Discount Easy to use Vehicles
    476. 476. Sales Strategy Finance Production Transport Pam Jill Fred Creates the Fits future Long lasting right image Vehicles Jean Fits training schedule John Brian Pete Fits current Discount Easy to use Vehicles
    477. 477. Key Account Sales Strategy Strategy is filling the gap
    478. 478. Key Account Sales Strategy Strategy is filling the gap Where we Where we are now want to be
    479. 479. Key Account Sales Strategy Strategy is filling the gap Where we Where we are now want to be
    480. 480. Buzz GroupsSales Strategy
    481. 481. Buzz GroupsSales StrategyWhat was the biggest sale you have ever brought in?What strategy did you use to get it?
    482. 482. How do you keep your Customers?

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