Integrating Sales Management into The Organization


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You have learned what great sales management looks like, what it takes to build a sales management function, now learn how to integrate sales management into your organization

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  • Thanks to the MBA for allowing me to come in Thank you for taking an interest in this topic Accountability…most sales reps hate it. Most managers don’t like to follow through with it. For some reason, I feel this has been the #1 topic of conversation over the past few weeks with prospects and or clients looking to enhance their sales culture or consistently grow sales Salespeople must be held accountable for their results. This is a fact of Sales Management. Ideally, you'd like for them to do it themselves... absolving you of that unenviable responsibility. In a perfect world, that would be an option. However, that's not reality. What helps is hiring good salespeople with good products and services to sell. Also, managing and leading them well is an asset. In the end, how you handle that difficult conversation is entirely up to you. Hopefully, you'll see that you can do it and can garner even more respect when you do it well. Every day, companies allow sales people to provide excuses as to why they didn’t perform certain prospecting behaviors. Yet, if this same company had its service techs scheduled for six calls and the techs stopped after their third service call, would the company put up with that? Accountability doesn’t have to be a dirty word that makes most people’s skin crawl. If done correctly, accountability can help propel a salesperson’s career path, help prospects and help companies at the same time. Accountability can be a good 14-lettered word that helps the sales rep become more productive and the company more profitable.
  • Integrating Sales Management into The Organization

    1. 1. Integrating Sales Management into The Organization Sales Management Series Class 3
    2. 2. Agenda 1. Defining where you are going (review) 2. Sales Management Systems – Lead Management – Sales Cycle Management – Opportunity Management – Sales Process Management – Forecasting Management 1. Field Processes – Account Management – Territory Management – Channel Management 1. Resource Management – Sales Organization – Salesperson Management – Results Management 1. Making it Personal and Relative
    3. 3. Define where you want to go – Goals of the organization – Long term and short term – Keep it to a few and keep it simple – Alignment on the Goals • Customer Focused • Market Oriented
    4. 4. Creating a plan a. Know your market b. Know your competition c. Use Business Intelligence (BI) d. Develop your strategy e. Strategy VS Tactics VS Tools
    5. 5. Necessary Processes, Systems, & Tools – Everything that is NOT your people – Necessities • Sales • Recruiting • Sales Management • Metrics • Pipeline • Compensation • Territory Management • On Boarding New Sales People -4P’s Manual • Development
    6. 6. Sales Manual – The 4P’s (handout) • Position • Products • People • Processes
    7. 7. Sales Management Systems (graphic) • Selling Processes – Lead Management – Sales Cycle Management – Opportunity Management – Sales Process Management – Forecast Management • Field Processes – Account Management – Territory Management – Channel Management • Resource Management – Sales Organization – Salesperson Management – Results Management
    8. 8. Lead Management – Whose responsibility is it to develop leads? – What are the lead sources? – Are you targeting the right clients with the right message? • Who is the client, what do they want, how do they buy? – Do you know your “ideal” client to begin with? – New VS Organic • New costs 90% more than keeping an growing existing – Low hanging fruit (wide and deep) • Sell more products to current customers • Find more contacts within current customers to buy the same products • Find more contacts to sell different products to – Referral Partners
    9. 9. Sales Cycle Management (handout) – What are the steps – Prerequisites for success – Participants on both sides – Preparation in each step – Milestones in each step – Defined next steps – Sales tools for each step
    10. 10. Document the Sales/Buying Process – Defined Stages – Match Your Buyers’ Process – Match your CRM (automated funnel)
    11. 11. Opportunity Management – Volume VS Velocity – Move the Opportunities through the sales cycle/process • You can’t sell them in the first call • What will it take to move them to the next step? • Can any of the steps be skipped? – Coaching opportunities?
    12. 12. Sales Process Management Process – Definition: Set of procedures by which you manage all of the sales opportunities so goals are achieved consistently – Milestones in the process • Prospect qualified • Buyer identified • Offering defined • Decision criteria known • Competition known and understood • Implementation plan in place • Obstacle handled – Pipeline management – Coaching opportunities – Sets performance standards
    13. 13. Sales Forecast Management – Estimate how much business to expect in future time periods • Based on the performance standards
    14. 14. Territory Management – Treat each territory like its own business • Geography • Product Line • Customer Type • Market Segment
    15. 15. Account Management Process – A territory within the territory where there is the expectation for multiple sales over a long time period • Strategy Setting • Needs Analysis • Setting Mutual Goals • Setting Expectations • Strengthening Communications • Increasing Satisfaction
    16. 16. Channel Management (graphic) – Direct Sales (you) – Indirect Sales • Resellers • Manufacturer Reps – Territory Management • Third Party
    17. 17. Sales Organization – Org-Chart – Work Flows – Team structure – Talent Management – Roles – not just the sales people – Sales process automation NOT sales force automation
    18. 18. Managing your Sales People – Leading – Managing – Coaching – Compensating
    19. 19. Managing Results – Can’t manage what you don’t measure – What gets measured gets done – Metrics • Lagging Indicators VS Leading Indicators • Goal Generators
    20. 20. Lagging Indicators – Sales VS Budget – Sales VS Last Year – Activity Reports – Converted Accounts – Business Sources – Marketing Results
    21. 21. Leading Indicators – # of face-to-face meetings regarding new business – # of two-way conversations regarding new business (phone or email) – # of Assessments/Needs Analysis completed – What stages are your Opportunities in and did they move? – # of proposals sent out
    22. 22. Goal Generating Metrics – Revenue per Transaction (avg. sale) – Products/services per client (distribution) – Revenue per Client – Length of Sales Cycle – Market Share
    23. 23. Reporting to the Powers Above – Forecasting – KPI / Leading Indicators – Data collection – Business Intelligence – Tracking & Visibility
    24. 24. CRM – Business Case not ROI • Increase "Business Knowledge" (BI) • Support "Change Management" • Provide "Coaching" platform for performance • Give "Leaders" a mechanism to accomplish goals • Measure progress on "Vision" of business units
    25. 25. Sales Meetings • You could spend the rest of your life in meetings….but don’t • Meet with the sales team alone • Meet with the Powers that be separately • Make it proactive-”What needs to happen” • Have people review results before the meeting starts.
    26. 26. Automating Sales Management – Develop your management processes, then automate them. – Focus on the management processes and then on the technology for implementing them. – Base systems on the management of people and events and then on the management of data – Measure overall effectiveness and then measure individual effectiveness
    27. 27. To Be Successful – Has to be adopted and supported by the top – Remove the barriers • What’s in the way • What’s missing – Dynamic Planning – People Development – Continuous Improvement • Differentiate what you offer • Differentiate the way you offer it – Delegate – Sharpen Your Saw – Board of Advisors - Surround Yourself with Mentors
    28. 28. Questions and Next Steps – What 3 Priorities Do You Have? – Questions?
    29. 29. Peter C. Rathmann, MBA President 262-442-0896 |