This document discusses the role of field sales managers. It describes their primary responsibilities as managing the sales force and serving as the firm's representative to customers. Field sales managers have various internal and external relationships. They are often promoted from being successful sales reps, requiring an adjustment to their new managerial duties and perspectives. The document outlines different paths for career progression beyond field sales manager, and discusses selecting, training, and evaluating effective sales managers.
Sales Mastership: The Difference Between Good and Great Sales ProfessionalsRalph Barsi
This deck supports a talk I did in San Francisco on January 18, 2016. The audience was comprised of sales reps, sales development reps, and sales leaders.
A successful sales team might have a strong bond, achieve the required business and smash their KPI targets, month in, month out. They are confident in what they do, where to go and who to speak with to ensure that they achieve sales.
Is this a finely tuned team that do 'enough' so that everyone's happy, or is this a team that is held back on becoming truly great?
Sales Management is the process of current exchanges of goods - and thus sales management forms an integral part of Marketing Management. A significantly broader meaning is assigned to sales management as it also encompasses managing the sales functions and the sales force.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
This Slideshare is the sole Property of the Welingkar School of Distance Learning – Reproduction of this material , without prior consent, either wholly or partially will be treated as a violation of copyright.
This document discusses sales forecasting, budgeting, and control. It begins by explaining the importance of sales forecasting for setting sales quotas and budgets. Sales forecasts estimate projected sales and are used to allocate resources to achieve sales objectives. Quotas set goals for sales units like individuals or territories and are used for motivation, evaluation, and incentive compensation. Budgets are financial plans to achieve forecasts and control expenditures. The document then discusses various methods for sales forecasting, setting quotas, and preparing budgets. It also covers flexibility in budgets and different methods of sales control like analysis and audits. The key aspects covered are the importance of forecasts and budgets for planning, and the use of quotas for goals, evaluation, and incentives.
From Boss to Coach: Turning Great Sales Managers Into Great CoachesIntegrity Solutions
(From October 2016) Success in sales isn’t based solely on following a set of mechanical, process-driven rules. It begins within the head and heart of the salesperson. This webinar from Integrity Solutions focused on shifting managers’ coaching mindset from that of a “mistake catcher” and “problem solver” to a coaching leader capable of instilling confidence, a sense of ownership, and fully realized potential in the salespeople they manage. Learn a practical road map for building a sales coaching culture that unleashes inner potential and drives business results.
This document discusses sales planning and organization. It covers product-wise and territory sales planning, including determining sales potential and forecasts. It also discusses designing sales territories, including factors like travel time and parity in sales potential between territories. Finally, it discusses organizing a sales force through different organizational structures and defining sales roles and responsibilities.
Sales Webinar | The Difference Between Being A Good And A Great Sales ManagerAltify
The document discusses the difference between a good sales manager and a great sales manager, focusing on the importance of being a sales coach. It defines sales coaching as a process for improving business results through developing people. Research shows that good coaching can improve core performer's performance by up to 19% and provide a 10:1 return on investment. The document outlines best practices for sales coaching, including focusing on one behavior, guiding rather than telling, and making coaching a daily priority in order to do more with less.
This document discusses the role of field sales managers. It describes their primary responsibilities as managing the sales force and serving as the firm's representative to customers. Field sales managers have various internal and external relationships. They are often promoted from being successful sales reps, requiring an adjustment to their new managerial duties and perspectives. The document outlines different paths for career progression beyond field sales manager, and discusses selecting, training, and evaluating effective sales managers.
Sales Mastership: The Difference Between Good and Great Sales ProfessionalsRalph Barsi
This deck supports a talk I did in San Francisco on January 18, 2016. The audience was comprised of sales reps, sales development reps, and sales leaders.
A successful sales team might have a strong bond, achieve the required business and smash their KPI targets, month in, month out. They are confident in what they do, where to go and who to speak with to ensure that they achieve sales.
Is this a finely tuned team that do 'enough' so that everyone's happy, or is this a team that is held back on becoming truly great?
Sales Management is the process of current exchanges of goods - and thus sales management forms an integral part of Marketing Management. A significantly broader meaning is assigned to sales management as it also encompasses managing the sales functions and the sales force.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
This Slideshare is the sole Property of the Welingkar School of Distance Learning – Reproduction of this material , without prior consent, either wholly or partially will be treated as a violation of copyright.
This document discusses sales forecasting, budgeting, and control. It begins by explaining the importance of sales forecasting for setting sales quotas and budgets. Sales forecasts estimate projected sales and are used to allocate resources to achieve sales objectives. Quotas set goals for sales units like individuals or territories and are used for motivation, evaluation, and incentive compensation. Budgets are financial plans to achieve forecasts and control expenditures. The document then discusses various methods for sales forecasting, setting quotas, and preparing budgets. It also covers flexibility in budgets and different methods of sales control like analysis and audits. The key aspects covered are the importance of forecasts and budgets for planning, and the use of quotas for goals, evaluation, and incentives.
From Boss to Coach: Turning Great Sales Managers Into Great CoachesIntegrity Solutions
(From October 2016) Success in sales isn’t based solely on following a set of mechanical, process-driven rules. It begins within the head and heart of the salesperson. This webinar from Integrity Solutions focused on shifting managers’ coaching mindset from that of a “mistake catcher” and “problem solver” to a coaching leader capable of instilling confidence, a sense of ownership, and fully realized potential in the salespeople they manage. Learn a practical road map for building a sales coaching culture that unleashes inner potential and drives business results.
This document discusses sales planning and organization. It covers product-wise and territory sales planning, including determining sales potential and forecasts. It also discusses designing sales territories, including factors like travel time and parity in sales potential between territories. Finally, it discusses organizing a sales force through different organizational structures and defining sales roles and responsibilities.
Sales Webinar | The Difference Between Being A Good And A Great Sales ManagerAltify
The document discusses the difference between a good sales manager and a great sales manager, focusing on the importance of being a sales coach. It defines sales coaching as a process for improving business results through developing people. Research shows that good coaching can improve core performer's performance by up to 19% and provide a 10:1 return on investment. The document outlines best practices for sales coaching, including focusing on one behavior, guiding rather than telling, and making coaching a daily priority in order to do more with less.
This document provides information on good selling techniques for bankers. It discusses the qualities of good sellers such as being friendly, courteous, confident, modest, and sincere. It also discusses important selling techniques including benefit selling, cross selling, up selling, differential selling, and consultative selling. The overall message is that bankers should understand customer needs and identify the right products to satisfy those needs while selling the benefits and differences between a bank's products and competitors.
The document discusses moving an organization from good to great. It outlines several key concepts from the book "Good to Great" for doing so, including having level 5 leadership, confronting brutal facts, developing a hedgehog concept, establishing a culture of discipline, and using technology accelerators. It emphasizes the importance of first getting the right people on the bus before deciding what to do, and how achieving greatness is more like pushing a heavy flywheel forward through consistent, small efforts over time rather than any single defining action.
Brand positioning involves strategically owning a piece of the consumer's mind through differentiation. There are various approaches to positioning discussed in the document, including one-way positioning of being #1 in an important attribute, three-way positioning across product leadership, operational excellence, and customer intimacy, and five-way positioning across product, price, ease of access, value-added service, and customer experience. Effective positioning simplifies messaging for consumers given the limitations of human memory and frames a brand in relation to its competitors on the "ladders" that consumers use to rank brands in different categories in their minds.
What every-top-sales-manager-knows-about-demand-generationSwayne Hill
This presentation explains how to answer the top 5 questions every sales manager must be able to answer about demand generations to survive in the new Marketing-Led B2B Sales world. More on DataDrivenSalesManagement.com
This document provides tips for motivating employees on a team. It emphasizes the importance of setting realistic goals, keeping promises, keeping employees informed, celebrating successes, measuring performance, and knowing your team. Motivation comes from both internal and external forces and is key to maximizing employee performance along with their abilities. Regular motivation through these tactics can help drive and sustain high performance.
This document discusses challenges that leaders may face when managing culturally diverse teams and provides strategies for effective leadership. It summarizes research comparing leadership approaches and values in Anglo, Chinese, and Arab cultures. Key differences are noted, such as a preference for debate in Anglo cultures versus emphasis on relationships and cohesion in China. When leading multicultural teams, the document recommends establishing a shared identity, allowing more time for trust-building, developing cultural intelligence, and expecting coordination failures given differences in perspectives. The overall message is that diverse teams require flexible, self-aware leadership that is open to feedback.
This document discusses sales management, including:
1) It defines sales management as the management of a company's personal selling function or the process of planning, directing, and controlling personal selling activities.
2) The objectives of sales management include increasing sales volume, contributing to profits, and continuing growth.
3) A sales manager's responsibilities include sales planning, administration, policy/strategy development, forecasting, organizing the sales team, and coordinating with other departments like marketing, advertising, and production.
What does the new insurance agency sales manager need to learn. This presentation details the changes that need to be addressed. This presentation was given at the ACT/AUGIE meeting in Tampa FL February 2011 by Steve Anderson. Contact Steve at http://www.steveanderson.com
This document discusses the role of the sales manager in implementing social selling. It provides guidance on setting goals and defining success, creating a plan, tracking progress, staying motivated, and improving results. The sales manager should set SMART goals, educate the sales team, track metrics like connections and engagement, and keep the focus on business goals like pipeline and revenue. Regular tracking, coaching, and celebrating successes are important to drive social selling performance over the long term.
InsideView is a company that provides relationship management services and can be contacted at +1(415) 728-9340 or sales@insideview.com. They encourage learning more about their relationship management offerings and can be found on Twitter at @insideview.
The role of a sales manager in the pharmaceutical/biotech industry includes customer targeting and acquisition through visiting doctors, hospitals, and pharmacies to discuss products and gather prescribing patterns. They are also responsible for administration tasks like providing bi-weekly reports, ensuring correct deliveries of samples and materials, and maintaining lists of doctor contacts. Sales managers hold weekly team meetings to review sales, identify problems, and take corrective actions to achieve sales targets.
A question that any businessperson is going to ask after closing that first sale is: How can I keep that customer now that I have them?
The answers to that question add up to account management. It is the set of activities needed to keep your customers once you have sold them.
Technical: Ability to use knowledge, methods, techniques for performance of specific tasks acquired form experience, education and training
Human Skill: Ability and judgement in working with and through people, including an understanding of motivation and an application of effective leadership
Conceptual skill: Ability to get the big picture and how one’s role fits into overall scheme of things. This knowledge permits acting to overall objectives of organization rather than only the basis of the goals and needs of one’s own immediate group.
The document provides leadership tips and advice from Steve Herzberg of NRG Solutions. It discusses 3 leadership tips for executives, the importance of communication to help partners succeed, and maintaining a focus on goals. The document encourages unleashing the leader within and emphasizes teamwork, vision, and communication as keys to leadership. It concludes by thanking the audience and providing contact information for Steve Herzberg and NRG Solutions.
This document provides tips and strategies for improving one's attitude and energy levels in the new year. It discusses setting SMART goals, managing worries through written reflection, choosing positive influences, exercising, diet, and using audio resources. People are encouraged to get clarity on their wants, spend time with uplifting company, and take control of their lives assertively rather than aggressively or submissively. Contact details are provided for further resources from NRG Solutions.
This document provides tips and strategies for improving attitude and focus in the new year from Steve Herzberg of NRG Solutions. It encourages the reader to reflect on their goals for 2011 and develop a plan to stay healthy, motivated and productive. Some suggestions include taking time for recreation, building a support network, using SMART goals, managing stress, and surrounding yourself with positive people. The overall message is that having the right attitude can make a big difference and small changes in priorities and habits can help people get clarity on what they want and perform at their best.
240510 high performing sales professionals for slideshareMichaela Herzberg
This document summarizes a sales skills training session focused on building high-performance sales skills. The session covered important topics like understanding customer needs, building trust and relationships, effective call planning, and traits of top sales performers. The trainer emphasized spending more time with the right customers in order to achieve 20% growth in 2010. Key advice included listening to customers, admitting what you don't know, strengthening relationships, and maintaining high activity levels through daily habits like call planning and leveraging existing connections.
The document discusses strategies for sales success in 2010, emphasizing the importance of spending more time with the right customers in order to achieve 20% growth. It provides tips for salespeople such as having a clear sales process, generating quality leads, strengthening relationships with referrers, and focusing on addressing customers' needs through collaborative solutions. Daily practices of top salespeople are also outlined, like maintaining high activity levels and looking for new opportunities within existing customer relationships.
1) The document provides 9 tips for generating better leads, such as building referral processes, speaking at local business groups, and becoming an excellent networker.
2) It recommends focusing referrals from 5 sources: local computer dealers, existing clients, community groups, resellers, and business advisors.
3) The "Golden Referral Rules" are to provide referrals to the right people, deliver great service, and ask for referrals at the right time.
This document provides information on good selling techniques for bankers. It discusses the qualities of good sellers such as being friendly, courteous, confident, modest, and sincere. It also discusses important selling techniques including benefit selling, cross selling, up selling, differential selling, and consultative selling. The overall message is that bankers should understand customer needs and identify the right products to satisfy those needs while selling the benefits and differences between a bank's products and competitors.
The document discusses moving an organization from good to great. It outlines several key concepts from the book "Good to Great" for doing so, including having level 5 leadership, confronting brutal facts, developing a hedgehog concept, establishing a culture of discipline, and using technology accelerators. It emphasizes the importance of first getting the right people on the bus before deciding what to do, and how achieving greatness is more like pushing a heavy flywheel forward through consistent, small efforts over time rather than any single defining action.
Brand positioning involves strategically owning a piece of the consumer's mind through differentiation. There are various approaches to positioning discussed in the document, including one-way positioning of being #1 in an important attribute, three-way positioning across product leadership, operational excellence, and customer intimacy, and five-way positioning across product, price, ease of access, value-added service, and customer experience. Effective positioning simplifies messaging for consumers given the limitations of human memory and frames a brand in relation to its competitors on the "ladders" that consumers use to rank brands in different categories in their minds.
What every-top-sales-manager-knows-about-demand-generationSwayne Hill
This presentation explains how to answer the top 5 questions every sales manager must be able to answer about demand generations to survive in the new Marketing-Led B2B Sales world. More on DataDrivenSalesManagement.com
This document provides tips for motivating employees on a team. It emphasizes the importance of setting realistic goals, keeping promises, keeping employees informed, celebrating successes, measuring performance, and knowing your team. Motivation comes from both internal and external forces and is key to maximizing employee performance along with their abilities. Regular motivation through these tactics can help drive and sustain high performance.
This document discusses challenges that leaders may face when managing culturally diverse teams and provides strategies for effective leadership. It summarizes research comparing leadership approaches and values in Anglo, Chinese, and Arab cultures. Key differences are noted, such as a preference for debate in Anglo cultures versus emphasis on relationships and cohesion in China. When leading multicultural teams, the document recommends establishing a shared identity, allowing more time for trust-building, developing cultural intelligence, and expecting coordination failures given differences in perspectives. The overall message is that diverse teams require flexible, self-aware leadership that is open to feedback.
This document discusses sales management, including:
1) It defines sales management as the management of a company's personal selling function or the process of planning, directing, and controlling personal selling activities.
2) The objectives of sales management include increasing sales volume, contributing to profits, and continuing growth.
3) A sales manager's responsibilities include sales planning, administration, policy/strategy development, forecasting, organizing the sales team, and coordinating with other departments like marketing, advertising, and production.
What does the new insurance agency sales manager need to learn. This presentation details the changes that need to be addressed. This presentation was given at the ACT/AUGIE meeting in Tampa FL February 2011 by Steve Anderson. Contact Steve at http://www.steveanderson.com
This document discusses the role of the sales manager in implementing social selling. It provides guidance on setting goals and defining success, creating a plan, tracking progress, staying motivated, and improving results. The sales manager should set SMART goals, educate the sales team, track metrics like connections and engagement, and keep the focus on business goals like pipeline and revenue. Regular tracking, coaching, and celebrating successes are important to drive social selling performance over the long term.
InsideView is a company that provides relationship management services and can be contacted at +1(415) 728-9340 or sales@insideview.com. They encourage learning more about their relationship management offerings and can be found on Twitter at @insideview.
The role of a sales manager in the pharmaceutical/biotech industry includes customer targeting and acquisition through visiting doctors, hospitals, and pharmacies to discuss products and gather prescribing patterns. They are also responsible for administration tasks like providing bi-weekly reports, ensuring correct deliveries of samples and materials, and maintaining lists of doctor contacts. Sales managers hold weekly team meetings to review sales, identify problems, and take corrective actions to achieve sales targets.
A question that any businessperson is going to ask after closing that first sale is: How can I keep that customer now that I have them?
The answers to that question add up to account management. It is the set of activities needed to keep your customers once you have sold them.
Technical: Ability to use knowledge, methods, techniques for performance of specific tasks acquired form experience, education and training
Human Skill: Ability and judgement in working with and through people, including an understanding of motivation and an application of effective leadership
Conceptual skill: Ability to get the big picture and how one’s role fits into overall scheme of things. This knowledge permits acting to overall objectives of organization rather than only the basis of the goals and needs of one’s own immediate group.
The document provides leadership tips and advice from Steve Herzberg of NRG Solutions. It discusses 3 leadership tips for executives, the importance of communication to help partners succeed, and maintaining a focus on goals. The document encourages unleashing the leader within and emphasizes teamwork, vision, and communication as keys to leadership. It concludes by thanking the audience and providing contact information for Steve Herzberg and NRG Solutions.
This document provides tips and strategies for improving one's attitude and energy levels in the new year. It discusses setting SMART goals, managing worries through written reflection, choosing positive influences, exercising, diet, and using audio resources. People are encouraged to get clarity on their wants, spend time with uplifting company, and take control of their lives assertively rather than aggressively or submissively. Contact details are provided for further resources from NRG Solutions.
This document provides tips and strategies for improving attitude and focus in the new year from Steve Herzberg of NRG Solutions. It encourages the reader to reflect on their goals for 2011 and develop a plan to stay healthy, motivated and productive. Some suggestions include taking time for recreation, building a support network, using SMART goals, managing stress, and surrounding yourself with positive people. The overall message is that having the right attitude can make a big difference and small changes in priorities and habits can help people get clarity on what they want and perform at their best.
240510 high performing sales professionals for slideshareMichaela Herzberg
This document summarizes a sales skills training session focused on building high-performance sales skills. The session covered important topics like understanding customer needs, building trust and relationships, effective call planning, and traits of top sales performers. The trainer emphasized spending more time with the right customers in order to achieve 20% growth in 2010. Key advice included listening to customers, admitting what you don't know, strengthening relationships, and maintaining high activity levels through daily habits like call planning and leveraging existing connections.
The document discusses strategies for sales success in 2010, emphasizing the importance of spending more time with the right customers in order to achieve 20% growth. It provides tips for salespeople such as having a clear sales process, generating quality leads, strengthening relationships with referrers, and focusing on addressing customers' needs through collaborative solutions. Daily practices of top salespeople are also outlined, like maintaining high activity levels and looking for new opportunities within existing customer relationships.
1) The document provides 9 tips for generating better leads, such as building referral processes, speaking at local business groups, and becoming an excellent networker.
2) It recommends focusing referrals from 5 sources: local computer dealers, existing clients, community groups, resellers, and business advisors.
3) The "Golden Referral Rules" are to provide referrals to the right people, deliver great service, and ask for referrals at the right time.
The document provides tips and strategies for building a successful legal practice, focusing on business development. It discusses the importance of buy-in from senior partners, setting targets and measuring performance, and ensuring the credibility of those delivering business development work. Great business developers are highlighted as having goals, persistence and focus. Key recommendations include developing a networking plan, using referral strategies effectively, and following up on contacts in a systematic way through various options like review meetings and articles. The overall message is that building a successful practice takes time and effort but focusing on the "little things" can make a big difference.
4. “There is a small difference in people which makes a big difference. The small difference is attitude. The big difference is whether it is positive or negative”
6. What sales managers say? Fair, honest, product knowledge Ability to motivate team members to do their best Sets obtainable goals for each sales person Uses positive reinforcement Loves to compete Possesses strong selling skills which can be passed to others Allows people to discover what they need to learn by making mistakes and solving their own problems
7. What sales people say makes a great sales manager? Someone who has sold successfully Wishes to see success in others Is a good coach, motivator, leader - friend Hands off – not hands on Empowers sales people to go out and get the job done Stands behind sales reps decisions
15. 3 different types of field calls Joint calls – Both are experts Training call – SM does call – rep gives feedback Coaching call – rep does call – coach invisible
16. More Assertive / Extroverts FAST DRIVER PROMOTER SUPPORTER ANALYST SLOW RELATIONSHIP TASK Less Assertive / Introverts
17. What do you think makes a great sales manager? “The ability to make great sales people. What does this mean? Identify the potential of a staff member and develop him in the right way – or replace him if necessary, as soon as possible”
18. What mistakes do bad sales managers make? “Not to look into the details of the way their staff operate. Assuming that people do their job well can be deadly. Also focussing on the non performers is a waste of time. Good people deserve at least as much attention as bad performers.”
24. What sales managers need to measure F2F calls done by type (growth, retention, target) Follow up telephone calls (10 by 10) New appointments set Information sent out as per customers requests Total number of appointments seen Demonstrations done ( or lunch and learns ) Sales made today (units, dollars, margin , profit) Commissions earned today
25. Plug the leaks in the pipeline Most sales are made between the 5th – 12th contact with a prospect Most sales people give up after 1 or 2 contacts Glad you rang
26. Stay on top of the numbers “The successful man is an average man with laser like focus” Bruce Lee
28. Thanks Calvin “Nothing in the world can take the place of persistence. Talent will not, nothing is more common than unsuccessful men with talent. Genius will not, unrewarded genius is almost a proverb. Education will not; the world is full of educated derelicts. Persistence and determination alone are omnipotent.” Calvin Coolidge (30th US President)