This document discusses strategies for managing a sales team and developing a strong sales culture. It begins by looking at current bottlenecks and core performer capacity. It then discusses enhancing talent capacity, increasing sales intensity, and creating ownership of goals and initiatives. The document outlines developing a structured team with education cycles and sales star development paths. It emphasizes the role of leadership in controlling, motivating and being an authority figure. Finally, it stresses that corporate culture is shaped by examples set by leadership and interactions within the team.

1. Webinar #4
Support system. Team-management in Sales

5. VISIONING
Current
Team
Member
Future
Team
Member
SalesCultureNow
SalesCultureinFuture

7. BOTTLENECKS OF
SALES FORCE

8. CORE PERFORMER
CAPACITY
80%

9. How to grow it?
CORE PERFORMER
CAPACITY

10. Enhance
Talent
Capacity
Increasing
Sales
Intencity
80%

11. ENHANCE
TALENT CAPACITY

12. Pick up focus LC to GIP growth

13. Use TM planning Tool
For GIP Talents planning

14. Capacity Planning

16. Timeline

19. How should they look like?
TEAM STRUCTURES
oGIP

20. 0-10 Re. Startup LC

21. Example

22. 11-20 Re. Potential LC.
DO/KH/LV

23. 21-50 Re.
High Potential LC. KY

24. 2 situations based on
performance

25. Education cycle for oGIP

28. How should they look like?
TEAM STRUCTURES
iGIP

29. 0-10 Re. Startup LC

30. Education cycle for iGIP

32. INCREASING SALES
INTENCITY

33. Early success window
for new members
• Sales members need to be successful,
confident
• Have prepared meetings/easy-matchable
EPs for them when they join
• Give them training fast so they can raise
first sales meeting/EP in first two weeks
• After raised EP/conducted EP constructive
feedback should be given

34. Creating LC
ownership of GIP
• ‘Own our promise’ for GIP
• Every team and every member leads own
EP/raises company for meeting
• iGIP/oGIP sales trainings for members of LC
from alumni, external sellers
• Competition inside LC and with other LCs

35. Sales Team Leadership
• High standards and strict accountability
• Transparency of performance for all
members
• Coaching based on performance

39. SALES STARS
MORE AND BETTER
20%

41. Pillows of Sales Stars
development
Qualitative
Education
Smart
Tracking
Personal
Coaching
and Support
Personal
Appreciation

42. SALES STAR
DEVELOPMENT PATH

43. SALES STARS
DEVELOPMENT

48. GIP TEAM
MANAGEMENT

49. GIP team

50. How to manage your

51. LEADER
Responsible
Example for
team
Controlling
Motivator Authority

52. How to become an
authority ?
Prove that
you
stronger
then they
are
Know
everything
about them
Give them
what they
didn’t have
Talk to
them and
listen
Track and
reward

53. CORPORATE CULTURE

54. is the behavior of humans who are part of an
organization and the meanings that the people
reach to their actions.
Culture includes the organization values, visions,
norms, working language, systems, symbols, beliefs,
and habits.
It is also the pattern of such collective behaviors and
assumptions that are taught to new organizational
members as a way of perceiving, and even thinking
and feeling.
Organizational culture affects the way people and
groups interact with each other, with clients, and
with stakeholders.
Corporate culture

55. How to grow and
develop sales culture?

56. REMEMBER: You and only you are drivers of your culture! No one will do
this except you. So you need to like it so much

57. First meeting

58. Teambuilding
* REMEMBER that you are EXAMPLE and ROLE
MODEL

59. REMEMBER
YOU are seller where never you will be !

60. Questions?