This document outlines a process for accelerating sales performance by optimizing the sales environment and identifying high performing individuals. It involves:
1. Evaluating the sales environment by analyzing forces like customers and competition, developing a strategic execution model, and ensuring alignment across functions.
2. Identifying top performing salespeople and capturing the critical factors behind their success like roles, outcomes for each role, and activities that enable outcomes.
3. Applying insights from the environment assessment and high performers to the overall sales team to close performance gaps and drive measurable business results.
This document contains a summary of Mansour Mokhtar Omar Al-Kazaz's professional experience and qualifications. He has over 20 years of experience in automotive sales management, holding positions such as Regional Sales Manager for Modern Motors Co. in Egypt and Sales Manager for Arabian Automobiles Co. in the UAE. He is seeking a new challenging position that allows him to further enhance his experience and qualifications.
Mansour Mokhtar Omar Al-Kazaz is an experienced automotive sales professional seeking a new position. He has over 20 years of experience in automotive sales roles in Egypt and the UAE, most recently as Sales Manager for Arabian Automobiles Co. where he was responsible for SME and corporate sales. Prior to that, he held roles including Lexus Sales Manager and Sales Executive for various automotive companies in the UAE. He has a Bachelor's degree in Economic and Political Science and has received extensive training in areas such as Lexus customer service, SAP, sales techniques, and Microsoft Office.
Quotas provide performance targets and standards for salespeople and are set using various methods like forecasts, past performance, or executive judgment. There are different types of quotas including sales volume, profit, expense, and activity quotas. Setting quotas involves a process where managers work with individual salespeople to define objectives and quotas across key areas like territory management, account management, call management, and self-management. The goals are documented in a form to track performance over time.
This document discusses various techniques for controlling a sales force, including setting sales budgets, quotas, and territories. It describes how to establish sales territories by analyzing workloads, determining basic territories, assigning salespeople, and establishing customer contact plans. Metrics for assessing sales performance such as revenue, profit, call frequency, and account penetration are also outlined. The goals of sales control are to optimize sales, maximize profit, and control revenue through establishing standards, procedures, training, monitoring performance, and taking corrective actions.
Sales Force Structure at Hindusthan Coca Cola Pvt LtdSayan Chakraborty
The document describes the organizational structure and sales roles at Hindusthan Coca Cola Pvt Ltd. It outlines the different roles like regional sales manager, area sales manager, sales executives, and presellers. It also discusses objectives, strategies, programs like RED, recruitment and training processes, performance management, and recommendations to improve coverage and address issues.
Ch5: Organising and Staffing the Salesforceitsvineeth209
This chapter discusses organizing and staffing the salesforce. It covers key concepts like the types of sales organizations, specialization within the salesforce, and determining the optimal salesforce size. The major stages of the salesforce staffing process are also outlined, including planning, recruiting, selecting, hiring, socialization, and assimilation. Planning involves determining the number and type of salespeople needed. Recruiting activities seek to attract qualified candidates from internal and external sources. Selection tools to evaluate candidates include screening resumes, application forms, interviews, testing, reference checks, and physical examinations.
This document discusses sales organization structures and sales force deployment. It covers key concepts like specialization, centralization, span of control, and line vs staff positions. Different types of sales organization structures are presented like geographic, product, market, functional and hybrid structures. Considerations for major account management programs and determining the appropriate sales force size are also examined. Finally, the document outlines three interrelated questions around determining required selling effort, number of salespeople, and territory design for effective sales force deployment.
Wadah Ghanam is applying for the position of General Manager. He has over 20 years of experience in customer service, sales coordination, and general sales management roles. He is seeking a challenging position where he can contribute positively and utilize his leadership, sales, and customer service skills.
This document contains a summary of Mansour Mokhtar Omar Al-Kazaz's professional experience and qualifications. He has over 20 years of experience in automotive sales management, holding positions such as Regional Sales Manager for Modern Motors Co. in Egypt and Sales Manager for Arabian Automobiles Co. in the UAE. He is seeking a new challenging position that allows him to further enhance his experience and qualifications.
Mansour Mokhtar Omar Al-Kazaz is an experienced automotive sales professional seeking a new position. He has over 20 years of experience in automotive sales roles in Egypt and the UAE, most recently as Sales Manager for Arabian Automobiles Co. where he was responsible for SME and corporate sales. Prior to that, he held roles including Lexus Sales Manager and Sales Executive for various automotive companies in the UAE. He has a Bachelor's degree in Economic and Political Science and has received extensive training in areas such as Lexus customer service, SAP, sales techniques, and Microsoft Office.
Quotas provide performance targets and standards for salespeople and are set using various methods like forecasts, past performance, or executive judgment. There are different types of quotas including sales volume, profit, expense, and activity quotas. Setting quotas involves a process where managers work with individual salespeople to define objectives and quotas across key areas like territory management, account management, call management, and self-management. The goals are documented in a form to track performance over time.
This document discusses various techniques for controlling a sales force, including setting sales budgets, quotas, and territories. It describes how to establish sales territories by analyzing workloads, determining basic territories, assigning salespeople, and establishing customer contact plans. Metrics for assessing sales performance such as revenue, profit, call frequency, and account penetration are also outlined. The goals of sales control are to optimize sales, maximize profit, and control revenue through establishing standards, procedures, training, monitoring performance, and taking corrective actions.
Sales Force Structure at Hindusthan Coca Cola Pvt LtdSayan Chakraborty
The document describes the organizational structure and sales roles at Hindusthan Coca Cola Pvt Ltd. It outlines the different roles like regional sales manager, area sales manager, sales executives, and presellers. It also discusses objectives, strategies, programs like RED, recruitment and training processes, performance management, and recommendations to improve coverage and address issues.
Ch5: Organising and Staffing the Salesforceitsvineeth209
This chapter discusses organizing and staffing the salesforce. It covers key concepts like the types of sales organizations, specialization within the salesforce, and determining the optimal salesforce size. The major stages of the salesforce staffing process are also outlined, including planning, recruiting, selecting, hiring, socialization, and assimilation. Planning involves determining the number and type of salespeople needed. Recruiting activities seek to attract qualified candidates from internal and external sources. Selection tools to evaluate candidates include screening resumes, application forms, interviews, testing, reference checks, and physical examinations.
This document discusses sales organization structures and sales force deployment. It covers key concepts like specialization, centralization, span of control, and line vs staff positions. Different types of sales organization structures are presented like geographic, product, market, functional and hybrid structures. Considerations for major account management programs and determining the appropriate sales force size are also examined. Finally, the document outlines three interrelated questions around determining required selling effort, number of salespeople, and territory design for effective sales force deployment.
Wadah Ghanam is applying for the position of General Manager. He has over 20 years of experience in customer service, sales coordination, and general sales management roles. He is seeking a challenging position where he can contribute positively and utilize his leadership, sales, and customer service skills.
The document discusses various aspects of controlling the salesforce, including salesforce expense plans, salesforce audits, evaluating sales organization effectiveness, and controlling salesperson performance. It covers criteria for effective expense plans, types of plans, purposes of audits and the evaluation process. It also explains analyzing sales, costs, profits and productivity to evaluate effectiveness, and setting standards, reviewing performance, and taking actions to control salesperson performance. Finally, it discusses ethical, social and legal responsibilities of sales managers.
PI Foods Ltd produces baby foods, dairy products, chocolates, and beverages. The regional sales manager, Ramesh Kulkarni, discussed complaints from distributors about shortages and some retailers not receiving products. None of the area sales managers had previously informed Ramesh about these problems. Ramesh was dissatisfied and told managers that distributors' salespeople were not regularly visiting smaller retailers. He gave them one week to resolve the issues, which could affect sales, market position, and retailer satisfaction if not addressed.
The document outlines the key responsibilities of sales functions which include developing sales plans and strategies, providing accurate sales forecasting and tracking, compiling customer data, monitoring the market and competitors, achieving sales targets, managing customer relationships, developing new territories, hiring and motivating a sales team, and putting systems in place to support the sales process.
Ch4: Management of Sales Territories and Quotasitsvineeth209
The document discusses managing sales territories, quotas, and performance. It covers designing sales territories, assigning salespeople, and managing territorial coverage through routing, scheduling, and time management tools. It also discusses the different types of sales quotas used, including sales volume, financial, and activity quotas. Finally, it outlines several methods for setting sales quotas, including using total market estimates, territory potential, past sales experience, and executive judgement. Companies should select a few realistic quotas and administer them flexibly.
The document discusses the purpose and benefits of sales budgeting. It states that sales budgets serve two purposes - as a mechanism of control and an instrument of planning. Budgets help define resource requirements and act as an effective tool for controlling firm performance. The document also outlines the types of budgets, including sales, selling expense, administrative, and profit budgets. It describes different budgeting methods like affordability, percentage of sales, and return-oriented. The key steps in developing a sales budget are also summarized.
Panet Thongtan has over 20 years of experience in sales and general management roles in Thailand. He holds an MBA from the University of Findlay and a Bachelor's degree in Economics from Thammasat University. Currently, he is the General Manager for True Corporation, where he is responsible for achieving sales targets, developing sales strategies, and managing personnel in assigned regions. Previously, he held sales and operations management roles at various companies in consumer goods, telecommunications, retail, and oil industries.
KKN India ltd sale force performance evaluation by Ketan thakurKetan Thakur
KKN India Ltd. evaluates the performance of its sales force based only on sales results compared to the previous year and overall company growth, without considering individual efforts or market potential. The regional sales manager of the western region, which achieved 25% sales growth against the total company growth of 15%, has asked for maximum annual increments for his highest performing sales team. However, the sales manager notes that other regions may also have high performing salespeople. The existing performance evaluation system at KKN India Ltd. is inconsistent and does not properly measure individual contributions. Improvements could include setting standards based on different factors like sales activities, outcomes, profitability and personal development, and using multiple evaluation methods to provide a more complete assessment of each sales
The document discusses organizing and staffing a salesforce. It covers determining the optimal size of the salesforce using various methods like workload, sales potential, and incremental. It also discusses the major stages of staffing like planning, recruiting, selecting, hiring, and socializing. Planning involves establishing responsibilities, determining headcount needs, and outlining job requirements. Recruiting sources can be internal or external. Selection tools include screening resumes, applications, interviews, testing, references, and examinations.
Terry O'Connor has over 35 years of experience in sales and business development for the transportation industry. He has held several national account manager and regional sales roles where he consistently exceeded sales goals. Most recently, he worked as a national accounts manager for Maintenance Plus Inc., where he was responsible for opening six new OEM trailer accounts and increasing sales by $200,000 in his first year. O'Connor has a proven track record of developing new business, managing client relationships, and implementing new product strategies. He holds a Bachelor of Arts in Business/Marketing from Saint Leo University.
This document provides a summary of Mohamed Ghaly El Gazar's qualifications and experience. He has over 8 years of experience in customer service, training, retail operations, and brand management. Currently he works as a Training & Customer Service Manager for Paris Group International in Dubai, where he is responsible for employee training programs, customer service excellence, and key account management. He holds a Master's degree in Business Administration and Bachelor's degree in Accounting.
Mohammad Najam has 14 years of experience in sales and customer development with Unilever Pakistan Ltd. He has held several roles there such as Territory Manager and Senior Territory Manager, managing a portfolio of 40 brands and 400 SKUs. His professional goals are to contribute to enhancing business efficiency and developing business strategies. He has expertise in key accounts management, market strategy planning, and information technology.
This document discusses various aspects of sales and distribution management. It covers the nature of personal selling, defining personal selling as two-way communication between salespeople and customers. It describes the roles and tasks of salespeople, including order taking, order getting, and providing customer service. It also outlines characteristics, limitations, and traits of good salespeople. Additionally, it discusses sales management topics such as organizing the sales force, directing and motivating salespeople, evaluating performance, and addressing ethical issues. Finally, it covers distribution channel design and management, including defining distribution channels, evaluating intermediaries, and planning the optimal channel structure.
Arif Ahmed is a sales and business development professional with 15 years of experience in driving sales, business development, and marketing functions. He is currently working as a Regional Manager for Marketing and Sales at Nippon Audiotronix Ltd in Kolkata, where he is responsible for strategy formulation, business development, and new client acquisition. Previously he worked at Unimpex International as a Senior Sales Representative and KBK Bros as a Computer Operator and Office Assistant. He has a MBA in Marketing and has received multiple awards for his sales performance.
This document discusses evaluating sales force performance. It outlines several key points:
1. Performance evaluation assesses how well salespeople meet objectives and helps organizations identify areas for improvement.
2. Sales force performance is influenced by internal factors like motivation and skills, and external factors like the market environment and organizational structures.
3. The evaluation process involves determining influential factors, selecting criteria, establishing standards, comparing performance to standards, providing feedback, and evaluating. Information comes from records, reports, customers, managers and other sources.
4. Tools for evaluation include essays, rating scales, and ranking techniques. Sales control, audit, analysis and cost analysis also help track performance.
5.4 sales force structure and compensation.pptxRick Rasmussen
This presentation discusses strategies for building an effective sales force and compensation structure. It recommends that the CEO be the first salesperson and provide leadership by example. Different types of salespeople are needed at different stages of a company. Sales forces can be direct, indirect, or use multiple channels. Compensation plans should be designed to motivate desired outcomes like revenue, margins, and quotas. Common metrics include bookings, billings, and collections. The goals are to attract and retain top performers while incentivizing the business objectives.
The document discusses management of sales territories and quotas. It covers procedures for designing sales territories using build-up and breakdown methods. Factors considered when assigning salespeople to territories include ability and effectiveness in the territory. Managing territorial coverage involves planning routes, scheduling time, and using time management tools. Sales quotas are set as goals for sales units and types include sales volume, financial, activity, and combination quotas. Methods used to set quotas include total market estimates, territory potential, past sales experience, executive judgement, salespeople's estimates, and compensation plans.
Rita Georges Kiwan has over 20 years of experience in travel, banking, and education. She currently serves as General Manager of MICCO Travel Division in Abu Dhabi, where she oversees operations and finances, develops strategies, and ensures policies are executed. Previously, she held managerial roles at Etihad Airways, Commercial Bank of Dubai, Gulf Air, and International Educational Institute, gaining experience in sales, marketing, and relationship management. She is fluent in Arabic, English, and French and holds a BBA in Information Systems.
The document discusses different types of sales organizations including line, line and staff, functional, and horizontal organizations. It provides the characteristics, advantages, and disadvantages of each type. Additionally, it covers specialization within sales organizations which can be done based on geography, product type, market, or a combination. Different examples of geographic, product, market, and combination specialized sales organizations are described.
This document discusses strategic planning, sales forecasting, and budgeting. It defines strategic planning as deciding on long-term objectives and strategies. Sales strategies are developed from marketing strategies using various promotional and pricing tactics. Forecasting can use qualitative methods like executive opinions or quantitative methods like regression analysis. The sales budget estimates sales volumes and expenses for planning, coordination, and control purposes.
This resume is for Parvinder Yadav, seeking opportunities in sales, marketing, and channel management. The summary highlights over 9 years of experience in business development, sales, marketing, channel management, key account management, and team leadership. The experience section details roles as a branch manager and business development manager for various IT solutions companies, with responsibilities including sales, purchase, distribution network management, and people management.
Sales development manager perfomance appraisal 2tonychoper3404
This document contains materials for evaluating the job performance of a sales development manager, including:
1) A multi-page performance evaluation form for rating a sales development manager on factors like administration, communication, decision-making, and customer service. It provides rating definitions and space for comments.
2) A list of online resources for performance appraisal materials like review phrases and forms.
3) Examples of positive and negative performance review phrases for a sales development manager's attitude, creativity, and decision-making.
Performance Development Information Session for Supervisorseph-hr
This document summarizes an information session for supervisors on performance development at Williams College. The session objectives are to provide knowledge to complete written performance evaluations, conduct evaluation conversations, and answer questions. Regular performance feedback was found to increase employee engagement and success. The process involves updating job descriptions, collecting self-evaluations and other input, drafting reviews of past performance and future goals, conducting evaluation conversations, and finalizing evaluations. Key aspects of the review include using the SMART framework for goals and focusing feedback on specific behaviors and their impacts. Resources are provided to help supervisors have difficult conversations and motivate employees through autonomy, mastery and purpose rather than just bonuses.
The document discusses various aspects of controlling the salesforce, including salesforce expense plans, salesforce audits, evaluating sales organization effectiveness, and controlling salesperson performance. It covers criteria for effective expense plans, types of plans, purposes of audits and the evaluation process. It also explains analyzing sales, costs, profits and productivity to evaluate effectiveness, and setting standards, reviewing performance, and taking actions to control salesperson performance. Finally, it discusses ethical, social and legal responsibilities of sales managers.
PI Foods Ltd produces baby foods, dairy products, chocolates, and beverages. The regional sales manager, Ramesh Kulkarni, discussed complaints from distributors about shortages and some retailers not receiving products. None of the area sales managers had previously informed Ramesh about these problems. Ramesh was dissatisfied and told managers that distributors' salespeople were not regularly visiting smaller retailers. He gave them one week to resolve the issues, which could affect sales, market position, and retailer satisfaction if not addressed.
The document outlines the key responsibilities of sales functions which include developing sales plans and strategies, providing accurate sales forecasting and tracking, compiling customer data, monitoring the market and competitors, achieving sales targets, managing customer relationships, developing new territories, hiring and motivating a sales team, and putting systems in place to support the sales process.
Ch4: Management of Sales Territories and Quotasitsvineeth209
The document discusses managing sales territories, quotas, and performance. It covers designing sales territories, assigning salespeople, and managing territorial coverage through routing, scheduling, and time management tools. It also discusses the different types of sales quotas used, including sales volume, financial, and activity quotas. Finally, it outlines several methods for setting sales quotas, including using total market estimates, territory potential, past sales experience, and executive judgement. Companies should select a few realistic quotas and administer them flexibly.
The document discusses the purpose and benefits of sales budgeting. It states that sales budgets serve two purposes - as a mechanism of control and an instrument of planning. Budgets help define resource requirements and act as an effective tool for controlling firm performance. The document also outlines the types of budgets, including sales, selling expense, administrative, and profit budgets. It describes different budgeting methods like affordability, percentage of sales, and return-oriented. The key steps in developing a sales budget are also summarized.
Panet Thongtan has over 20 years of experience in sales and general management roles in Thailand. He holds an MBA from the University of Findlay and a Bachelor's degree in Economics from Thammasat University. Currently, he is the General Manager for True Corporation, where he is responsible for achieving sales targets, developing sales strategies, and managing personnel in assigned regions. Previously, he held sales and operations management roles at various companies in consumer goods, telecommunications, retail, and oil industries.
KKN India ltd sale force performance evaluation by Ketan thakurKetan Thakur
KKN India Ltd. evaluates the performance of its sales force based only on sales results compared to the previous year and overall company growth, without considering individual efforts or market potential. The regional sales manager of the western region, which achieved 25% sales growth against the total company growth of 15%, has asked for maximum annual increments for his highest performing sales team. However, the sales manager notes that other regions may also have high performing salespeople. The existing performance evaluation system at KKN India Ltd. is inconsistent and does not properly measure individual contributions. Improvements could include setting standards based on different factors like sales activities, outcomes, profitability and personal development, and using multiple evaluation methods to provide a more complete assessment of each sales
The document discusses organizing and staffing a salesforce. It covers determining the optimal size of the salesforce using various methods like workload, sales potential, and incremental. It also discusses the major stages of staffing like planning, recruiting, selecting, hiring, and socializing. Planning involves establishing responsibilities, determining headcount needs, and outlining job requirements. Recruiting sources can be internal or external. Selection tools include screening resumes, applications, interviews, testing, references, and examinations.
Terry O'Connor has over 35 years of experience in sales and business development for the transportation industry. He has held several national account manager and regional sales roles where he consistently exceeded sales goals. Most recently, he worked as a national accounts manager for Maintenance Plus Inc., where he was responsible for opening six new OEM trailer accounts and increasing sales by $200,000 in his first year. O'Connor has a proven track record of developing new business, managing client relationships, and implementing new product strategies. He holds a Bachelor of Arts in Business/Marketing from Saint Leo University.
This document provides a summary of Mohamed Ghaly El Gazar's qualifications and experience. He has over 8 years of experience in customer service, training, retail operations, and brand management. Currently he works as a Training & Customer Service Manager for Paris Group International in Dubai, where he is responsible for employee training programs, customer service excellence, and key account management. He holds a Master's degree in Business Administration and Bachelor's degree in Accounting.
Mohammad Najam has 14 years of experience in sales and customer development with Unilever Pakistan Ltd. He has held several roles there such as Territory Manager and Senior Territory Manager, managing a portfolio of 40 brands and 400 SKUs. His professional goals are to contribute to enhancing business efficiency and developing business strategies. He has expertise in key accounts management, market strategy planning, and information technology.
This document discusses various aspects of sales and distribution management. It covers the nature of personal selling, defining personal selling as two-way communication between salespeople and customers. It describes the roles and tasks of salespeople, including order taking, order getting, and providing customer service. It also outlines characteristics, limitations, and traits of good salespeople. Additionally, it discusses sales management topics such as organizing the sales force, directing and motivating salespeople, evaluating performance, and addressing ethical issues. Finally, it covers distribution channel design and management, including defining distribution channels, evaluating intermediaries, and planning the optimal channel structure.
Arif Ahmed is a sales and business development professional with 15 years of experience in driving sales, business development, and marketing functions. He is currently working as a Regional Manager for Marketing and Sales at Nippon Audiotronix Ltd in Kolkata, where he is responsible for strategy formulation, business development, and new client acquisition. Previously he worked at Unimpex International as a Senior Sales Representative and KBK Bros as a Computer Operator and Office Assistant. He has a MBA in Marketing and has received multiple awards for his sales performance.
This document discusses evaluating sales force performance. It outlines several key points:
1. Performance evaluation assesses how well salespeople meet objectives and helps organizations identify areas for improvement.
2. Sales force performance is influenced by internal factors like motivation and skills, and external factors like the market environment and organizational structures.
3. The evaluation process involves determining influential factors, selecting criteria, establishing standards, comparing performance to standards, providing feedback, and evaluating. Information comes from records, reports, customers, managers and other sources.
4. Tools for evaluation include essays, rating scales, and ranking techniques. Sales control, audit, analysis and cost analysis also help track performance.
5.4 sales force structure and compensation.pptxRick Rasmussen
This presentation discusses strategies for building an effective sales force and compensation structure. It recommends that the CEO be the first salesperson and provide leadership by example. Different types of salespeople are needed at different stages of a company. Sales forces can be direct, indirect, or use multiple channels. Compensation plans should be designed to motivate desired outcomes like revenue, margins, and quotas. Common metrics include bookings, billings, and collections. The goals are to attract and retain top performers while incentivizing the business objectives.
The document discusses management of sales territories and quotas. It covers procedures for designing sales territories using build-up and breakdown methods. Factors considered when assigning salespeople to territories include ability and effectiveness in the territory. Managing territorial coverage involves planning routes, scheduling time, and using time management tools. Sales quotas are set as goals for sales units and types include sales volume, financial, activity, and combination quotas. Methods used to set quotas include total market estimates, territory potential, past sales experience, executive judgement, salespeople's estimates, and compensation plans.
Rita Georges Kiwan has over 20 years of experience in travel, banking, and education. She currently serves as General Manager of MICCO Travel Division in Abu Dhabi, where she oversees operations and finances, develops strategies, and ensures policies are executed. Previously, she held managerial roles at Etihad Airways, Commercial Bank of Dubai, Gulf Air, and International Educational Institute, gaining experience in sales, marketing, and relationship management. She is fluent in Arabic, English, and French and holds a BBA in Information Systems.
The document discusses different types of sales organizations including line, line and staff, functional, and horizontal organizations. It provides the characteristics, advantages, and disadvantages of each type. Additionally, it covers specialization within sales organizations which can be done based on geography, product type, market, or a combination. Different examples of geographic, product, market, and combination specialized sales organizations are described.
This document discusses strategic planning, sales forecasting, and budgeting. It defines strategic planning as deciding on long-term objectives and strategies. Sales strategies are developed from marketing strategies using various promotional and pricing tactics. Forecasting can use qualitative methods like executive opinions or quantitative methods like regression analysis. The sales budget estimates sales volumes and expenses for planning, coordination, and control purposes.
This resume is for Parvinder Yadav, seeking opportunities in sales, marketing, and channel management. The summary highlights over 9 years of experience in business development, sales, marketing, channel management, key account management, and team leadership. The experience section details roles as a branch manager and business development manager for various IT solutions companies, with responsibilities including sales, purchase, distribution network management, and people management.
Sales development manager perfomance appraisal 2tonychoper3404
This document contains materials for evaluating the job performance of a sales development manager, including:
1) A multi-page performance evaluation form for rating a sales development manager on factors like administration, communication, decision-making, and customer service. It provides rating definitions and space for comments.
2) A list of online resources for performance appraisal materials like review phrases and forms.
3) Examples of positive and negative performance review phrases for a sales development manager's attitude, creativity, and decision-making.
Performance Development Information Session for Supervisorseph-hr
This document summarizes an information session for supervisors on performance development at Williams College. The session objectives are to provide knowledge to complete written performance evaluations, conduct evaluation conversations, and answer questions. Regular performance feedback was found to increase employee engagement and success. The process involves updating job descriptions, collecting self-evaluations and other input, drafting reviews of past performance and future goals, conducting evaluation conversations, and finalizing evaluations. Key aspects of the review include using the SMART framework for goals and focusing feedback on specific behaviors and their impacts. Resources are provided to help supervisors have difficult conversations and motivate employees through autonomy, mastery and purpose rather than just bonuses.
This document discusses leadership fundamentals and their impact. It introduces four key leadership fundamentals: communicating clear expectations, creating a learning environment, removing barriers and distractions, and modeling the way. Mastering these fundamentals helps sales leaders get their team from where they are to where they need to be, and positively impacts the team's performance, ability to achieve goals, productivity, and respect for the leader. The document encourages self-reflection on applying these fundamentals.
1. The document discusses performance coaching and outlines an 8-step coaching model used by Indo Group to improve employee performance through coaching.
2. The 8-step model includes establishing trust, defining goals, discussing impacts, creating plans, getting commitments, addressing obstacles, clarifying consequences, and ongoing support.
3. Effective coaching skills that build understanding and relationships include active listening, open-ended questions, clarifying, goal setting, and providing constructive feedback.
The document provides an overview of Pfizer Inc., including its business segments, geographic reach, goals, mission/values, history, strategy, external environment analysis, internal environment analysis, and recommendations. It analyzes Pfizer's pharmaceutical, animal health, and corporate/other business segments. Key points include Pfizer operating in over 150 countries, goals of growing in emerging markets and optimizing its patent-protected portfolio, and an analysis of its competitive environment and internal financial performance compared to rivals. One recommendation is for Pfizer to focus on emerging markets like Asia, China, and India.
Pharmaceutical SFE Metrics: Are You Measuring The Wrong Things? (mini)Eularis
With the ever-increasing pressure to ensure maximum return on investment, Sales Force Effectiveness is becoming a high priority area. A Sales Force represents the largest spend in sales and marketing and is second only to Research and Development within the whole of a company. Yet, similar to R & D, study after study shows that the returns gained from this spend are not particularly strong.
Research by Novartis shows, despite the fact that the top 40 Pharmaceutical companies in the US doubled their investment in Sales Force over the past 5 years, prescriptions only rose by 15% in the corresponding time period. Research by IBM concurred with this result and found that every dollar spent on Sales Force generates just $10.30 in sales. This represents a 22% drop in return since 1996.
Generally, there has been an industry-wide decrease in productivity per Sales Representative, down 24% since 1996. In addition, the Sales Representatives that are hired are low in age, output and skill. Reps face a highly competitive field, with recent figures showing a field of 90,000 Reps competing for 650,000 Physicians - only 125,000 of whom are top tier prospects. A rapidly expanding Sales Force with rapidly decreasing productivity results in an approximate 18% turnover each year.
Fortunately, the concept that ‘size sells’ is largely beginning to be abandoned across the Pharmaceutical Industry. Many Sales Managers are turning their attention to increasing the effectiveness of the Sales Force, rather than the size.
In this report, we examine Sales Force Effectiveness in the Pharmaceutical Industry. We analyze current metrics and their limitations, in focus and in measuring Sales Force Effectiveness, for the Pharmaceutical Industry. Then we discuss appropriate metrics to solve these problems, and demonstrate implementation methods and issues.
10 Things every Sales Manager Should Know about Sales PerformanceAltify
The document outlines 10 key statistics that every sales manager should know about sales performance. Some of the main points include: 2/3 of salespeople miss their quotas; over half of salespeople close deals at less than 40%; the best sales reps are 250% better at qualifying leads; and almost half of all sales teams don't have a defined sales process or playbook. The document emphasizes that knowing these types of statistics about a sales team's performance is important for sales managers to effectively coach the team and implement strategies to improve results.
We've gathered the most surprising, horrifying, and enlightening sales statistics on cold calling, social selling, sales training, and much more.
Whether you are a sales rookie or an experienced veteran, these 21 sales stats will knock your socks off and perhaps inspire you to improve the way you sell. Enjoy and share!
The document discusses performance management processes including:
1) Setting objectives and defining responsibilities at the beginning of the cycle through performance planning.
2) Monitoring performance and providing ongoing feedback throughout the cycle.
3) Periodically reviewing performance and achievements to evaluate progress and make adjustments.
The document discusses various aspects of performance appraisal including definitions, objectives, processes, methods, issues, advantages, and disadvantages. Specifically, it defines performance appraisal as evaluating an employee's job performance and sharing feedback to improve. It lists objectives for both employees and organizations. It outlines the typical performance appraisal process and describes traditional and modern methods like graphic rating scales, forced choice, critical incidents, field review, behavioral anchored rating scales, and 360 degree/MBO approaches. It also notes some common issues and both advantages like motivating employees and disadvantages like potential bias.
Path To Professional Sales & Marketing CertificationInfobrandz
This document provides information about professional certification programs available through Sales & Marketing Executives International (SMEI). It discusses the benefits of certification for both individuals and organizations, including increased professionalism, knowledge, and career opportunities. Two primary certifications are described: Certified Marketing Executive (CME) for marketing managers and Certified Sales Executive (CSE) for sales managers. The steps to achieve certification are outlined, including selecting a certification, applying, preparing through self-study or courses, and passing the exam. Organization implementation strategies are also presented.
Are you an experienced B2B sales leader who feels the need for better revenue forecasts? Believe it or not, the solution may not be in a new CRM process or in the hiring of a new team member. There is a LOT of information in your current sales pipeline waiting to be unlocked. You can do that with little changes and lots of discipline.
Setting goals & managing the sales force's performanceSaad Elhalafawy
Sales goals are important for guiding and motivating a sales force. There are different types of goals, including input-based goals focusing on activities and output-based goals focusing on results like sales volumes. Choosing the right metrics and time period is important. Goals should be specific and difficult but achievable to improve performance. Factors like market conditions may require adjusting goals. Sales managers must set clear expectations and help reps develop skills to achieve their goals.
A marketing plan is a document that contains information with the direct impact on the firm's marketing strategy that facilitates the alignment of decision makers.
Sales training: program, execution and evaluationShwetanshu Gupta
Whirlpool developed a unique sales training program where new salespeople lived together in a house full of Whirlpool appliances for two months. This allowed the salespeople to gain first-hand experience using the appliances like consumers to understand customer perspectives. Of the first 40 salespeople in the program, 8 were promoted, attributing their success to the knowledge and confidence gained. While more expensive than traditional classroom training, Whirlpool believes the investment in the "Real World" program is worthwhile.
For an updated version of this presentation: https://www.slideshare.net/clearaction/marketing-operations-the-engine-behind-predictive-analytics-127189835
Presented by Gary Katz at Predictive Analytics World, February 18, 2009 San Francisco, Calif.
See https://ClearAction.com
Intro Fractional SALESvp presentation_NEW.ppt [Autosaved]Dan Nelson
A fractional sales VP is a senior executive who provides part-time strategic sales and marketing support to small and medium businesses. They become an integrated part of the management team, bringing experience spanning decades to improve sales processes, manage the sales pipeline and team, and increase revenue. Typical responsibilities include implementing best practices, developing a repeatable sales process, managing CRM adoption, providing coaching and metrics. This helps clients solve challenges like improving sales performance, marketing alignment, and generating more profitable sales.
The document provides guidance on creating an effective sales plan. It outlines key elements that should be included in a sales plan such as goals, budget, target markets, sales team structure, prospecting strategies, and tools. An effective sales plan acts as a roadmap to help achieve revenue and deal targets. It provides strategies and allocates necessary resources to carry out activities to meet sales objectives.
This document discusses the transformation of marketing roles to focus on revenue generation. It notes that roughly 50% of B2B marketers now have direct revenue accountability. Marketers are engaging prospects earlier in the buying process and staying involved through sales and after. As their role changes, marketers need new metrics to demonstrate business impact, moving from measuring activities to measuring revenue results. The document provides examples of key revenue metrics and outlines challenges in accurately calculating marketing ROI across the entire customer lifecycle. It emphasizes the importance of alignment between marketing, sales, finance, and IT to define common definitions, processes, and key performance indicators tied to revenue.
Driving Marketing Automation Success Across the Enterprise: Marketing StrategyMarketo
Looking to build the business case for launching a marketing automation solution at your enterprise organization?
Join Marketo to hear best practices for building a business case and marketing strategy to ensure you get documented buy-in from all stakeholders. As with any new process or system, everyone’s goals must be aligned in order to be successful.
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Objectives of sales management are derived from the organizations marketing objectives.
Ultimate sales objective of an organisation is to have a decent growth in sales.
More specifically, sales management objectives can be grouped under:
Quantitative Objectives (Short-term)
Qualitative Objectives (Long-term)
Drive Marketing Automation Success Across the Enterprise: Measurement and Rep...Marketo
Looking to establish a baseline for measurement and reporting, so you can prove your programs' contribution to revenue pipeline?
Check out these slides from the Marketo webinar with Tim Kirby, Sr. Enterprise Solutions Consultant, for an overview of the optimal blend of analytics to implement to accelerate performance at your enterprise organization.
This presentation summarizes the five steps of the marketing process: 1) Understand customer needs and the marketplace, 2) Design a customer-driven marketing strategy, 3) Construct an integrated marketing program, 4) Build profitable customer relationships, and 5) Capture value from customers to create profits. It discusses each step in the process and provides examples of key questions to consider for effective strategy and program development centered around customer value. The goal is to understand customers, attract and retain them through superior benefits, and maximize long-term profits and equity.
The document provides information about CASK, a professional coaching network in Vietnam. It discusses CASK's vision of being the top coaching network applying skills and knowledge in Vietnam. It aims to connect experts with young professionals to share knowledge and facilitate career development.
CASK offers various services including business consulting, classroom training, transferring knowledge through follow-ups after training, and evaluating business performance. It provides comprehensive training programs on topics related to trade marketing like channels, customers, promotions and more, tailored for professionals of different experience levels.
CASK works with a network of professional coaches from leading companies in various industries to deliver its programs. It has a competency-based approach in developing training courses focused on practical skills.
The document outlines consultancy services offered by Cristian Cojocaru, including setting up new businesses, developing current businesses, coaching and training management/sales teams, and interim management. Services involve business planning, analysis, objective setting, and performance improvement. Training programs are tailored to needs and cover topics like sales, management, and negotiations. Cojocaru has over 15 years of experience in telecom sales and management roles.
Matt Androski has been hired as a seasoned sales executive to lead a sales team. Over the next 90 days he will focus on several key areas: assessing the sales team and processes, reviewing key deals and opportunities, and implementing a repeatable sales methodology. His goal is to understand the challenges, optimize operations and sales execution, and drive the business to achieve its targets.
This document discusses Sales & Operation Planning (S&OP), which aims to achieve optimal balance between demand and supply. S&OP involves cross-functional collaboration to develop a sales forecast and supply plan. It establishes roles and responsibilities and a regular forecasting process. Benefits of S&OP include 10-20% less inventory, 15-20% better order fulfillment, and 10-20% fewer stockouts. Guiding principles are ownership by senior management, collaboration between functions, and demand-based sales forecasts. The S&OP process involves defining objectives, monthly tasks like reviewing forecasts, and measuring results with KPIs like forecast accuracy and out-of-stock levels.
Shahid Siddiqui is seeking a career in sales and marketing. He has over 20 years of experience in sales management roles with companies in the FMCG and food industries. His experience includes setting sales goals and strategies, managing sales teams, developing marketing plans, and ensuring policies are followed. He is skilled in sales forecasting, budgeting, and negotiations.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
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How to Implement a Strategy: Transform Your Strategy with BSC Designer's Comp...Aleksey Savkin
The Strategy Implementation System offers a structured approach to translating stakeholder needs into actionable strategies using high-level and low-level scorecards. It involves stakeholder analysis, strategy decomposition, adoption of strategic frameworks like Balanced Scorecard or OKR, and alignment of goals, initiatives, and KPIs.
Key Components:
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- Strategy Decomposition
- Adoption of Business Frameworks
- Goal Setting
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Benefits:
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The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
3 Simple Steps To Buy Verified Payoneer Account In 2024SEOSMMEARTH
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Structural Design Process: Step-by-Step Guide for BuildingsChandresh Chudasama
The structural design process is explained: Follow our step-by-step guide to understand building design intricacies and ensure structural integrity. Learn how to build wonderful buildings with the help of our detailed information. Learn how to create structures with durability and reliability and also gain insights on ways of managing structures.
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
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Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.