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Marketing Job Interview Questions and Answers Part 1HowToGetThatJob
http://www.howtogetthatjob.net Share with you the strategies that you need to deploy if you are to get the job you really want, and progress in your career.
As a marketing professional, I've interviewed, and have been interviewed for a number of marketing positions from telecoms, to finance, and the not for profit sector. In this part of Marketing Job Interview Questions and answers presentation, you'll learn not only the most likely interview questions, but how the employers want you to answer them. After you've read through, get practicing how you will articulate your answers in your job interview. Be sure to check out Part 2.
USP -Unique Sellin Proposition- estas proponiendo vender algo UNICO o algo que es tan comun que se considera un commodity? te logras diferenciar en el mercado?
Get Hunted! is about Preparing Yourself for the market. It's about thinking differently from the mainstream recruitment model. Mental Preparation and Physical Delivery will prepare you as the most valuable product you will ever sell!
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For those of you that missed our Preparation C presentation, take a look at it here, for some great tips on writing resumes, interviewing skills and what prospective employers are looking for.
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Marketing Job Interview Questions and Answers Part 1HowToGetThatJob
http://www.howtogetthatjob.net Share with you the strategies that you need to deploy if you are to get the job you really want, and progress in your career.
As a marketing professional, I've interviewed, and have been interviewed for a number of marketing positions from telecoms, to finance, and the not for profit sector. In this part of Marketing Job Interview Questions and answers presentation, you'll learn not only the most likely interview questions, but how the employers want you to answer them. After you've read through, get practicing how you will articulate your answers in your job interview. Be sure to check out Part 2.
USP -Unique Sellin Proposition- estas proponiendo vender algo UNICO o algo que es tan comun que se considera un commodity? te logras diferenciar en el mercado?
Get Hunted! is about Preparing Yourself for the market. It's about thinking differently from the mainstream recruitment model. Mental Preparation and Physical Delivery will prepare you as the most valuable product you will ever sell!
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For those of you that missed our Preparation C presentation, take a look at it here, for some great tips on writing resumes, interviewing skills and what prospective employers are looking for.
Information Architecture: Value Proposition of Our ApproachKaarin Hoff
We have to get comfortable explaining the purpose and value of the IA approach. We are more than our deliverables. We have to sell our process. We have to defend our ability to do proper discovery – stakeholder interviews, content audits, user interviews, modeling... We are the gatekeepers that hold off the solutions, the how, until we know the what and who and why. And explaining that can be really difficult! This talk aims to help us all become more comfortable with, and confident in, explaining our value proposition.
Abstraction can be used at the beginning of a project to facilitate communication and reflection in order to establish a shared framework. This clarifies goals for decision makers and gives direction to the production team – preventing the project from getting stuck in the weeds.
In our everyday work, as people who create digital products, we are under a lot of pressure from clients/employers to produce concrete outputs – often with little clarity concerning goals. This leads to stress and ineffectual outcomes.
Looking at the course of human history, people have always used methods of abstraction to make sense of a complicated world (like mapmakers). As IAs we can take advantage of this natural human tactic to abstract the complex, in order to bring clarity to our work by using tools such as maps, blueprints, and personas.
A sales person is a tool to get your offering out to prospects and/or customers. It’s true we can control the offering and we can shape the message presented. But it’s the Sales person’s style, presentation and skills that will determine how the customer or prospect will feel about usIT’S NOT WHAT YOU SAY IT IS. IT’S HOW THEY SAY IT
Ten definative questions for people in career transition to ask tehemselves and answer BEFORE they start the job search process
By answering these questions honestly will lead to being able to construct
Your next Job Title and what you want to do next
The types of companies, managers, people you perform best with
Your LinkedIn Profile
Cover Letters
Your Resume
Your Elevator Speech
Career Goals
Creating stories to answer interview questions
Selecting Target Companies
Defining your key skills and overall skill set
Where geographically you want to work
Salary expectations
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For many of them, beginning a job search seems to be a challenging task. There are 3 simple questions you may ask yourself before beginning your search.
What do you really want to do?
What do you need to do?
How can you get started?
In Springboard Talent, we focus on helping professionals like you by providing coaching, strategies and systems to attract your ideal job. Traditional job search methods are no longer effective. Welcome to the New Rules of Job Search. With understanding of the entire hiring process, you will be able to tap into more than 80% of the hidden job market.
For many of them, beginning a job search seems to be a challenging task. There are 3 simple questions you may ask yourself before beginning your search.
What do you really want to do?
What do you need to do?
How can you get started?
In Springboard Talent, we focus on helping professionals like you by providing coaching, strategies and systems to attract your ideal job. Traditional job search methods are no longer effective. Welcome to the New Rules of Job Search. With understanding of the entire hiring process, you will be able to tap into more than 80% of the hidden job market.
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Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
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Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
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price and product quality), as well as assessing competitive and market conditions
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Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
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Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
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A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
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[Note: This is a partial preview. To download this presentation, visit:
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Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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4. What is my JobWhat is my Job
Remember this
What you did to get promoted is not what
you will do in the future
To get things done through others.
To manage the sale team in such a way
that we meet and exceed our sales budget
and if we don’t, make up the rest.
You need them a lot more than they need
you
7. Key to Sales Team Success – YourKey to Sales Team Success – Your
SuccessSuccess
The ideal Lamar Sales Manager
Hire right
Train well
Set Goals
Provide Support
Monitor Activity
Motivate
Evaluate
Time Management
Aim at something
9. Hire RightHire Right Building the TeamBuilding the Team
To hire right we need to know...
Who are we looking for?
Where do we find them?
What kind of sales experience is preferable?
How do we interview them?
What are the Red Flags to look for?
How do we pop the question and start them out right?
““Hire in haste..repent in leisure”..Hire in haste..repent in leisure”..
10. When do We Start Looking?When do We Start Looking?
When?
The hiring process takes 30 - 90 days. Just like
selling outdoor, it requires planning, prospecting,
and working on a tight time frame.
Hiring is a continuous process.
Keep the bench warm.
- They should be in your office now
Keep a list of qualified candidates.
11. Who Are We Looking For?Who Are We Looking For?
Who?Who?
14. Advertising for the PositionAdvertising for the Position
How well does this work?
What happens when you run an ad?
This is not your first step.
If you advertise consider the following format:
15. Lamar Outdoor Advertising (or a Leading Media
Company) is looking for one salesperson to tell our
dynamic sales and marketing story to business people.
To qualify you must be a positive, personable, organized,
and disciplined self starter . You should possess above
average speaking, computer and writing skills. You will
work closely with local business’s selling them Outdoor
Advertising. Previous media sales experience is not
necessary. In fact..we don’t care..we will train you at our
expense. If you are interested in the incredible growth
opportunities a Lamar Account Executive position can
offer..send your resume to………………. Lamar is an
equal opportunity ..affirmative action employer
Advertising for the PositionAdvertising for the Position
16. How to Narrow the Field – 10 StepsHow to Narrow the Field – 10 Steps
How do you narrow the field?
1. Screen the resume ..look for.. ?
1. Conduct telephone interviews
- experience, knowledge and skill
- their background
- determine how the candidate handles
themselves on the phone ( since this is a big
part of what we do as AE’s)
1. Complete Lamar job application form
17. 4. Conduct preliminary personal
interviews
- 5 minute interview
- Tell them their backgrounds are
interesting but they don’t seem
appropriate for a sales job with
Lamar..listen to their response.
- Use the general interview.
- Prepare a business plan
- If they excel at this point then…
How to Narrow the FieldHow to Narrow the Field
18. 5. Check references
6. Have candidate ride with one of your best
AE’s
How to Narrow the FieldHow to Narrow the Field
7. Caliper Test
8. Candidate meets with your manager
7. Make a job offer (put in writing as well)
8. Send a thank you note to each finalist.
19. Hiring -Hiring - Screening QuestionsScreening Questions
What assets do you bring to
Is it better to be right or to get what you
want
Name one area where you definitely need
improvement
What famous person doyo admire
most….why
What is the golden rule
Which grades are more important on a
child’s report card..conduct or academics
What is your favorite book..why
20. What’s this mean to youWhat’s this mean to you
Chance favors the prepared mind
People forget how fast you did a job,
but they remember how well you did it
Adversity reveals genius, prosperity
conceals it
The price of greatness is
responsibility
21. How long would you wait in the lobby for an
appt with an important decision maker
If you could do anything in the world what
would you do
Describe the adv and disadv of the other
media
How would you overcome the following
objections:
- Too expensive
- Don’t like your company
- Tried it once ..didn’t work
22. Hiring -Hiring - Screening QuestionsScreening Questions
Tell me about yourself.
What are your long term and short term
goals?
What are you doing now?
Why did you choose selling as a career?
Why are you looking for a new position?
What are you looking for in a sales job?
23. What are your prospecting
techniques
What questions do you ask to
gather information
Tell me about as many
testimonials as you can
24. What type of person would you like to work
for?
Would your previous employer hire you
back? Why?
What would your boss say about you if I
called him or her?
Hiring -Hiring - Screening QuestionsScreening Questions
25. Hiring -Hiring - Work HistoryWork History
Could you tell me about your work history:
How would you compare the companies you
worked for?
How did you select the first company you
worked for?
What was the company like? What are you
looking for in a place where you work?
26. What were your responsibilities at your last
job?
What do you feel were your major
accomplishments? Why?
What areas do you feel you could have been
more productive?
What type of person do you like to work for?
Hiring -Hiring - Work HistoryWork History
27. Describe the best working environment
you’ve experienced
Tell me about your previous employer - what
did you like about them / dislike?
What was your best boss like? What was
your worst boss like?
How would you compare them?
Hiring -Hiring - Work HistoryWork History
28. What do you consider to be some of your
most disappointing work experiences?
What type of people do you like to work with?
Did you ever have a fellow worker or a boss
who did not function at the level you
expected? Tell me about it.
If they did not live up to your expectations,
what was or approach?
Hiring -Hiring - Work HistoryWork History
29. What do you think determines a person’s
progress in a good company?
How do you feel your career progress has been to
this point?
What are some examples of important types of
decisions you have been called upon to make or
problems you had to solve?
What do you feel contributed to your effectiveness
as a salesperson?
Hiring -Hiring - Work HistoryWork History
30. How many hours do you feel a person should
spend on his or her job?
How do you spend your spare time?
If you could have changed anything in your
last job, what would you have changed?
Why?
If you could bring 2 ideas from your last job to
Lamar, what 2 ideas would you bring? Why?
Hiring -Hiring - Work HistoryWork History
31. What specific things did you do in your last
job to improve yourself
How are you compensated ?
What was your average sale in dollars?
What was your biggest professional mistake
you ever made?
What did you learn from the mistake?
What do you consider your most important
accomplishment in your previous job/school
Hiring -Hiring - Work HistoryWork History
32. Leave them in the reception area - ask the
gatekeeper what they thought of the
candidate. This is a good indicator of what
Lamar clients will think of your new hire when
they are in the field
How do you decide when to stop working an
account
What presentation skills do you have? Can
you give me an example?
Hiring –Hiring – Selling SkillsSelling Skills
33. What do you feel is the most important aspect
of the selling process?
Where should a sales person invest most of
their time with a prospect ?
Tell about your previous sales training? What
did you learn? How will that help you here?
Client says “I’ll think it over” what do you say?
Hiring –Hiring – Selling SkillsSelling Skills
34. What is your opinion of success? What plans do
you have to reach that level?
What do you like best about selling?
What is the worst aspect of selling?
What do you think it takes to be successful in
sales? In life?
What three traits would help you most in this
job?
What were the last 3 sales books you read?
Hiring –Hiring – Selling SkillsSelling Skills
35. Who is the person you admire the most?
Why?
What three adjectives would your friends say
best describe you?
Would people describe you as aggressive,
passive, or neutral? Why?
What do you like best about your personality?
What would you change?
Are you motivated…examples
Hiring –Hiring – General QuestionsGeneral Questions
36. You will always know more about yourself than
anyone else. Tell me what I should know about
you?
How do you cope with pressure?
What are you doing now to improve yourself ?
If I spoke to your roommate - what would they
say are your strongest qualities?
…Your areas you need to strengthen?
Hiring –Hiring – General QuestionsGeneral Questions
37. How are you active in the community
How much money would you like to make in this
sales position?
Where do you see yourself in 3 years?
What will you be earning in 3 years?
If we select you, what specific goals would you like
to achieve in this career opportunity?
What was the most critical feedback you ever got …
how did you react to it
Hiring –Hiring – General QuestionsGeneral Questions
38. Tell me about your educational background
Why did you select that school?
What was your major? Why?
Were you involved in extracurricular
activities?
Is there anything you would have changed, if
you could, about your college experience?
- Ask them to summarize why they are qualified for
the position.
- always ask them to call back on a certain day and
time. This will give you and idea of how organized
they are.
Hiring –Hiring – Educational BackgroundEducational Background
39. When should you worry?
Information does not agree with applicant’s resume’
Frequent job changes
Mostly negative reports about past job experiences
Inconsistent information about income and salary in past
employment or unrealistically high or low demands for
compensation.
Look for positive comments about being on a team and being a
team player.
The candidate knows nothing about our company.
Hiring Red FlagsHiring Red Flags
40. You should worry if….
Watch for signs of ________
References are __________________
Caliper test reveals candidate would not be a good
selection for the position of Account Executive.
If not careful you could end up with…
Hiring Red FlagsHiring Red Flags
41. Biggest Hiring Mistakes!Biggest Hiring Mistakes!
Hiring the best of a bad bunch
Hiring under pressure and making snap
judgments.
Hiring people we like, including those that don’t
threaten us
Not networking, not keeping files, not
continuously interviewing
Not continually upgrading the sale force through
continuous hiring improvements
42. Not using a variety of sources for
candidates
Not checking references
Not asking the “right questions” during the
interviewing
Talking too much during the interview and
not letting the candidate talk
Biggest Hiring Mistakes!Biggest Hiring Mistakes!
43. Start your AE off right…HOW?Start your AE off right…HOW?
44. Their First Day…what do you do?Their First Day…what do you do?
Prepare their work area
Order their business cards, name plate
Have an updated account list ready for them the
first day
Schedule companion calls to introduce the new AE
to advertisers.
Have your new AE schedule interview with every
employee at your plant to learn their jobs.
45. Schedule a lunch with them and one of your
current AE’s on the first day.
Meet with them at the end of the day and ask
them now that they are a part of the team how is
Lamar different from what they imagined? Do
they have any questions?
Review their Training Calendar
Monitor their training
Their First Day?Their First Day?
46. Key to Sales Team SuccessKey to Sales Team Success
The ideal Lamar Sales Manager
Hire right
Train well
Set Goals
Provide Support
Monitor Activity
Motivate
Evaluate
47. Week 1Week 1
HR paperwork
Tour facilities– meet and greet
Teach them to managetheir time Mgt – Lamar
Bible
This is what AE’s are Taught
48. Learn how toLearn how to
Manage Time..Manage Time..
The PlannerThe Planner
49. Each morning
write down your
To Do List
Record
Expenses
You can only manage
what you measure
51. Track
phone
calls and
write
them
down.
DocumentDocument
• First thing in the morning before lunch, afterlunch andFirst thing in the morning before lunch, afterlunch and
before the end of the day, get yourmessagesbefore the end of the day, get yourmessages
• Write them downWrite them down
• CallCall
• No excuse not to return a call in 24 hoursNo excuse not to return a call in 24 hours
52. Week 1Week 1
How the Plant works
– Interview each department
– Seeattachments
53. Week 1Week 1
Learn product knowledge
Ridewith Operations
Learn theInventory
Compensation
Salessupport material / contract paper work
RidewithAE
Test
55. List Prospects
working – 3:1
•Mathernes GroceryMathernes Grocery
Go to your PlannerGo to your Planner
56. Call client and get the name of the
Decision Maker, Owner, Receptionist,
person behind the cash register, etc.
•Mathernes GroceryMathernes Grocery William HenryWilliam Henry Mike SmithMike Smith •Beth MoreBeth More •258 1300258 1300 •1381 Forest Dr1381 Forest Dr •$700$700
3:13:1
You can only manage
what you measure
57. Week 2Week 2
Take the prospect list of 100
Call suspects
Update prospect /working list
Write it down (working list)
What did they learn to do - FISH?
58. Week 2Week 2
Ride with AEfora full day
Creative – ½ day with artist
Leasing – ½ day
Traffic – ½ day
Study competition
Set income goals
63. •Mathernes GroceryMathernes Grocery William HenryWilliam Henry Mike SmithMike Smith •Beth MoreBeth More •258 1300258 1300 •1381 Forest Dr1381 Forest Dr •$700$700
Get
prospects
65. Week 3Week 3
RidewithAE 2 days
Learn how to, read commission reports,
makeaccuratesalesprojections
Work with officemanager, collections,
contract 101, order entry, paperwork
routing, billing, salesreports
Test
66. Week 4Week 4
Learn how to makeSalescalls
– Makepresentation to saleteam using theSalesKit
Learn how to manageobjectionsand closeLearn how to manageobjectionsand close
Learn how to managetheir territory
72. Week 5Week 5
GiveAE astaggered SalesBudget
AE beginsworking monthly plan
Review withAE each morning their plan for the
day
RidewithAE
Review withAE each evening theresultsof their
callsand coach
73. Key to Sales Team SuccessKey to Sales Team Success
The ideal Lamar Sales Manager
Hire right
Train well
Set Goals
Provide Support
Monitor Activity
Motivate
Evaluate
75. How do you set Goals?How do you set Goals?
How do you set AE Sales Budgets?
1. Station Sales Goal $xxxxx.xx
2. Less Nat/Reg/House -xxxx.xx
3. Total AE Goal xxxxx.xx
Now you have to distribute that goal to the
sales team….how?
76. How you Set AE Budget GoalsHow you Set AE Budget Goals
Now you have to distribute that goal to the
sales team….how?
- Straight line their budgets?
- Base budget on past performance (use last 90
days)
- Let the AE set their own
77. Start with the AE’sStart with the AE’s
Tell the AE’s – they know their territory better than
anyone
Have them create a spreadsheet for 12 months
Let them estimate what their sales will be by
month for posters, bulletins, commercial
You may be pleasantly surprised
Look at this example
78. One MethodOne Method
2005 2006
January $ $
February $ $
March $ $
April $ $
May $ $
June $ $
July $ $
August $ $
September $ $
October $ $
November $ $
December $
TOTAL $ $
Divide by 11 = $
Add 7%= $
Multiply by 12 = $
In November ask AEs to fill in each month.In November ask AEs to fill in each month.
79. Key to Sales Team SuccessKey to Sales Team Success
The ideal Lamar Sales Manager
Hire right
Train well
Set Goals
Provide Support
Monitor Activity
Motivate
Evaluate
Time Management
80. Support your TeamSupport your Team
Teach them to use the web
Make sure they have tools
““if the axe is dull and the edgeif the axe is dull and the edge
unsharpened more strength is needed, butunsharpened more strength is needed, but
with skill comes success.”with skill comes success.”
81. Key to Sales Team SuccessKey to Sales Team Success
The ideal Lamar Sales Manager
Hire right
Train well
Set Goals
Provide Support
Monitor Activity
Motivate
Evaluate
82. Monitor ActivityMonitor Activity
Where do you set the vision and
monitor the activity?
The Staff Meeting
The Sales Meeting
““where there is no vision the people fail”where there is no vision the people fail”
83. The Staff MeetingThe Staff Meeting
Should this be separate from the Sales
Meeting?
How do you run a staff meeting?
Who should be there?
Is there an advantage to having the AE’s
there?
84. The Staff MeetingThe Staff Meeting
Review commercial, production,
etc.
- what was completed last week
- what is scheduled for this week
85. The Staff MeetingThe Staff Meeting
Review creative activity
- what was complete last week
- what is scheduled for this week
Review office manager’s aged trial
balance and collections.
86. The Sales MeetingThe Sales Meeting
How do you run one?
First and foremost everyone should know
daily what the score is.
Review
- Renewals
- Avails
The War Room
You can only manage
what you measure
87. The War RoomThe War Room
Done Month Budget Actual Variance
Jan
Feb
Mar
1st
Quarter
April
May
June
2nd
Quarter
88. The Sales BoardThe Sales Board
“what gets measured gets done”“what gets measured gets done”
Mark Betty Jim
Acct Amt Acct Amt Acct Amt
Burger King $1500 Holiday Inn $800 Barnes Chevrolet $2000
Jack in the Box $3000 Kornmeyers $990 Davidson $700
Burns a& Co $500 Starbucks $1000 Griffon’s $1000
Total $5000 $2790 $3700
89. Key to Sales Team SuccessKey to Sales Team Success
The ideal Lamar Sales Manager
Hire right
Train well
Set Goals
Provide Support
Monitor Activity
Motivate
Evaluate
Time Management
90. MotivationMotivation
Criticism
Spirit de Corp
How do you motivate the “seasoned” rep?
How do you motivate someone who was
once your peer and now you are their
boss?
How do you motivate / manage someone
who does not want to follow?
91. Key to Sales Team SuccessKey to Sales Team Success
The ideal Lamar Sales Manager
Hire right
Train well
Set Goals
Provide Support
Monitor Activity
Motivate
Evaluate
92. De HiringDe Hiring
No surprises
Don’t burn the boat
How many chances should you give
them?
3 warning method
93. DeHiring - The 1st WarningDeHiring - The 1st Warning
Set up the meeting –
“I’d like to meet with you to discuss how
things are going. I would like to evaluate
your performance and hear what is on your
mind”
Start off with
“why are we in this situation. You have
great potential…why are you not using it?”
94. DeHiring - The 1st WarningDeHiring - The 1st Warning
Let them talk
List all positives
List the problems
List the specific changes you want to see in
the next 30 days
Set a time to meet again
Put it in writing
95. DeHiring - The 2nd WarningDeHiring - The 2nd Warning
Review their progress ( or lack there of)
Place them on the “performance plan”
- Meet with you every day at 7:30 and 5:00 to
discuss their plan and how they executed their
plan.
Be specific about what you expect to see in
the next 30 days
Put it in writing
96. DeHiring - The 3rd Warning -DeHiring - The 3rd Warning - It’sIt’s
OverOver
First remember - respect for the individual
Call Human Resources and get all materials
Prepare severance package - this is not the time
to cut corners - be fair
Make a list of everything you need.
Office Manager should accompany you
Neutral zone
say this…...
97. DeHiring - The EndDeHiring - The End
You are a good person. We no longer feel
the job is right for you and believe you will
be happy somewhere else. We want to
help you get started on your new
opportunity.
Don’t argue, don’t defend, just repeat the
above
When a prospective employer calls…..
98. Key to Sales Team SuccessKey to Sales Team Success
The ideal Lamar Sales Manager
Hire right
Train well
Set Goals
Provide Support
Monitor Activity
Motivate
Evaluate
Time Management