Building the Sales Effort
Whether One Person or a Team
Bob Brown
DS4: Building the Sales Effort – Whether One Sales Person, or a Team! Thursday May 7, 8:30 - 9:45
You have learned what great sales management looks like, what it takes to build a sales management function, now learn how to integrate sales management into your organization
Top 10 practices of Successful Selling OrganizationsSalesTechnik, LLC
Before you can learn about sales management best practices, you first have to learn what makes a company a successful selling organization. With these best practices, you can help design a sales management function that is right for your company.
After you study what makes other companies great with their sales management, it's time to build your own. This presentation will help you take the steps to build a sales management function that makes sense for your organization.
Before you can build a sales management function in your organization, you first have to understand what successful sales management looks like so you do not make some of the classic mistakes most companies make. This is an overview of what great sales management looks like.
Sales Gala19 Sales Competetion/Cricket Tournament (we can do it!!)HasnatJaffar
A sales competition between all Outlets of Gooline by putting certain points on different mile stones on the trend of cricket, like on there are different categories of scoring in cricket as there are Sixes, Fours, 3runs, 2runs, 1runs.
I.e we can put 5000 top-up eligibility for Six runs or 1 run on one new customer this will enable us to engage our employees in healthy competition which will be beneficial for growth of our business
You have learned what great sales management looks like, what it takes to build a sales management function, now learn how to integrate sales management into your organization
Top 10 practices of Successful Selling OrganizationsSalesTechnik, LLC
Before you can learn about sales management best practices, you first have to learn what makes a company a successful selling organization. With these best practices, you can help design a sales management function that is right for your company.
After you study what makes other companies great with their sales management, it's time to build your own. This presentation will help you take the steps to build a sales management function that makes sense for your organization.
Before you can build a sales management function in your organization, you first have to understand what successful sales management looks like so you do not make some of the classic mistakes most companies make. This is an overview of what great sales management looks like.
Sales Gala19 Sales Competetion/Cricket Tournament (we can do it!!)HasnatJaffar
A sales competition between all Outlets of Gooline by putting certain points on different mile stones on the trend of cricket, like on there are different categories of scoring in cricket as there are Sixes, Fours, 3runs, 2runs, 1runs.
I.e we can put 5000 top-up eligibility for Six runs or 1 run on one new customer this will enable us to engage our employees in healthy competition which will be beneficial for growth of our business
How to increase sales force productivityLouis Ekome
This presentation contains tips on how productivity of the sales force can be improved in a business organization. Business organizations and managers often think about how they can get more out of their sales force. I hope you will find this useful if you are in that category
How to create a modern sales organizationZacharyCurry6
The how to guide for creating a modern sales organization from startup to mid sized enterprise. Bonus material for startups includes the maximizing college interns to develop your lead generation marketing team.
Zach Curry
zczinc@gmail.com
Nanojobs.com is India’s largest database job search portal. Job search for Drivers, Cook, Security Guards, Peon, Liftman, Maid, BodyGuard, Cashier and many more jobs in India.
The planning, direction, and control of personal selling, including recruiting, selecting, equipping, assigning, routing, supervising, paying and motivating as these tasks
Presentación para el Diplomado de Aspectos Generales de los Sistemas Políticos y de la Gestión Pública (2a. Edición, 2016) de la Escuela Centroamericana de Gobierno y Democracia de la Fundación Salvadoreña para el Desarrollo Económico y Social (FUSADES).
Contenido:
Administración pública y función pública
Perfil de la función pública salvadoreña
Análisis comparativo de la función pública salvadoreña
Desafíos y apuestas de la modernización
How to increase sales force productivityLouis Ekome
This presentation contains tips on how productivity of the sales force can be improved in a business organization. Business organizations and managers often think about how they can get more out of their sales force. I hope you will find this useful if you are in that category
How to create a modern sales organizationZacharyCurry6
The how to guide for creating a modern sales organization from startup to mid sized enterprise. Bonus material for startups includes the maximizing college interns to develop your lead generation marketing team.
Zach Curry
zczinc@gmail.com
Nanojobs.com is India’s largest database job search portal. Job search for Drivers, Cook, Security Guards, Peon, Liftman, Maid, BodyGuard, Cashier and many more jobs in India.
The planning, direction, and control of personal selling, including recruiting, selecting, equipping, assigning, routing, supervising, paying and motivating as these tasks
Presentación para el Diplomado de Aspectos Generales de los Sistemas Políticos y de la Gestión Pública (2a. Edición, 2016) de la Escuela Centroamericana de Gobierno y Democracia de la Fundación Salvadoreña para el Desarrollo Económico y Social (FUSADES).
Contenido:
Administración pública y función pública
Perfil de la función pública salvadoreña
Análisis comparativo de la función pública salvadoreña
Desafíos y apuestas de la modernización
Strategies for Managing Sales Teams: How to find, select and compensate these...MaRS Discovery District
Hiring, managing and compensating effective salespeople is one of the biggest challenges faced by young companies, it can also be the area where most executives have the least experience and the most discomfort from a management perspective. This practical, experience based session will work through the importance of identifying, sourcing and hiring the right person for the needs of your business, considerations in managing them, and structuring compensation plans to incent the right results, and protecting the company's ability to turn a profit.
Helen Robert and Lynn Cameron, Managing Partners of TechEdge, and
Margo Crawford, President & CEO, Business Sherpa
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CBE16 - using technology to grow your businessCraftBev
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CBE16 - Scalable, Actionable, and Effective Social Media Marketing for the Cr...CraftBev
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CBE16 - Managing Your Inventory and Production to Ensure Financial SuccessCraftBev
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CBE16 - Funding Sources and Considerations (Fisher)CraftBev
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CBE16 - Funding Sources and Considerations CraftBev
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What do you need to know to begin exporting? Explore the current alcoholic drinks industry in the UK and across Europe as we help you understand each countries nuances and differences. Review the current retail landscape and routes to market as we review case studies of brands which have made the leap. Learn how to craft your message to reach a new audience, both from a brand and marketing perspective.
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CBE16 - Beyond Style: Make Your Package a Marketing PowerhouseCraftBev
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CBE16 - Battle of the Brands: Avoiding Common Trademark PitfallsCraftBev
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Today’s consumers, more than ever, demand authenticity from the brands that they embrace and adore. Beverage marketing veteran Christian McMahan will take you through a journey of examples and best practices to help inspire you how to make the most out of your brand and effectively communicate it to your target consumers.
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UIIN Conference, Madrid, 27-29 May 2024
James Wilson, Orkestra and Deusto Business School
Emily Wise, Lund University
Madeline Smith, The Glasgow School of Art
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This presentation by Morris Kleiner (University of Minnesota), was made during the discussion “Competition and Regulation in Professions and Occupations” held at the Working Party No. 2 on Competition and Regulation on 10 June 2024. More papers and presentations on the topic can be found out at oe.cd/crps.
This presentation was uploaded with the author’s consent.
0x01 - Newton's Third Law: Static vs. Dynamic AbusersOWASP Beja
f you offer a service on the web, odds are that someone will abuse it. Be it an API, a SaaS, a PaaS, or even a static website, someone somewhere will try to figure out a way to use it to their own needs. In this talk we'll compare measures that are effective against static attackers and how to battle a dynamic attacker who adapts to your counter-measures.
About the Speaker
===============
Diogo Sousa, Engineering Manager @ Canonical
An opinionated individual with an interest in cryptography and its intersection with secure software development.
Acorn Recovery: Restore IT infra within minutesIP ServerOne
Introducing Acorn Recovery as a Service, a simple, fast, and secure managed disaster recovery (DRaaS) by IP ServerOne. A DR solution that helps restore your IT infra within minutes.
International Workshop on Artificial Intelligence in Software Testing
Cbe 2015
1. Bob Brown
President, Sales Systems Development, Inc.
Beverage Industry
Sales Organization Development Consulting
Building the Sales Effort
Whether One Person or a Team
2. Building the Sales Effort
1. When to Add a Sales Person and How
2. Structuring the Sales Function
3. Managing the Sales Person or Team
Focus areas…
3. 1. Poor hiring
2. Not providing structure
3. Lack of direction
4. Weak expense control
5. Too much coverage area
6. Inadequate training
4. When to Hire – Considerations…
First, Build People into the Business Plan
On-site to On and Off-premise Sales
Self–distribution to Wholesaler Network
Volume Levels Limits Reached
Expansion – New Markets, States
Cash Flow
12. Keys to Good Hires
1. Job Description
2. Specifications – K&S, Experience,
Personal Traits
3. Use Range of Recruiting Resources
4. Multiple Interview Process
5. Background Checks
13. Building the Sales Effort
1. When to Add a Sales Person and How
2.Structuring the Sales Function
Considerations…
Focus areas…
14. Structuring the Sales Effort
Considerations…
1. Geography
2. Distributors & Accounts
3. Sales Tools
4. Sales Support
15. Geography
Take Full Advantage of “LOCAL”
First – “narrow & deep”
Flow Outward from Strength
“Brands are Built On-premise”
ID & Target Events for Visibility
16. Distributors and Accounts
1. Prioritize Distributors
Target logical channels
Identify “Value Added” distributor sales people
17. Distributors and Accounts
1. Prioritize Distributors
2. Classify Off-premise by Volume Potential
Off-premise ‘A,B,C’ or ‘HT, MT, LT, LTM
Classify On-premise by Volume and/or Image
3. Establish Coverage & Frequency Guidelines
4. “Quality” Coverage vs. “Quantity”
18. Support – 4 Key Areas
1. Information
2. Pricing
3. Sales Tools
4. Production and Shipping
19. Support – 4 Key Areas
1. Information
Sales person performance
Team performance
Account performance
20. Support
2. Price Structures – consider…
Know “competitive set”
Quantity Discount (QD) levels
Margin requirement
Wholesale
Retail
Everyday
Feature
Back out to target retail
22. Support
1. Information – sales person, team and account performance
2. Price Structures
3. Sales Tools
4. Customer Service – order processing, etc.
5. Production and Shipping
23. Building the Sales Effort
1. When to Add a Sales Person and How
2. Structuring the Sales Function
3. Managing the Sales Person or Team
Focus areas…
24. Managing the Sales Person or Team
1. Distributor Management Processes
2. Account Management Guidelines
3. People Management Processes
25. 1. Distributor Management Processes
Collaborative Annual Business Plan
Be Prepared, Relevant, Realistic Annual Plan
Sales/Marketing Plan, not a Production Plan
Have a defined format & process
26. Annual Plans — the Process
4. Opportunities
3. Investment/Changes
2. Trends
1. Base Volume by Brand
Know
Where the
Business is
Coming
From
27. 1. Distributor Management Processes
Collaborative Annual Business Plan
Monthly or Quarterly Distributor Business Reviews
Agenda sent in advance
Results vs. Plan goals YTD
Progress on programs in progress
Market Conditions
Plan future programs/focus periods
“Housekeeping” – inventories, AR’s, P.O.S., Events, etc.
28. 1. Distributor Management Processes
Collaborative Annual Business Plan
Monthly or Quarterly Distributor Business Reviews
Target # of Distributor Programs/Focus Periods
Periodic Market/Account Surveys
Sales Meeting Participation Frequency
Distributor Sales Rep and Manager Work-with’s
Event Participation
29. 2. Account Management Processes
Account Profiles
Identify “Core” Accounts – maintain list
# of New and Target Accounts Identified
Distribution
Display Standards
Shelf/Cooler Merchandising Guidelines
30. 3. People Management Processes
Weekly Phone Call, or Meeting, with Set Agenda
Sales Results for Week – # calls, volume, distribution,
displays, etc.
Key Successes
Distributor or Account Issues
Goals for upcoming week
“Housekeeping” – pricing, shipping, P.O.S., etc.
31. 3. People Management Processes
Monthly Meeting – team & one-on-one
New Hire “On-boarding”
Periodically working with each sales person
Providing coaching and performance feedback
On-going training and development
Performance evaluation
Weekly Phone Call, or Meeting, with Set Agenda
32. Building the Sales Effort – One Person or a Team
1. When to Add a Sales Person and How
2. Structuring the Sales Function
3. Managing a Sales Person or Team
Summary