This document discusses best practices for sales force management. It provides tips for motivating salespeople through both financial and non-financial means. It also outlines important factors for creating an effective sales force such as hiring the right people, providing proper training, setting clear expectations, and implementing performance-based compensation plans. Decision making units and processes are examined, and common sales misconceptions are debunked. Overall, the document offers guidance on analyzing a sales organization and implementing strategies to improve competitiveness.

1. Sales Force Management
REDC-LUMS-2012
Presented by: Abdullah Saeed
dsl.net.pk

2. Learning objective
• SFM - a competitive advantage- Stepchange Consulting
• Importance of Motivation
• Best practice
• Understanding decision making units/process
• Generalist Vs Specialist
• A good salesman-HBR David Mayer & Herbert
• 3 Do’s to make it work- John Carroll (President/CEO Unlimited Performance)
• 7 key performance factors- Accenture USA
• Changing Behavior
• How to enable effective sales force

3. SFM - a compt. Advantage
• The Sales Challenge
• How to make it effective
• Cost optimization
• Resistance to change
• Common sales misconceptions
1. “ Higher volume means higher profit”
2. · “The customer is king”
3. · “Prices are set by the market”
4. · “Sales owns the customer”

4. SFM - a compt. Advantage
• Higher volume means higher profit
• 15 % unprofitable on average (HBR Research)
• C.O.C.A
• Angels paying for Demons
• The customer is King
• Over servicing
• Allocation as per segment
• Cost inefficiency is masked
• Prices are set by market
• Fine tuning
• Strong signal to base price
• Can be varied by the type, quality and volume

5. SFM - a compt. Advantage
• Moving towards sales force effectiveness
• I.nsight
• N.onunified
• S.ituational
• T.eam work
• E.nablement
• P.erformance management

6. Motivation
• Financial
• Incentivization
• “The example of crossing 300 signups”
• Non Financial
• Mobilink sign boards
• Sales man of the month
• Newsletters
• Foreign trips

7. Best practices
How to be a good salesman
Without Ability to feel With
empathy empathy

8. Best practices
How to be a good salesman
• Need to conquer
• Hunger for sales
• Customer as an opportunity
The salesman’s empathy, coupled
with his intense ego drive ,
enables
him to home in on the target
effectively.

9. Best practices
• A generalist Salesman
• “Sticks to the knitting”
• A Specialist Salesman
• Anticipates future needs
• Sell tie with a suit
• Up selling /cross selling

10. Decision making unit -Macro
• A buying center
• Initiator - suggests purchasing
• Influencers - affects the decision
• Deciders - final decision
• Buyers - Responsible for the contract
• End users – Purchased for
• Gatekeepers - Flow of information

11. Decision making process- Micro

12. Accenture 7 key factors
• Time management
• Time is money
• Increase new product market share
• Necessary support for product success
• HD Box
• E-Fax
• F.T.T.U
• Sell high margin stuff
• Organize sales functions

13. Accenture 7 key factors
• Minimize Ramp-up time
• Quick learning
• Shorten the glide path
• Win the war of sales talent
• Recruit to profile
• Engage n motivate
• Train and development
• Increase customer retention
• Relationship
• Customer loyalty

14. 3 Do’s to make it work
• Ask for “Referrals”
• Shorten the selling cycle
• Enhance the chance of sales
• Reluctant to ask
• Fear of rejection
• Precisely take order
• Assuming a sale
• 50% sales calls
• Fear of being aggressive or pushy
• Product don’t sell it self

15. 3 Do’s to make it work
• Decision maker?
• Mediquip sales lost
• Waste of time
John Carroll (President/CEO Unlimited Performance)
Author: Sales Illustrated- 68 Sales Lessons from every day life

16. Changing Behavior
• Increasing the ability
• Product knowledge
• Job related knowledge
• Customer related knowledge
• Motivating the team
• Goal setting; what's expected
• Performance is measured
• Compensation
• Context
• Work place environment
• Systems process & people
• Collaboration/team work

17. How to create an effective SFM
• In-house salespeople
• Costs more but works best
• Poor on best- skilled to average
• Hire carefully
• Motivated by money Competitive
• Eager to learn Great listening skills
• Self confidence Physical and mental
• Enjoy challenges Able to cope with rejection
• Persistent

18. How to create an effective SFM
• Expectations
• Clear
• Realistic
• Tailored
• Training
• Product knowledge
• What do we sell
• Know your competitor
• SUCH TV
• Industry seminars

19. How to create an effective SFM
• Compensation
• Minimum income - rebuild morale in low times
• Commission structure
• Clearly communicated policies
• Non-financial motivators
• Typically competitive
• Like to be rewarded beyond the salary
• “Sales person of the month”
• Paid vocational visits

20. Thank you !