First-line managers are responsible for day-to-day operations and leading teams of employees. This training program aims to provide first-line managers with leadership and management tools to make optimal decisions aligned with organizational strategy and lead their teams effectively. The training will help managers understand their basic roles and focus on responsibilities after the session. It covers topics such as the role of a first-line manager, core responsibilities, leadership skills, motivating teams, and sales management best practices.
This document outlines a training program for first line sales managers. The training covers key responsibilities and skills needed for first line managers, including translating corporate strategy to sales teams, organizing and directing salespeople, and supporting and developing talent. It discusses the differences in roles between first, second, and third line managers. The training aims to help first line managers better understand their management and leadership roles to improve performance.
Driving successful initiatives in any sales organization begins with first- line manager. The performance of sales reps is directly tied to the ability of these managers to play multiple roles effectively. This brief explores the importance of first-line managers in executing sales initiatives and the roles they must play in today’s b-to-b environment.
Driving successful initiatives in any sales organization begins with first- line manager. The performance of sales reps is directly tied to the ability of these managers to play multiple roles effectively. This SiriusDecisions research brief explores the importance of first-line managers in executing sales initiatives and the roles they must play in today’s b-to-b environment.
This document discusses the role of field sales managers. It describes their primary responsibilities as managing the sales force and serving as the firm's representative to customers. Field sales managers have various internal and external relationships. They are often promoted from being successful sales reps, requiring an adjustment to their new managerial duties and perspectives. The document outlines different paths for career progression beyond field sales manager, and discusses selecting, training, and evaluating effective sales managers.
A sales manager plays a key role in the success of a company by overseeing the sales team and helping to generate revenue. The sales manager is responsible for setting sales goals, establishing business plans, and building and training a strong sales team. Additionally, the sales manager motivates team members, handles important sales deals, communicates messages to the sales team, and keeps records to track sales performance. The many duties of a sales manager are vital for continuing to meet customer needs and driving the company's growth.
The document discusses the roles and responsibilities of sales executives at different levels within an organization. It outlines that sales executives make short-term plans to carry out decisions and ensure others do so as well. They require experience and knowledge of the company, goals, and products. The responsibilities of sales managers include establishing sales goals and programs, organizing the sales force, recruiting and managing sales personnel, and communicating with other departments. District sales managers oversee sales personnel in their districts and report to sales managers. Effective sales executives balance operating functions like managing the sales force with planning functions and adapt their roles based on company size and products.
Leadership of a salesforce involves influencing salespeople's behavior to accomplish goals. Effective leadership results in well-trained salespeople who trust each other, have better performance, and high morale. Leaders use tools like reports, meetings, and aids to guide salespeople when direct contact is limited. However, leaders may encounter problems like substance abuse, unethical behavior, and harassment that require intervention to correct performance issues and prevent negative impacts on the organization.
The document discusses the roles and responsibilities of sales executives. It describes their main functions as making decisions, planning short-term sales strategies, and overseeing the sales organization. Effective sales executives must be able to define duties, delegate tasks, utilize time efficiently, and exercise strong leadership. They are also responsible for maintaining good relationships with top management, product management, promotion management, pricing management, and distribution management.
This document outlines a training program for first line sales managers. The training covers key responsibilities and skills needed for first line managers, including translating corporate strategy to sales teams, organizing and directing salespeople, and supporting and developing talent. It discusses the differences in roles between first, second, and third line managers. The training aims to help first line managers better understand their management and leadership roles to improve performance.
Driving successful initiatives in any sales organization begins with first- line manager. The performance of sales reps is directly tied to the ability of these managers to play multiple roles effectively. This brief explores the importance of first-line managers in executing sales initiatives and the roles they must play in today’s b-to-b environment.
Driving successful initiatives in any sales organization begins with first- line manager. The performance of sales reps is directly tied to the ability of these managers to play multiple roles effectively. This SiriusDecisions research brief explores the importance of first-line managers in executing sales initiatives and the roles they must play in today’s b-to-b environment.
This document discusses the role of field sales managers. It describes their primary responsibilities as managing the sales force and serving as the firm's representative to customers. Field sales managers have various internal and external relationships. They are often promoted from being successful sales reps, requiring an adjustment to their new managerial duties and perspectives. The document outlines different paths for career progression beyond field sales manager, and discusses selecting, training, and evaluating effective sales managers.
A sales manager plays a key role in the success of a company by overseeing the sales team and helping to generate revenue. The sales manager is responsible for setting sales goals, establishing business plans, and building and training a strong sales team. Additionally, the sales manager motivates team members, handles important sales deals, communicates messages to the sales team, and keeps records to track sales performance. The many duties of a sales manager are vital for continuing to meet customer needs and driving the company's growth.
The document discusses the roles and responsibilities of sales executives at different levels within an organization. It outlines that sales executives make short-term plans to carry out decisions and ensure others do so as well. They require experience and knowledge of the company, goals, and products. The responsibilities of sales managers include establishing sales goals and programs, organizing the sales force, recruiting and managing sales personnel, and communicating with other departments. District sales managers oversee sales personnel in their districts and report to sales managers. Effective sales executives balance operating functions like managing the sales force with planning functions and adapt their roles based on company size and products.
Leadership of a salesforce involves influencing salespeople's behavior to accomplish goals. Effective leadership results in well-trained salespeople who trust each other, have better performance, and high morale. Leaders use tools like reports, meetings, and aids to guide salespeople when direct contact is limited. However, leaders may encounter problems like substance abuse, unethical behavior, and harassment that require intervention to correct performance issues and prevent negative impacts on the organization.
The document discusses the roles and responsibilities of sales executives. It describes their main functions as making decisions, planning short-term sales strategies, and overseeing the sales organization. Effective sales executives must be able to define duties, delegate tasks, utilize time efficiently, and exercise strong leadership. They are also responsible for maintaining good relationships with top management, product management, promotion management, pricing management, and distribution management.
When you dig in, there is a laundry list of competencies, personal characteristics and critical success factors that are common to the “A” players. Here is a handful that I find are “must haves” for improving sales readiness and impacting revenue performance.
322Management of a Sales Force, 12th Edition PART 3 Direct.docxgilbertkpeters11344
322
Management of a Sales Force, 12th Edition
PART 3 Directing Sales Force Operations
Leadership Style4
Possessing certain characteristics and skills gives the manager the potential to be an effective leader, but more is needed for that potential to become a reality. Ultimately, the measure of good leadership is how the manager behaves. In other words, what the leader does is more important than who she or he is. Good leaders use a wide variety of managerial or leader behaviors. The combination of behaviors that a manager typically uses is known as that manager's leadership style. Most behaviors tend to be consistent with one of two distinct styles of leadership: transactional leadership and transformational leadership.
Transactional Leadership
In a sales context, transactional leadership generally refers to those supervisory activities regarding the day-to-day operation and control of the sales force. In other words, transactional leadership equates to supervision. It is a reactive style of leadership that centers on the exchange—or the give-and-take—between the sales manager and salesperson. Sales managers who are effective transactional leaders appropriately provide verbal feedback in the form of rewards and punishments to their salespeople. For example, when a salesperson makes a big sale, the sales manager praises her (gives her a verbal reward). When a salesperson shows up late for a meeting, the sales manager points out his mistake (gives him a verbal punishment).
Transactional leaders exhibit task orientation—a short-term focus on getting the job done. This orientation generally involves one-way communication; the leader tells salespeople what to do and how, when, and where to do it. That is, transactional sales managers know the right way to do things and are excellent supervisors. They inform, monitor, and clarify company rules, policies, and procedures to their sales force.
The transactional leadership style relates to the working relationship between the Bales manager and salesperson. The sales manager who checks with his or her salespeople each morning to see what their plans are for the day is directly supervising their activities. Many other managerial actions constitute indirect supervision, such as auditing expense accounts or appraising sales performance.
Transformational Leadership
Transformational leadership transforms the basic values, beliefs, and attitudes of followers such that they are willing to perform at levels above and beyond expectations. Individuals exhibiting this style are usually referred to as charismatic leaders.6 These are exceptional leaders who make a meaningful difference in the performance levels of their followers. Whereas transactional leaders focus primarily on short-term problems, transformational leaders take proactive steps in anticipation of the future. In other words, they don't just know the right way to do things; they also know the right things to do. Furthermore, they genuinely car.
Sales management involves planning, directing, and controlling personal selling activities such as recruiting, selecting, equipping, assigning, routing, supervising, paying, and motivating salespeople. The objectives of sales management from the company's perspective are to increase sales volume, contribute to profits, and enable continuing growth. Sales executives coordinate sales activities with other departments to ensure the product is ultimately sold by establishing communication with advertising, human resources, and other teams. Personal selling involves oral conversations between salespeople and customers to generate revenue, provide market feedback and solutions, and serve as an information resource and customer advocate.
Sales management involves planning, directing, and controlling a company's personal selling activities. The sales manager is responsible for recruiting, selecting, training, and motivating the sales force. They also set sales targets and budgets. Effective sales management ensures the marketing plan is implemented through the sales team and that customer needs are satisfied. An integrated sales process management system allows companies to track pipeline sales, retain customer information if salespeople leave, and adapt sales processes as needed.
Effective sales managers possess key skills that help them lead successful teams. They lead by example to build credibility. They focus on coaching and mentoring reps rather than micromanaging. They communicate clear expectations and pay attention to negative patterns to address issues proactively. Sales managers must also enable their team by protecting their time and seeing the big picture when making decisions that impact the whole team. Mastering these skills can help sales managers continually drive high performance across their teams.
TY BBA SALES & DISTRIBUTION MANAGEMENTjoshi pranav
This document provides an introduction to sales and distribution management. It defines key concepts like personal selling, sales management, and distribution channels. It outlines the roles of salespeople and managers in generating revenue and satisfying customers. It also discusses the skills needed in sales management and how sales, marketing and distribution functions are integrated through objectives, strategies, and tactics.
Introduction to Sales Management – The Sales Organization
– Determining Sales Related Marketing Policies – Sales
Functions and Policies – International Sales Management
– Personal Selling.
Sales Planning – Sales Budgets – Estimating Market
Potential and Forecasting Sales – Sales Quotes – Sales &
Cost Analysis, Sales Force Management: Hiring and Training Sales
Personnel – Time and Territory Management –Compensating Sales Personnel – Motivating the Sales Force
– Leading the Sales Force – Evaluating Sales Force
Performance.
Marketing Logistics - Distribution as Marketing Mix
Element – Distribution Resource Planning – Marketing
Channel Integration – Channel Management – Nature of
Marketing Channels – Evaluating Channel Performance-
Specialized Techniques in selling – Tele Marketing – Web
Marketing
Distribution Cost Analysis: Managing Channel Conflicts –
Channel Information Systems – Wholesaling – Retailing –
Ethical And Social Issues in Sales and Distribution
Management.
The document provides an overview of sales management, including the key functions and skills required. It discusses the transition experienced by salespeople who are promoted to sales management positions. Sales management involves planning, staffing, training, leading, and controlling sales personnel to effectively achieve organizational goals. Common challenges for new sales managers include lack of preparation for management responsibilities and needing to adapt to a new role and perspectives.
Educaterer India is an unique combination of passion driven into a hobby which makes an awesome profession. We carve the lives of enthusiastic candidates to a perfect professional who can impress upon the mindsets of the industry, while following the established traditions, can dare to set new standards to follow. We don't want you to be the part of the crowd, rather we like to make you the reason of the crowd.
Today's Effort For A Better Tomorrow
The document discusses key aspects of marketing, sales, and personal selling. It covers the four Ps of marketing (product, price, place, promotion), different sales roles and their responsibilities, relationship selling versus transactional selling, challenges of managing a sales force, and different sales strategies and techniques. It also outlines the importance of communication skills, ethics, and strategic thinking for salespeople to be successful.
Sales casualty analysis: why sales numbers do not happen and what to do to ge...Browne & Mohan
Despite significant investment in resource and infrastructure, many companies suffer from long sales cycles, lack of funnel, targets missed by miles and very low closure rate. Reasons for poor sales numbers are common across industries. In this white paper, Browne & Mohan consultants detail the inhibitors of sales growth and how to address the same.
This document provides tips on how to motivate marketing executives. It discusses that an organization can influence what executives are motivated to do, not directly motivate them. It emphasizes the importance of innovation in thinking about motivation from an organizational perspective and ensuring marketing philosophy is focused on customer satisfaction. The document also stresses that functional tactics and promotion are most important, stretching executives beyond limits, giving all equal opportunity to develop talents, and having clarity on roles to reduce confusion. It promotes the idea that marketing should highlight products, create a high performing environment, and maintain consistent brand quality to build loyalty. Break-even analysis is suggested to help executives bridge gaps and drive accountability. Finally, it notes that marketing executives ultimately deal with product clarity and specified securities to execute
Sales management involves helping an organization achieve its objectives by selling products using various skills. A modern sales manager needs conceptual skills to understand concepts, people skills to interact effectively, technical skills specific to the product, decision skills to address customer questions wisely, and to monitor employee performance. Sales management is crucial for organizations to increase customer demand and achieve targets by facilitating profitable sales, focusing on goals and strategies, monitoring customer preferences and the competitive landscape to make adjustments, developing positive long-term customer relationships, and attaining customer satisfaction through an exchange relationship.
Sales management involves helping an organization achieve its objectives by selling products using various skills. A modern sales manager needs conceptual skills to understand concepts and solve problems creatively. People skills are needed to interact effectively with customers. Technical skills provide proficiency in the product. Decision skills allow addressing customer questions and making wise choices. Monitoring performance helps improve sales and address issues. The importance of sales management includes facilitating profitable sales, achieving organizational goals, monitoring customer preferences to adapt, developing long-term customer relationships, and attaining customer satisfaction through exchange.
This document discusses the partnership between HR and sales in developing high-performance salespeople. It notes that salespeople represent 16% of the US workforce and companies spend $1-2 trillion annually on sales compensation. Effective partnerships between HR and sales are needed to ensure the right people are hired with the right skills, focused on the right opportunities with the right tools, and highly motivated to execute the sales strategy. This includes programs for hiring, feedback, coaching, talent development, compensation design, and ensuring alignment between the sales strategy and competency framework. A case study highlights how one pharmaceutical company improved recruiting, management, and succession planning by implementing a career-based competency model developed through HR-sales partnership.
Team Based Sales Approach Concept Whitepaper Linkedin (1)Brent Pritchard
The document discusses implementing a team-based sales approach to achieve sales success. It involves dividing labor among internal and external sales associates, with internal associates generating and qualifying leads that are passed to external associates for closing deals. The methodology also relies on using a CRM system to track opportunities and ensure seamless customer interactions. Implementing this approach requires defining roles and compensation models to motivate the team and drive the desired behaviors to transform the sales process from reactive to proactive. Change management is also needed to successfully adopt the new approach.
This document provides an overview of key concepts in sales and distribution management. It discusses the evolution of sales management, definitions of sales management, roles and skills of sales managers, types of sales positions, importance of personal selling, objectives and strategies in sales planning, emerging trends, and the linkage between sales and distribution management. The roles of distribution management are outlined for various sales management actions and tasks.
This document provides an overview of a sales management presentation. It discusses how sales managers must have an adaptive management style to deal with changing markets. It also explains that most business environment workers today are service providers, so sales managers must have expertise in both sales and their industry. The presentation objectives are outlined, including defining sales management and understanding the sales manager's role as a coordinator. An overview of transitioning from selling to managing is also provided, outlining the different skills required for each.
A sales manager must not only report sales figures to superiors but also motivate and manage a team of sales reps. While a top seller may be promoted to manager, managing a team requires different skills than individual selling. Effective sales managers understand each rep's unique strengths and help cultivate their skills rather than imposing a single selling style. Sales managers also have to analyze data, streamline processes, gather customer feedback, and handle financial accounting responsibilities.
This document discusses different types of sales managers and their roles. It identifies 9 types: administrative sales manager, field sales manager, administrative cum-field sales manager, assistant sales manager, product line sales manager, divisional/regional sales managers, branch sales manager, sales supervisor, and ideal qualifications for a sales manager. A sales manager is responsible for leading and coaching a sales team by setting quotas, assigning territories and training, and hiring/firing staff. Their core skills include communication, mastery of the sales process, business competency, and industry knowledge.
The document provides information on various pharmaceutical compositions in the form of effervescent tablets, injections, and other dosage forms. Some key points summarized:
1) The first composition is an effervescent tablet containing sildenafil citrate and dapoxetine hydrochloride to treat erectile dysfunction and premature ejaculation in males.
2) Another composition is an effervescent vitamin C tablet containing 1000mg of vitamin C to boost immunity.
3) A third composition is an effervescent tablet containing paracetamol and vitamin C, which can help treat pain, reduce fever, and improve the immune system.
Self motivation refers to the willingness to do productive work without relying on others. It is an essential skill that allows people to accomplish extraordinary things by setting SMART goals and breaking them into achievable subgoals. Maintaining hope even when facing problems is key to developing self motivation, as it keeps people motivated to put in effort to overcome challenges and achieve their goals.
When you dig in, there is a laundry list of competencies, personal characteristics and critical success factors that are common to the “A” players. Here is a handful that I find are “must haves” for improving sales readiness and impacting revenue performance.
322Management of a Sales Force, 12th Edition PART 3 Direct.docxgilbertkpeters11344
322
Management of a Sales Force, 12th Edition
PART 3 Directing Sales Force Operations
Leadership Style4
Possessing certain characteristics and skills gives the manager the potential to be an effective leader, but more is needed for that potential to become a reality. Ultimately, the measure of good leadership is how the manager behaves. In other words, what the leader does is more important than who she or he is. Good leaders use a wide variety of managerial or leader behaviors. The combination of behaviors that a manager typically uses is known as that manager's leadership style. Most behaviors tend to be consistent with one of two distinct styles of leadership: transactional leadership and transformational leadership.
Transactional Leadership
In a sales context, transactional leadership generally refers to those supervisory activities regarding the day-to-day operation and control of the sales force. In other words, transactional leadership equates to supervision. It is a reactive style of leadership that centers on the exchange—or the give-and-take—between the sales manager and salesperson. Sales managers who are effective transactional leaders appropriately provide verbal feedback in the form of rewards and punishments to their salespeople. For example, when a salesperson makes a big sale, the sales manager praises her (gives her a verbal reward). When a salesperson shows up late for a meeting, the sales manager points out his mistake (gives him a verbal punishment).
Transactional leaders exhibit task orientation—a short-term focus on getting the job done. This orientation generally involves one-way communication; the leader tells salespeople what to do and how, when, and where to do it. That is, transactional sales managers know the right way to do things and are excellent supervisors. They inform, monitor, and clarify company rules, policies, and procedures to their sales force.
The transactional leadership style relates to the working relationship between the Bales manager and salesperson. The sales manager who checks with his or her salespeople each morning to see what their plans are for the day is directly supervising their activities. Many other managerial actions constitute indirect supervision, such as auditing expense accounts or appraising sales performance.
Transformational Leadership
Transformational leadership transforms the basic values, beliefs, and attitudes of followers such that they are willing to perform at levels above and beyond expectations. Individuals exhibiting this style are usually referred to as charismatic leaders.6 These are exceptional leaders who make a meaningful difference in the performance levels of their followers. Whereas transactional leaders focus primarily on short-term problems, transformational leaders take proactive steps in anticipation of the future. In other words, they don't just know the right way to do things; they also know the right things to do. Furthermore, they genuinely car.
Sales management involves planning, directing, and controlling personal selling activities such as recruiting, selecting, equipping, assigning, routing, supervising, paying, and motivating salespeople. The objectives of sales management from the company's perspective are to increase sales volume, contribute to profits, and enable continuing growth. Sales executives coordinate sales activities with other departments to ensure the product is ultimately sold by establishing communication with advertising, human resources, and other teams. Personal selling involves oral conversations between salespeople and customers to generate revenue, provide market feedback and solutions, and serve as an information resource and customer advocate.
Sales management involves planning, directing, and controlling a company's personal selling activities. The sales manager is responsible for recruiting, selecting, training, and motivating the sales force. They also set sales targets and budgets. Effective sales management ensures the marketing plan is implemented through the sales team and that customer needs are satisfied. An integrated sales process management system allows companies to track pipeline sales, retain customer information if salespeople leave, and adapt sales processes as needed.
Effective sales managers possess key skills that help them lead successful teams. They lead by example to build credibility. They focus on coaching and mentoring reps rather than micromanaging. They communicate clear expectations and pay attention to negative patterns to address issues proactively. Sales managers must also enable their team by protecting their time and seeing the big picture when making decisions that impact the whole team. Mastering these skills can help sales managers continually drive high performance across their teams.
TY BBA SALES & DISTRIBUTION MANAGEMENTjoshi pranav
This document provides an introduction to sales and distribution management. It defines key concepts like personal selling, sales management, and distribution channels. It outlines the roles of salespeople and managers in generating revenue and satisfying customers. It also discusses the skills needed in sales management and how sales, marketing and distribution functions are integrated through objectives, strategies, and tactics.
Introduction to Sales Management – The Sales Organization
– Determining Sales Related Marketing Policies – Sales
Functions and Policies – International Sales Management
– Personal Selling.
Sales Planning – Sales Budgets – Estimating Market
Potential and Forecasting Sales – Sales Quotes – Sales &
Cost Analysis, Sales Force Management: Hiring and Training Sales
Personnel – Time and Territory Management –Compensating Sales Personnel – Motivating the Sales Force
– Leading the Sales Force – Evaluating Sales Force
Performance.
Marketing Logistics - Distribution as Marketing Mix
Element – Distribution Resource Planning – Marketing
Channel Integration – Channel Management – Nature of
Marketing Channels – Evaluating Channel Performance-
Specialized Techniques in selling – Tele Marketing – Web
Marketing
Distribution Cost Analysis: Managing Channel Conflicts –
Channel Information Systems – Wholesaling – Retailing –
Ethical And Social Issues in Sales and Distribution
Management.
The document provides an overview of sales management, including the key functions and skills required. It discusses the transition experienced by salespeople who are promoted to sales management positions. Sales management involves planning, staffing, training, leading, and controlling sales personnel to effectively achieve organizational goals. Common challenges for new sales managers include lack of preparation for management responsibilities and needing to adapt to a new role and perspectives.
Educaterer India is an unique combination of passion driven into a hobby which makes an awesome profession. We carve the lives of enthusiastic candidates to a perfect professional who can impress upon the mindsets of the industry, while following the established traditions, can dare to set new standards to follow. We don't want you to be the part of the crowd, rather we like to make you the reason of the crowd.
Today's Effort For A Better Tomorrow
The document discusses key aspects of marketing, sales, and personal selling. It covers the four Ps of marketing (product, price, place, promotion), different sales roles and their responsibilities, relationship selling versus transactional selling, challenges of managing a sales force, and different sales strategies and techniques. It also outlines the importance of communication skills, ethics, and strategic thinking for salespeople to be successful.
Sales casualty analysis: why sales numbers do not happen and what to do to ge...Browne & Mohan
Despite significant investment in resource and infrastructure, many companies suffer from long sales cycles, lack of funnel, targets missed by miles and very low closure rate. Reasons for poor sales numbers are common across industries. In this white paper, Browne & Mohan consultants detail the inhibitors of sales growth and how to address the same.
This document provides tips on how to motivate marketing executives. It discusses that an organization can influence what executives are motivated to do, not directly motivate them. It emphasizes the importance of innovation in thinking about motivation from an organizational perspective and ensuring marketing philosophy is focused on customer satisfaction. The document also stresses that functional tactics and promotion are most important, stretching executives beyond limits, giving all equal opportunity to develop talents, and having clarity on roles to reduce confusion. It promotes the idea that marketing should highlight products, create a high performing environment, and maintain consistent brand quality to build loyalty. Break-even analysis is suggested to help executives bridge gaps and drive accountability. Finally, it notes that marketing executives ultimately deal with product clarity and specified securities to execute
Sales management involves helping an organization achieve its objectives by selling products using various skills. A modern sales manager needs conceptual skills to understand concepts, people skills to interact effectively, technical skills specific to the product, decision skills to address customer questions wisely, and to monitor employee performance. Sales management is crucial for organizations to increase customer demand and achieve targets by facilitating profitable sales, focusing on goals and strategies, monitoring customer preferences and the competitive landscape to make adjustments, developing positive long-term customer relationships, and attaining customer satisfaction through an exchange relationship.
Sales management involves helping an organization achieve its objectives by selling products using various skills. A modern sales manager needs conceptual skills to understand concepts and solve problems creatively. People skills are needed to interact effectively with customers. Technical skills provide proficiency in the product. Decision skills allow addressing customer questions and making wise choices. Monitoring performance helps improve sales and address issues. The importance of sales management includes facilitating profitable sales, achieving organizational goals, monitoring customer preferences to adapt, developing long-term customer relationships, and attaining customer satisfaction through exchange.
This document discusses the partnership between HR and sales in developing high-performance salespeople. It notes that salespeople represent 16% of the US workforce and companies spend $1-2 trillion annually on sales compensation. Effective partnerships between HR and sales are needed to ensure the right people are hired with the right skills, focused on the right opportunities with the right tools, and highly motivated to execute the sales strategy. This includes programs for hiring, feedback, coaching, talent development, compensation design, and ensuring alignment between the sales strategy and competency framework. A case study highlights how one pharmaceutical company improved recruiting, management, and succession planning by implementing a career-based competency model developed through HR-sales partnership.
Team Based Sales Approach Concept Whitepaper Linkedin (1)Brent Pritchard
The document discusses implementing a team-based sales approach to achieve sales success. It involves dividing labor among internal and external sales associates, with internal associates generating and qualifying leads that are passed to external associates for closing deals. The methodology also relies on using a CRM system to track opportunities and ensure seamless customer interactions. Implementing this approach requires defining roles and compensation models to motivate the team and drive the desired behaviors to transform the sales process from reactive to proactive. Change management is also needed to successfully adopt the new approach.
This document provides an overview of key concepts in sales and distribution management. It discusses the evolution of sales management, definitions of sales management, roles and skills of sales managers, types of sales positions, importance of personal selling, objectives and strategies in sales planning, emerging trends, and the linkage between sales and distribution management. The roles of distribution management are outlined for various sales management actions and tasks.
This document provides an overview of a sales management presentation. It discusses how sales managers must have an adaptive management style to deal with changing markets. It also explains that most business environment workers today are service providers, so sales managers must have expertise in both sales and their industry. The presentation objectives are outlined, including defining sales management and understanding the sales manager's role as a coordinator. An overview of transitioning from selling to managing is also provided, outlining the different skills required for each.
A sales manager must not only report sales figures to superiors but also motivate and manage a team of sales reps. While a top seller may be promoted to manager, managing a team requires different skills than individual selling. Effective sales managers understand each rep's unique strengths and help cultivate their skills rather than imposing a single selling style. Sales managers also have to analyze data, streamline processes, gather customer feedback, and handle financial accounting responsibilities.
This document discusses different types of sales managers and their roles. It identifies 9 types: administrative sales manager, field sales manager, administrative cum-field sales manager, assistant sales manager, product line sales manager, divisional/regional sales managers, branch sales manager, sales supervisor, and ideal qualifications for a sales manager. A sales manager is responsible for leading and coaching a sales team by setting quotas, assigning territories and training, and hiring/firing staff. Their core skills include communication, mastery of the sales process, business competency, and industry knowledge.
The document provides information on various pharmaceutical compositions in the form of effervescent tablets, injections, and other dosage forms. Some key points summarized:
1) The first composition is an effervescent tablet containing sildenafil citrate and dapoxetine hydrochloride to treat erectile dysfunction and premature ejaculation in males.
2) Another composition is an effervescent vitamin C tablet containing 1000mg of vitamin C to boost immunity.
3) A third composition is an effervescent tablet containing paracetamol and vitamin C, which can help treat pain, reduce fever, and improve the immune system.
Self motivation refers to the willingness to do productive work without relying on others. It is an essential skill that allows people to accomplish extraordinary things by setting SMART goals and breaking them into achievable subgoals. Maintaining hope even when facing problems is key to developing self motivation, as it keeps people motivated to put in effort to overcome challenges and achieve their goals.
First-line managers are responsible for day-to-day operations and leading teams of employees. This training program aims to provide first-line managers with leadership and management tools to make optimal decisions aligned with organizational strategy and lead their teams effectively. The training will help managers understand their basic roles and focus on responsibilities after the session. It covers topics such as the role of a first-line manager, core responsibilities, leadership skills, motivating teams, and sales management best practices.
This document discusses protocols for ovarian stimulation for assisted reproductive technology (ART). It begins by stating the aims of ovarian stimulation are to initiate, augment, or modulate the hormonal and gametogenic response of the ovary to overcome natural follicular selection and increase the number and quality of oocytes. It then discusses selecting the correct stimulation protocol based on a patient's age, FSH, AMH, AFC, and BMI. The document provides details on types of ovarian stimulation including natural cycle, mild, conventional, and protocols using GnRH agonists or antagonists. It compares long GnRH agonist versus antagonist protocols and discusses advantages and disadvantages of each. The document concludes that modifying conventional stimulation protocols based on a patient's characteristics
The document provides information about the egg donation process to potential donors. It discusses the steps involved, including screening, suppressing the ovaries with birth control pills, stimulating egg growth with injections, egg retrieval surgery under anesthesia, and freezing the eggs using vitrification. It notes some risks of the process and important facts about anonymity and the future use of donated eggs. The document aims to prepare donors for the multiple visits, injections, and time-sensitive nature required for a successful egg donation cycle.
Heparin Sodium Injection is a 5ml vial manufactured under stringent standards and quality control with a dedicated production line. As porcine heparin has better anticoagulant activity than bovine heparin in humans, this ensures potency and better extractable volume. It is used as an anticoagulant for accidental surgeries, deep vein thrombosis, pulmonary embolism, venous thrombosis, and haemodialysis.
This document summarizes the antifungal drug micafungin and its use for invasive candidiasis. Micafungin is an echinocandin that inhibits fungal cell wall synthesis. It demonstrates efficacy comparable to other antifungals like caspofungin and liposomal amphotericin B for treating invasive candidiasis including candidemia. Micafungin has advantages over other drugs like fewer drug interactions, safety in hepatic impairment, and convenient once daily dosing without loading doses. It is effective against common Candida species including fluconazole and azole resistant strains.
- Micafungin was found to be non-inferior to caspofungin in treating candidemia and invasive candidiasis based on a randomized controlled trial of 595 patients (Pappas et al. 2007). Treatment success rates were similar between micafungin and caspofungin groups.
- Another randomized controlled trial by Kuse et al. (2007) found micafungin to be non-inferior to liposomal amphotericin B in treating candidemia and invasive candidiasis based on intention-to-treat analysis of 537 patients, with similar treatment success rates of 89.6% for micafungin and 89.5% for liposomal
The document discusses effective communication and provides guidance on communication skills. It covers the communication process, questioning techniques, listening skills, barriers to communication, and elements of good communication including completeness, conciseness, clarity and courtesy. Additional sections provide details on communication elements, body language, active listening, note taking, writing memos, and assertive behavior. The overall document aims to improve readers' communication abilities.
Self motivation refers to the willingness to do productive work without relying on others. It is an essential skill that allows people to accomplish extraordinary things by setting SMART goals and breaking them into achievable sub-goals. Maintaining hope even when facing problems is key to developing self motivation, as it keeps people motivated to put in effort to overcome challenges and work towards their goals.
The document discusses various aspects of communication including the communication process, non-verbal communication, listening skills, and barriers to effective communication. It emphasizes the importance of active listening, providing feedback, overcoming communication apprehension, and using all channels of communication, verbal and non-verbal, to ensure the intended message is understood. Effective communication requires understanding both the content and context of the message.
Communication involves the transmission of messages from a sender to a receiver. It can occur through various mediums and can be verbal, nonverbal, written, or visual. Effective communication requires clear encoding and decoding of messages with the purpose of ensuring understanding between parties. It is influenced by factors such as culture, language, nonverbal cues, and the presence of noise or barriers during transmission.
V S Enterprises provides pharmaceutical logistics and distribution services in Rajasthan, India. It operates warehouses with temperature-controlled storage, monitors products to ensure quality compliance, and manages transportation and delivery of goods. The company works with over 25 pharmaceutical manufacturers and distributes drugs, medical devices, and products in mobile phones, appliances, and FMCG. It has a staff of over 90 people and annual revenues of over 200 crore INR from its pharmaceutical and other business segments. The company aims to expand its client base and service offerings further.
HMG belongs to a group of sex hormones used to treat infertility in women who are not ovulating properly and in men with infertility or low testosterone. It contains human menopausal gonadotropin which induces ovulation in women and increases testosterone in men. Common side effects include injection site pain, fatigue, and headache. It should not be taken by those with tumors or allergies to its ingredients.
This document provides information about the egg donation process to potential donors. It discusses the multiple office visits required, including a suppression check, stimulation with fertility medications, egg retrieval surgery, and risks of the process. The summary outlines the typical steps of the egg donation cycle, including using birth control pills to suppress the ovaries, stimulation with injections like FSH and hMG, monitoring visits, a trigger shot, and the egg retrieval procedure.
The five realms of social and emotional intelligence are broken down into four quadrants: self-awareness, social awareness, self-management, and relationship management. Self-awareness involves self-confidence, recognizing one's emotions and their impact on others. Self-management is about controlling disruptive impulses and acting in line with values. Social awareness means understanding others' perspectives, and relationship management involves effective communication and conflict resolution.
Ethiopia has a population of over 110 million people and an emerging pharmaceutical market projected to reach $1 billion by 2025. Currently, 65-75% of drugs in Ethiopia are imported, primarily from India, Netherlands, and Belgium. The top imported drug categories are anti-infectives at 60% and central nervous system medicines at 9%. The Ethiopian government and private sector operate over 130 hospitals together and there are 22 domestic pharmaceutical manufacturers, though most drugs are still imported.
The document outlines key rules and concepts for successful salesmanship. It discusses three dimensions of selling: building rapport with customers, having logical and organized presentations, and in-depth knowledge of the customer, product, and competitors. The selling process involves connecting with customers, identifying their needs, introducing solutions to meet those needs, handling objections, and building long-term relationships. Salespeople must understand customers' problems, showcase product benefits over features, and be prepared to overcome common objections by addressing misconceptions, disadvantages, or lack of interest.
1. PEGCARE is a polyethylene glycol and electrolyte solution used to cleanse the colon before medical tests or surgery by causing diarrhea.
2. It works as a laxative by drawing water into the colon through osmosis, resulting in watery bowel movements that clear the intestines.
3. Clearing stool allows for better examination of the intestines during procedures like colonoscopy or barium enema X-rays.
The document provides information on incentives and benefits for employees at different performance levels. It outlines:
- Salary increments, designations and cash awards for achieving certain monthly/annual sales targets. Increments range from Rs. 3,000 to 1 lakh based on quarterly and annual sales.
- Profit sharing incentives paid quarterly and annually, ranging from Rs. 3,000 to 63,000 based on a percentage of annual sales achieved.
- Paid trips to international locations for achieving annual sales targets ranging from Rs. 36 lakhs to Rs. 100 lakhs.
- Leaves, including privilege leave, sick leave and maternity leave allocation and encashment policies.
Cover Story - China's Investment Leader - Dr. Alyce SUmsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
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.
The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
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
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
[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
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women MagazineCIOWomenMagazine
In this article, we will dive into the extraordinary life of Ellen Burstyn, where the curtains rise on a story that's far more attractive than any script.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
1. Purpose of the Training Program
First-Line Managers make important decisions on a daily basis that are critical
to the execution of company’s strategies and satisfaction of its customers.
This program is geared to train the basics of leadership and management to
individuals in this critical position, supplying them with the tools they need to
make optimal decisions that are aligned to the organization’s strategy and lead their
teams in execution.
This training program will help them in understanding their basic management &
leadership roles in the organization.
After this session they will be able to focus better their roles
& responsibilities.
2. Who is a First Line Manager (FLM) ?
The Role of the First Line Managers (FLMs)
What does Responsibility mean?
Core responsibilities of 1st line sales mangers
A Strategy-Based Approach to First-Line Sales Managers’ Responsibilities
Differences in 1st, 2nd & 3rd line sales managers’ roles
Five things first-line managers should know
• Managerial Skills
• Leadership Skills
• Managers vs Leaders
• Managers have subordinates Leaders have Followers
Motivating TMs
• Joint Sales Calls : An important guiding tool for TMs
• Managing Vacant Territories
• Sales Activity Monitoring (SAM)
Transactional Analysis in sales
Case Study
3. Management & the Managers
.
What is Management ?
A set of activities (planning, organizing, leading, controlling and decision making)
at an organizational resources (human, financial, physical, information) to
achieve organizational goals in an efficient & effective manner.
Who is a Manager ?
A manager is a person who is primarily responsible to carry out management
process.
Who is an Ideal Manager ?
The ideal manager for an organization must be both EFFECTIVE & EFFICIENT.
Effective Manager: Who makes right decision and successfully implement
them to achieve the objectives
Efficient Manager: Who achieve the objectives in a cost effective way.
4. Who is a First Line Manager (FLM) ?
First line managers are those directly responsible for the day to day work of a team
of employees.
They will report to second line managers who are responsible for the day to day
work of many teams each with a first line manager.
Traits of successful First Line Sales Managers
A. They understand TMs and manage them wisely
B. They leave sales to the TMs (most of the time)
C. They align TMs in the field with company goals
1st line sales managers are the key to any successful operation. A person who is
hardworking, sincere, with strong leadership quality can change the scenario
completely
He is like a player, coach, mentor, or teacher to his team members.
He has to sell performance to his own people through right
direction, delegation and control.
5. The Role of the First Line Managers (FLMs)
FLMs undertake a balancing act working as an intermediary between senior
management and team members.
FLMs are required to be able to plan, prioritise and monitor
performance and progress.
They need to be able to identify performance issues, understand how to
evaluate the behaviors and performance of both teams and individuals and
take action to address performance issues.
FLMs need to take responsibility not only for their performance, but the
performance of others as well.
6. What does Responsibility mean?
Responsibility is the ability to respond.
Ability implies there is a need for certain knowledge, skills and tools and response
implies some form of action needs to be taken. The effectiveness of an FLM is
directly linked to their Ability to Respond.
7. Why sales people fail ?
When they believe that business will come to them, they
fail. In selling profession, business does not come, we have
to go out and have it by doing hard work.
Lack of follow up in a timely manner, which makes the sales
people and the organization lose credibility.
Lack of commitment of the sales force toward achieving
sales target due to lack of proper motivation by the line
managers.
Lack of clarity & consistency of goals, objectives & direction make the sales
people disorganized.
Lack of proper monitoring of the sales processes.
Miscommunication and lack of coordination between sales & marketing activities.
Lack of proper selling skills (sales training) make sales people fail.
8. Core responsibilities of 1st line sales mangers
They manage the sales target given to his
TMs, remove obstacles to selling, conduct
joint sales calls and win/loss reviews, conduct
bottom performer management and identify
opportunities for efficiency.
They lead the team, motivate, inspire and
execute the sales strategy by translating
strategies into actions.
They ensure the team has a common understanding
of individual and team sales mission.
They coach sales people. They train sales people
continuously with real-time examples.
They recruit, develop an internal and external
network to continuously attract talent.
9. A Strategy-Based Approach
to First-Line Sales Managers’ Responsibilities
First-line sales managers are the key link between
an organization’s strategy and the day-to-day
activities of the sales force.
The first-line sales managers are uniquely positioned to play a critical role
in driving the decisions of senior management as the direct connection
from senior sales managers to the field.
10. A Strategy-Based Approach
to First-Line Sales Managers’ Responsibilities
A. Directing the TMs
The first responsibility of the first-line sales
managers is clarifying and explaining the
Business strategy to the MPOs.
They plays a critical role in translating and
reinforcing those decisions throughout the
TMs.
They need to focus the TMs on the right
customers and areas.
They need to guide TMs with necessary selling techniques
considering the customers’ attitudes & importance.
11. A Strategy-Based Approach
to First-Line Sales Managers’ Responsibilities
B. Organizing the TMs
The first line sales managers must organize (coordination among team
activities & performance toward company policies) their respective TMs
based on marketing and sales strategies; like day to day activities, sales time
allocation based on customers’ importance, team efforts, and administrative
issues etc.
12. A Strategy-Based Approach
to First-Line Sales Managers’ Responsibilities
C. Executing the Strategies
The Execution area is typically the focus of first-line sales
managers.
Educate TMs on achieving target: They can influence the
degree to which targets provide the highest level of focus and
motivation for the TMs.
Measure and manage performance: First line managers needs
to measure performance of his team. Managers must also
coach their MPOs through regular activities such as one-on-
one meetings, phone calls, and traveling with MRs to
customer sites to transcend poor performance.
Communicate for sales compensation: It is their role to
explain, communicate and give examples of how an MR can
earn incentive under various performance scenarios.
13. A Strategy-Based Approach
to First-Line Sales Managers’ Responsibilities
D. Supporting the TMs
First-line sales managers offer the TMs with the right
messages, as well as recruiting and training talent, which will
determine the MPOs ultimate success in selling.
Provide the right messages: First-line sales managers should
ensure each TM has the right messages to identify leads,
sell solutions and develop a compelling value proposition to
customers.
Develop sales competencies: They can help identify talent
short-falls and methods for filling those gaps. Clarifying to an
MPO the types of skills required and where they may need to
develop goes a long way in building an TM’s ability to be
effective.
14. A Strategy-Based Approach
to First-Line Sales Managers’ Responsibilities
D. Supporting the TMs
First-line sales managers offer the TMs with the right
messages, as well as recruiting and training talent, which will
determine the MPOs ultimate success in selling.
Provide the right messages: First-line sales managers should
ensure each TM has the right messages to identify leads,
sell solutions and develop a compelling value proposition to
customers.
Develop sales competencies: They can help identify talent
short-falls and methods for filling those gaps. Clarifying to an
MPO the types of skills required and where they may need to
develop goes a long way in building an TM’s ability to be
effective.
15. Effective Management Skills
Productive and effective management is not an innate
quality, management skills can be cultivated, developed and
learned.
Some managers inspire, some motivate, and others fail
miserably to engage their employees.
When employees choose to leave a position, it's often because
of their manager or relationships with people in their working
environment.
People quit people, not jobs.
First line sales managers must motivate their team to make them
productive & reduce turn over of sales talent, and also to support &
train to improve performance of average TMs.
16. Five things first-line managers should know
They are the first contact point between line workers and management
Polish business communication skills (verbal & written)
Learn how to think strategically
Get comfortable with complexity and uncertainty
Improve managePolish business communication skills (verbal & written)
and leadership through personal mastery
Invest in professional development programs
17. Communication Skills
Guidelines for effective communication
1. Stop talking
2. Put the talker at ease
3. Show a talker that you want to listen
4. Remove distractions
5. Empathize with a talker
6. Be patient
7. Hold your temper
8. Go easy on argument and criticism
9. Ask relevant questions
10. Stop talking
19. Managerial Skills
Technical Skills : The skills needed to understand and do tasks relevant to
the organization.
Interpersonal / Human Skills : The ability to communicate, understand, and
motivate both individuals and groups.
Conceptual Skills : The ability to think in the abstract.
Diagnostic Skills : The ability to observe the most appropriate response to a
situation.
20. Managers vs Leaders
Managers are persons who get the job done by
others.
Leaders are those who have followers.
The biggest difference between managers and leaders is the way they motivate the
people who work or follow them, and this sets the tone for most other aspects of
what they do.
Many people, by the way, are both. They have management jobs, but they realize that
you cannot buy hearts, especially to follow them down a difficult path, and so act as
leaders too.
"To truly lead one's people, one must also truly know them." ~Nelson Mandela
21. Managers vs Leaders
Managers are persons who get the job done by
others.
Leaders are those who have followers.
The biggest difference between managers and leaders is the way they motivate the
people who work or follow them, and this sets the tone for most other aspects of
what they do.
Many people, by the way, are both. They have management jobs, but they realize that
you cannot buy hearts, especially to follow them down a difficult path, and so act as
leaders too.
"To truly lead one's people, one must also truly know them." ~Nelson Mandela
22. Managers have subordinates
Managers have subordinates and their power over
others comes from formal authority.
Authoritarian, transactional style
Managers have a position of authority given by the
company, and their subordinates work for them and do
as they are told because they have been promised a
reward for doing so.
Work focus
Managers are paid to get things done, often within tight constraints of time and
money. They thus naturally pass on this work focus to their subordinates.
Seek comfort
They tend to lead normal and comfortable lives. This leads them to be relatively
risk-averse and they will seek to avoid conflict where possible. In terms of people,
they generally like to run a 'happy ship'.
23. Leaders have Followers
Leaders do not have subordinates, when they are
leading. When they want to lead, they have to
give up formal authoritarian control, because to
lead is to have followers, and following is always
a voluntary activity.
Charismatic, transformational style
Telling people what to do does not inspire them to
follow you. You have to appeal to them, showing
how following them will lead to their hearts' desire
24. Leaders have followers
Seek risk
Leaders are risk seekers, although they are not blind thrill-
seekers. When pursuing their vision, they consider it natural to
encounter problems and hurdles that must be overcome along
the way.
People focus
They are always good with people, and quiet styles that
give credit to others (and takes blame on themselves) are
very effective at creating the loyalty that great leaders
engender.
This does not mean that leaders do not pay attention to
tasks - in fact they are often very achievement-focused.
What they do realize is the importance of enthusing
others to work towards their vision.
25. Managers vs Leaders : an overview
Subject Leader Manager
Essence Change Stability
Focus Leading people Managing work
Have Followers Subordinates
Horizon Long-term Short-term
Approach Sets direction Plans detail
Decision Facilitates Makes
Power Personal charisma Formal authority
Appeal to Heart Head
Dynamic Proactive Reactive
Persuasion Sell Tell
Exchange Excitement for work Money for work
Likes Striving Action
Wants Achievement Results
Risk Takes Minimizes
Rules Breaks Makes
Conflict Uses Avoids
Direction New roads Existing roads
Concern What is right Being right
Credit Gives Takes
Blame Takes Blames
26. Motivating Sales Team
What is Motivation ?
Motivation is a psychological feature, that makes a person to act towards a
desired goal and elicits, controls, & sustains certain goal-directed behaviors.
Motivation is the purpose or psychological cause of an action.
In one day,
1. your TMs may want to work as hard as possible to achieve the objective or
2.to work hard enough to avoid a reprimand or
3. to do as little as possible.
The goal for a first line manager is to maximize the
occurrence of the first incident and minimize the
occurrence of the last incidence.
The face of any organization is the sales force. Companies spend a considerable
amount of time and money on sales force rather than on any other promotional
activity. However, sales force is expensive and companies are looking forward to
managing them in an efficient and effective manner.
27. Motivating Sales Team
How do I motivate my sales team ?
How do I retain top sales talent ?
MONEY is not the only way to motivate the salespeople ;
ENGAGEMENT is the way, it is a bigger motivator than money
In a survey, 78% employees cited RECOGNITION as a motivating factor in their career.
69 % work harder if they are better recognized
52 % are not satisfied with their current recognition
49 %leave as they would be recognized by another company for their efforts
39 %do not feel appreciated at work
72 %feel they are disengaged
18 %disengaged employees undermine co-workers success
28. MotivatingSales Team
2proven principles that work well in motivating salespeople
1. Recognition and 2. Appreciation
• Be specific about the objectives, goals, strategies etc.
• Be focused about the tasks (including the sales process)
• Update the TMs about compensation plan (sales incentives, reward etc.)
• Give public recognition
• Recognize something besides sales
• Involve the family / friends
• Match the TMs talents with company’s objectives
• Build personal & trusting relationships with co-workers
• Encourage open & frequent conversations to avoid disengagement
• Train salespersons continuously
• Help salespersons in career development
• Give feedback immediately
• Show respect
29. Joint Sales Calls : An important guiding tool for TMs
• The joint fieldwork gives you an excellent opportunity to:
• Help the team members perform better
• Establish your leadership
• Train, develop and assess the professional competence of your team
members on-the-job.
• Assess the movement and availability of different products
• Develop rapport with KOLs (key opinion leaders)
• Assess sales trends and competitors’ activities in different markets
• Plan your work to ensure optimum utilization of time.
• Based on the observations made during joint fieldwork, identify areas for
the team member’s development.
• Demonstration can be used to show how something could be done.
• This provides an opportunity to the team member to identify the areas that
need improvement.
30. Managing Vacant Territories : 1st line manager sales managers’ focus
A 1st line sales manager should be on the constant lookout for
good prospective candidates in each territory.
Till a suitable replacement is selected, maintain the sales of the
vacant territory by ensuring the regular coverage of all the key
doctors.
Be in touch with the important customers of a vacant territory
either by phone or physical sales calls.
Keep the vacant territories active by selling products &
generating prescriptions by your own until a suitable candidate
is found.
31. Sales Activity Monitoring (SAM) :
Essential of Pharmaceuticals Sales Management
What to monitor ?
TMs daily activities & outcome
Cold sales calls and warm sales calls
TMs performance & sales growth
Customers’ Feedback
How to monitor ?
Verbal Monitoring : Daily communication over cell phone to tract his every
movement in the market place & day’s outcome.
Monitoring by documents : Observing DCRs, TPs, sales performance,
utilization of resources, sales calls frequency etc.
Meetings : Analyze outcome & next strategies to overcome difficulties.
32. Transactional Analysis in sales
Transactional analysis is a theory about personality,
personality development and communication.
An Ego state is a consistent pattern of feeling and
experience, and normally associated with particular patterns
of behavior.
The three ego states are Parent, Adult and Child:
The Parent state : Caring & Protective
The Adult state : Organized, & Logical
The Child state : Natural, Spontaneous, and Emotional
Relationship Pattern
Parent & Child relation - Protective & Emotional
Adult & Adult - Logical & Logical
Adult & Child - Logical & Emotional
Physicians & Salesman - ?
ASM & TM - ?
33. Roles of a 1st line sales managers : a brief
The role of a first-line sales manager is a juggling act.
They have to close sales, coach and motivate their team to be customer-
relationship specialists.
They should know how to develop and execute a successful sales strategy.
The pressure is on their shoulders as the success of the sales department is largely
dependent on how well they can handle these multiple priorities.
A 1st line manager is a trustworthy motivator , team leader
and 100% positive result oriented person for the
organisation, he should be good communicator having
good product knowledge and most important he should be
frank ,open and passionate . He can lead his team by
motovating the team members in positive way that they
should acheive their goal every month with the help of
company's strategy which should be 100% implementing in
the field .
34. Case Study
Find out 3 difficulties in your area regarding TMs’ productivity
improvement in ABC Company.
Explain the reasons behind these difficulties.
Suggest suitable solutions to overcome these difficulties.
What are the managerial steps will you take at your end next in
this regard ?
A prescribed format will be used in the case study, where
common difficulties will be mentioned to help them to
study the case. Moreover, open discussion session will be
conducted to learn about the case study.
37. Disclaimer
The information in this presentation was compiled from sources believed to be reliable
for informational purposes only. We do not guarantee the accuracy of this information or
any results and further assume no liability in connection with this publication, including
any information, methods or safety suggestions contained herein. Moreover, this
presentation cannot be assumed to contain every acceptable safety and compliance
procedure or that additional procedures might not be appropriate under the
circumstances. PharmaState or its any affiliate has no liability to the content presented in
the slide deck. Also the users are advised to confirm the accuracy of information from the
valid & reliable sites & are advised not to take the information of this slide as final.