How to build a great sales management function
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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.
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How to build a great sales management function
- 1. How to Build a Great Sales Management Function Sales Management Series Class 2
- 2. Agenda 1. Review of successful sales management characteristics 2. Develop a strategy 3. What processes, tools, and systems you need 4. How to build and train your team 5. How to motivate and lead your team 6. How to coach your team 7. Understand what skills you need 8. What reports to use 9. How to stay focused on your goals
- 3. Characteristics of Successful Sales Management a. Has a seat at the table to help craft the vision b. Is the voice of the customer and the sales team throughout the organization – cross functional c. Always looking for a better way of doing things to get better results d. Knows how to prioritize and motivate others e. Methodical approach to the market – able to direct resources f. Wants to win g. Can build a team – Coach – Make tough decisions h. Uses data to guide decisions i. Not afraid to give credit to others j. Sells more through the team than they can on their own
- 4. Define Where You Want To Go a. Goals of the organization b. Long term and short term c. Keep it simple d. Alignment on the goals i. Customer focused ii. Market oriented
- 5. Create a Plan a. Know your market b. Know your competition c. Use business intelligence (BI) d. Develop your strategy i. Review handout e. Strategy vs. tactics
- 6. Process, Systems, and Tools a. Everything that is not your people b. Benefits i. 45% Greater sales ii. 35% Increased time to sell and manage
- 7. Process, Systems, and Tools c. Necessities i. Sales ii. Recruiting iii. Sales management iv. Metrics or measurables v. Pipeline vi. Compensation vii. Territory management viii. On-boarding ix. Development
- 8. Sales Manual a. The 4P’s i. Position ii. Products iii. People iv. Processes
- 9. Sales Process a. Standardized b. Match your buyer’s process c. Review handout
- 10. Sales Systems a. Scripts i. Consistent and customer focused b. On-boarding c. Servicing d. Follow up e. Selling tools a. Review handout
- 11. Recruiting Your Team (Sports) a. Starting line up b. Bench strength i. Upgrade C’s to A’s ii. 1 for 3 c. Winners vs. losers d. Good vs. bad
- 12. Hiring Right a. Assessing talent b. Assessment tools and services c. Using the information for training
- 13. Territory Design a. Geography b. Product line c. Customer type d. Market segment
- 14. Sales Structure a. Organizational chart b. Work flows c. Make them mobile!
- 15. Training a. Product training b. Service training c. Sales training d. Expectations and feedback
- 16. Motivating a. Psychological b. Lead by example c. Shared mission and vision d. Give them credit e. Monetary i. Reward them well
- 17. Compensation Structure – What is the Right Formula? a. Salary b. Cash incentives c. Premium incentives d. Contests and SPIFs e. Reward and recognition programs
- 18. Leading a. Your skill set and knowledge i. Review handout b. Leaders show the team how to do something, not just tell them to do it c. Leaders continually identify opportunities to coach d. Leaders work across the entire organization for improved performance
- 19. Help Put Money in Their Pockets a. Lead development i. Organic vs. new b. Sources of lead c. Marketing d. Networking e. Referrals
- 20. Help Put Money in Their Pockets f. Forward pipeline management g. Reverse engineer activity levels i. Review handout f. Set goals g. Define activity levels
- 21. Demand Discipline a. Cure cancerous employees b. Make them accountable c. Metrics – leading indicators d. Top to bottom e. Team statistics
- 22. Coaching a. Teaching vs. coaching b. Don’t sell for them c. Pre-game d. During the game e. Post-game
- 23. Coaching Opportunities a. Disciplines of sales b. Funnel management c. Opportunity assessment and management d. Field observations e. Probability management f. Productivity/time management g. Cross pollination of best practices
- 24. Coaching Tools a. Tell stories b. Role play c. Team selling d. One-on-one (relevant to tenure and talent) e. Plan development
- 25. Coaching Times a. Spontaneous vs. scheduled b. Cadence and consistency c. Get out of the way
- 26. Reporting a. Forecasting b. KPI/leading indicators c. Data collection d. Business intelligence (BI) i. Review handout e. Tracking and visibility i. War board
- 27. CRM a. Business case not ROI i. Increase “business knowledge” (BI) ii. Support “change management” iii. Provide “coaching” platform for performance iv. Give “leaders” a mechanism to accomplish goals v. Measure progress on “vision” of business units
- 28. Allocating Resources a. Definition of economics b. Prioritization i. Must do ii. Have to do iii. Want to do
- 29. Focus a. Stay three steps ahead of the team b. Dynamic planning c. People development d. Continuous improvement e. Delegate f. Sharpen your saw g. Board of advisors h. Surround yourself with mentors
- 30. Peter C. Rathmann, MBA President 262-442-0896 | peter@salestechnik.com www.salestechnik.com
Editor's Notes
- Thanks to the MBA for allowing me to come in Thank you for taking an interest in this topic Accountability…most sales reps hate it. Most managers don’t like to follow through with it. For some reason, I feel this has been the #1 topic of conversation over the past few weeks with prospects and or clients looking to enhance their sales culture or consistently grow sales Salespeople must be held accountable for their results. This is a fact of Sales Management. Ideally, you'd like for them to do it themselves... absolving you of that unenviable responsibility. In a perfect world, that would be an option. However, that's not reality. What helps is hiring good salespeople with good products and services to sell. Also, managing and leading them well is an asset. In the end, how you handle that difficult conversation is entirely up to you. Hopefully, you'll see that you can do it and can garner even more respect when you do it well. Every day, companies allow sales people to provide excuses as to why they didn’t perform certain prospecting behaviors. Yet, if this same company had its service techs scheduled for six calls and the techs stopped after their third service call, would the company put up with that? Accountability doesn’t have to be a dirty word that makes most people’s skin crawl. If done correctly, accountability can help propel a salesperson’s career path, help prospects and help companies at the same time. Accountability can be a good 14-lettered word that helps the sales rep become more productive and the company more profitable.