This document provides information on igniting sales teams. It discusses the importance of sales teams in generating revenue and keeping business running. It also discusses various aspects of effective sales management like organizing the sales force, designing sales territories, understanding customer needs, motivating the sales team, and best practices for sales managers. Some of the challenges highlighted for keeping sales momentum include improving sales, recognizing leadership/staff gaps, and hiring quality people.

1. Ignite Your Sales Team
Up in The Air

2. The Salesmen
 The only business function that generates
revenue.
 With all their faults, they keep the wheels of
commerce turning, and the currents of human
emotions running. More cannot be said any
man. Be careful whom you call a salesman,
lest you flatter him.
-Donald Benenson in Ziglar on Selling

3. Sales Management
“QUALITIES THAT LEAD TO EFFECTIVE
SALES MANAGEMENT ARE OFTEN
OPPOSITE THE ATTRIBUTES OF A
SUCCESSFUL SALES PERSON”

4. Purpose of Organization
 Eliminate waste of effort
 Minimize friction
 Maximize co-operation
 Permit development of specialists
 Ensure that all activities get done
 Achieve co-ordination/balance
 Define authority
 Fix responsibility

5. Line Sales Organization
Structure
Area Sales
Mgr
Area Sales Mgr Area Sales
Mgr
Area Sales
Mgr
Sales Force Sales Force Sales Force Sales Force
Sales Manager
Head –Marketing

6. Selling Situations
 Customer’s intention and expectation are
specific. (insurance, mobile service)
 Customer is contacted over phone
 Customer is an organizational buyer
 Customer seeking service or solution
 Customer in a retail store
 Cold calling situation
 Pharmaceutical selling
 Creative selling ( Ad campaign)

7. Number of Sales Person
 Decision on the size of the sales force is very
complicated because structure of the
customers vary in each territory, the level of
competition varies across territories, the
connectivity for travel varies etc.
 There are 3 generally accepted approaches:
affordability, incremental and workload
methods.

8. Sales Territories
 A sales territory consists of existing and
potential customers assigned to a sales
person. The territory may or may not have
geographic boundaries.

9. Reasons for Territories
 Increase / improve customer coverage
 Control selling expenses
 Effective evaluation of salesman’s
performance.
 improve customer relations

10. Territory Design
 Main procedural steps:
1. Selection of a basic geographical control unit
2. Determination of sales potential present in
each unit
3. Combining the basic units into tentative
territories
4. Adjust for differences in coverage difficulty
and readjust the tentative territories ( build up
/ break down method )

11. SELLING PROCESS the Ziglar
Method
 Focus on Prospects NEEDS and WANTS.
 Sell by design, not by chance.
Follow a proven 4 step formula:
NEED ANALYSIS
NEED AWARENESS
NEED SOLUTION
NEED SATISFACTION

12. Selling first time to Prospects
(pre sale planning)
 Adequate knowledge of the product to be sold,
company being represented, the market
competition ,category or segment of customers
and selling techniques.
 Product knowledge: Evolution-Features-
Benefits-Uniqueness-Price
 Company knowledge: History-Values-
Achievements-Management-Policies

13. Understanding buyer’s needs
 Situational questions: questions about
prospect’s current situation. (who will
decide? is it the first time ? Changing
source ?
 Problem identification question:
Questions to uncover problems, difficulties
or needs ( problems on quality, delivery ?)
 Problem impact questions: questions to
make the buyer realize the impact of the
problem and the need to solve it.( what
will be the impact on costs , on customer
satisfaction ?)

14.  Solution value questions :questions to help
the buyer asses the value or usefulness of the
solution ( for x benefit how much would you
save ?
 Confirmation questions: (how would an
error free system help?)
Understanding buyer’s needs

15. Sales Force Motivation
 “the desire to make an effort to fulfill a need is
motivation”
 Motivation includes three dimensions:
Direction, Intensity and persistence.
 Motivation may also be Intrinsic or extrinsic
 Maslow’s hierarchy of needs:

16. Understanding Your
Salesperson
 What motivates them?
 What de-motivates them?

17. FIRST MOTIVATOR
$ MONEY

18. SECOND MOTIVATOR
SECURITY

19. THIRD MOTIVATOR
ACHIEVEMENT

20. FOURTH MOTIVATOR
RECOGNITION

21. FIFTH MOTIVATOR
PERSONAL GROWTH &
ACCEPTANCE

22. FIRST DE-MOTIVATORS
FEAR OF LOSING
SECURITY

23. SECOND DE-MOTIVATOR
FEAR OF FAILURE

24. THIRD DE-MOTIVATOR
SELF DOUBT

25. FOURTH DE-MOTIVATOR
CHANGE

26. 12 Best Practices That Help Sales
Managers Make Their Teams
Successful
 Too many sales teams are over-managed
and under-led.
 Culture eats strategy for breakfast.
 Building the team; finding and hiring talent
 Cadence and Consistency: Set and manage
the heartbeat of the team
 Key Performance Indicators: The glue of
your communication strategy.

27.  Manage the Forward Pipeline: The
difference between pipeline and
forecasting.
 Process: Don’t over engineer it, but don’t
ignore it.
 Coaching: In the day – in the moment.
 Herding cats: Dealing with the mavericks
and high performers.
 Leading Indicators: Worrisome patterns of
behavior.
12 Best Practices That Help Sales
Managers Make Their Teams
Successful

28.  Protect their time: You can’t sell if you
aren’t spending time with customers.
 Celebrate: Winning is fun. Celebrate it!
12 Best Practices That Help Sales
Managers Make Their Teams
Successful

29. Keep the Momentum:
Focus on These Critical Challenges
 Challenge #1: Improve Sales. You are no
longer in survival mode. You have moved into
growth mode. That's why generating revenue
through sales is so critical. Follow the money.
Enough said.

30.  Challenge #2: Recognize the Leadership/Staff
Gap. If you aren't talking to your staff,
individually, on a weekly basis - and I mean
having a dialogue about how they are doing,
what they need, how you can help them - you
are looking at the beginnings of a
communication chasm that you won't be able
to bridge. Start talking now - payoff is in
spades.
Keep the Momentum:
Focus on These Critical Challenges

31.  Challenge #3: Hiring Quality People. But, you
just said: Don't throw people at your problems!
I'm not asking you to hire more people, I'm
asking you to hire quality people. My guess is
you have one or two people on your staff right
now that the company has outgrown. They are
good people but the company has moved on
and they haven't. Let them go and hire
someone you can begin delegating specific
tasks to.
Keep the Momentum:
Focus on These Critical Challenges

32. About Facilitator
Qambrani Shoaib Anwer
Facilitator | Coach | Team Leader