In the past, sales coaching was largely seen as something that only larger and more sophisticated sales organizations took advantage of, but in more recent years, it has moved into organizations of various levels, industries, and experience.
In this eBook, we will walk you through the keys to achieving sales coaching success and taking not just your sales team and strategy to the next level, but your organization as a whole.
TSC Measureable results in under 100 days...GUARANTEEDLes Bailey
The document describes the sales transformation approach of The Sales Coach. They believe transformation requires a change management approach that embeds new behaviors over time through skills training, coaching, and measurement of results. Their approach involves 4 steps - 1) Focusing on the desired business outcomes and key metrics to measure success, 2) Designing an enablement program to teach needed skills and tools, 3) Coaching participants to ensure proficiency, and 4) Measuring the impact on lead and lag indicators and business results to determine success within 100 days.
So you want to upscale your business? It’s one of the most common goals of companies, I can’t blame you. Especially startups are defined by their ‘yet to be planned and executed’ scaling phase and pursue to exit their state as startup and become a stable business with a sustainable and viable business model as well as the options for upscaling. But just to pull you back to reality, neglecting the trends, upscaling is not a goal – it’s a potential necessity to achieve your goals. So first think about this: Why do you want to upscale your business?
The document promotes a Peak Performance Mindset training workshop for sales teams. It notes that many sales teams are struggling, with high numbers of deals not closing and salespeople missing quotas. The workshop is presented as the missing piece, teaching a growth mindset based on neuroscience and psychology research. The workshop aims to help salespeople achieve higher performance by adopting the mindset of top performers. It provides an overview of the workshop contents and objectives to improve sales results by increasing salespeople's happiness, quota attainment, and performance while decreasing stress, turnover and costs. Testimonials from past attendees report increased sales and improved mindset application.
Sales motivations research - executive summary - Malik Zubair
This paper discusses how the user of sales motivation programme changed their lives, They reported many personal benefits including a reduction in stress, being able to sleep at night, better decision making and a greater ability to coach their staff to produce a more positive attitude.
An outline for how to approach staring new in a position as a sales manager to establish a strong start and sustaining success leading a sales team. June 2020 update.
Why Sales Coaching - value of sales coaching your salespeople to your sales m...Peri Shawn
Sales coaching can be the lifeblood of an organization. When done effectively, sales coaching is the catalyst that improves sales results, team morale and employee retention.
Sales coaching supports salespeople engaged in sales activities and individual customized sales conversations where the salesperson’s responsibility is to help clients with their buying decisions.
Use this presentation to better understand the value of sales coaching your salespeople to help their clients with their buying decisions. As a by-product, your team members will sell more, better, sooner and more often.
Sales coaching involves influencing your salespeople's thinking, which, in turn, improves their sales behaviors and results in greater sales. Sales coaching has a cause-effect dynamic.
Use sales coaching to help your salespeople perform better.
Here's to sales coaching your sales team to sell more.
This document discusses coaching sales representatives for increased performance. It emphasizes that coaching is an ongoing process between a sales manager and representative to diagnose and reinforce behaviors. Coaching should maximize impact by helping representatives improve skills, reduce sales cycles, and advance to next-level performance. Research shows representatives who receive consistent coaching outperform others significantly. Effective coaching involves preparation, open-ended questions, feedback, and continual education to build knowledge. Field visits are important for observing representatives and providing coaching, mentoring, and feedback to develop skills and meet objectives. Follow-up is also critical through letters recapping visits.
Elite Training Systems provides sales, communication, and leadership training for businesses through customized workshops and programs. Their training is designed to be effective while minimizing time commitments. Workshops cover topics like personality profiling, objection handling, presentations, and goal setting. Testimonials from clients praise the trainer's ability to engage participants and provide relevant skills that increase sales.
TSC Measureable results in under 100 days...GUARANTEEDLes Bailey
The document describes the sales transformation approach of The Sales Coach. They believe transformation requires a change management approach that embeds new behaviors over time through skills training, coaching, and measurement of results. Their approach involves 4 steps - 1) Focusing on the desired business outcomes and key metrics to measure success, 2) Designing an enablement program to teach needed skills and tools, 3) Coaching participants to ensure proficiency, and 4) Measuring the impact on lead and lag indicators and business results to determine success within 100 days.
So you want to upscale your business? It’s one of the most common goals of companies, I can’t blame you. Especially startups are defined by their ‘yet to be planned and executed’ scaling phase and pursue to exit their state as startup and become a stable business with a sustainable and viable business model as well as the options for upscaling. But just to pull you back to reality, neglecting the trends, upscaling is not a goal – it’s a potential necessity to achieve your goals. So first think about this: Why do you want to upscale your business?
The document promotes a Peak Performance Mindset training workshop for sales teams. It notes that many sales teams are struggling, with high numbers of deals not closing and salespeople missing quotas. The workshop is presented as the missing piece, teaching a growth mindset based on neuroscience and psychology research. The workshop aims to help salespeople achieve higher performance by adopting the mindset of top performers. It provides an overview of the workshop contents and objectives to improve sales results by increasing salespeople's happiness, quota attainment, and performance while decreasing stress, turnover and costs. Testimonials from past attendees report increased sales and improved mindset application.
Sales motivations research - executive summary - Malik Zubair
This paper discusses how the user of sales motivation programme changed their lives, They reported many personal benefits including a reduction in stress, being able to sleep at night, better decision making and a greater ability to coach their staff to produce a more positive attitude.
An outline for how to approach staring new in a position as a sales manager to establish a strong start and sustaining success leading a sales team. June 2020 update.
Why Sales Coaching - value of sales coaching your salespeople to your sales m...Peri Shawn
Sales coaching can be the lifeblood of an organization. When done effectively, sales coaching is the catalyst that improves sales results, team morale and employee retention.
Sales coaching supports salespeople engaged in sales activities and individual customized sales conversations where the salesperson’s responsibility is to help clients with their buying decisions.
Use this presentation to better understand the value of sales coaching your salespeople to help their clients with their buying decisions. As a by-product, your team members will sell more, better, sooner and more often.
Sales coaching involves influencing your salespeople's thinking, which, in turn, improves their sales behaviors and results in greater sales. Sales coaching has a cause-effect dynamic.
Use sales coaching to help your salespeople perform better.
Here's to sales coaching your sales team to sell more.
This document discusses coaching sales representatives for increased performance. It emphasizes that coaching is an ongoing process between a sales manager and representative to diagnose and reinforce behaviors. Coaching should maximize impact by helping representatives improve skills, reduce sales cycles, and advance to next-level performance. Research shows representatives who receive consistent coaching outperform others significantly. Effective coaching involves preparation, open-ended questions, feedback, and continual education to build knowledge. Field visits are important for observing representatives and providing coaching, mentoring, and feedback to develop skills and meet objectives. Follow-up is also critical through letters recapping visits.
Elite Training Systems provides sales, communication, and leadership training for businesses through customized workshops and programs. Their training is designed to be effective while minimizing time commitments. Workshops cover topics like personality profiling, objection handling, presentations, and goal setting. Testimonials from clients praise the trainer's ability to engage participants and provide relevant skills that increase sales.
The document describes an INTERVENTION program that aims to identify and address underlying issues inhibiting sales performance. It involves a 4-stage process: 1) Discovery through preliminary analysis, 2) Deep-dive assessment through interviews, 3) Findings and recommendations report outlining issues and remedies, 4) Assistance designing and implementing an action plan. The program is led by Phil O'Brien who has decades of experience turning around underperforming sales teams. The INTERVENTION approach provides clients with strategies to maximize individual and team sales results.
Discover a powerful framework that will help you develop and achieve your sales vision. View this presentation now to maximize the performance of your sales team.
Sales coaching is most effective when tailored to the individual salesperson's level of proficiency and motivation. A development matrix can be used to assess proficiency and motivation to determine the best management approach, such as empowering highly proficient and motivated salespeople, providing training to improve skills for those motivated but not proficient, and directing or counseling those with low proficiency and motivation. Coaching is generally most suitable when proficiency and motivation are average as it can fine tune existing skills to drive revenues up 20% or more.
This document discusses performance management for sales teams. It defines performance management and explains why it is important. Specifically, it outlines how to build success profiles to assess your current sales team, presents a performance management framework with goals, reviews, rewards and development, and provides tips for rolling out the process, including setting goals and ongoing monitoring and coaching. Implementing an effective performance management process can lead to financial gains, a more motivated sales team, and higher retention.
Find out the four must have ingredients of every successful Sales Management process that will help you drive profitable and sustainable business growth.
Endeavor Management announces the launch of our Sales Excellence Practice. Partner with us to develop high performance sales professionals and customer focused environments.
This document discusses an approach to enhancing sales productivity through a sales consultancy. The consultancy aims to provide companies with a structured framework for improving sales planning, prospecting, and generating more revenue. Through the consultancy, companies will learn to evaluate gaps in their current sales strategy, enhance the strategic sales planning and prospecting process, and increase sales revenue. The document also provides information on the trainer's qualifications and experience in sales, management, and training.
The document discusses various aspects of sales training including:
1. Sales training is essential to develop salespeople's skills through both formal and informal methods such as orientation, coaching, and continuing education.
2. Training needs vary depending on a salesperson's experience, abilities, and career stage which typically includes preparation, development, maturity, and decline phases.
3. Effective training utilizes different methods like lectures, demonstrations, role-playing, and on-the-job coaching tailored to the content and objectives.
Evaluation of training impact considers metrics like market performance, testing, and supervisor feedback.
The document outlines the 7-S formula for sales success. It discusses that strong organizations are built on strong sales teams. The 7 factors for an effective sales team are: shared goals, SMART goals, strategy, focus, speed, skills development, systems, stretch targets, and service orientation. Developing these 7 factors can help sales teams achieve sustained success.
How to create a successful marketing plan Uzzal Hossain
Reading "How to Create a Successful Marketing Plan" is Step One of Developing a Great Marketing Strategy that Helps Your Business Succeed
Marketing plans are an imperative part of starting any business. They are used as a blueprint for mapping out the manner in which you will be able to achieve your business goals.
A marketing plan is not only necessary for new businesses, as it can be used to help existing programs incorporate the strengths their company currently enjoys in an effort to implement necessary changes or improvements. A marketing plan can be implemented for a new product or service in which case it is meant to pull together all of the needed elements for an effective marketing start. It is important to have a marketing plan so that you can determine where you are, where you are headed, and how you will get there. It is especially important to have a marketing plan so that you can submit it for things such as loan considerations.
As a whole, you should see your marketing plan as a process for which you have a team whole goal is keeping it simple, developing a time-frame, providing feedback, implementing necessary revisions, and remaining consistent with the mission statement.
SG Partners OMG Discussion Paper Nov 2016Roland Weber
This document discusses evaluating a sales team's performance and capabilities. It notes that surveys show most potential clients are already 65% through their decision-making process before engaging with salespeople. As such, salespeople need to provide value for the remaining 35%. However, the document questions whether salespeople are truly focused on client value or just building relationships. It suggests salespeople may not be following proper sales processes, engaging with the right clients, or leaving money on the table. Assessing salespeople against a competency framework could provide insights into weaknesses limiting their effectiveness. Evaluating both teams and individuals can help identify development needs and determine which staff may not be suited for sales roles. The document promotes a sales assessment tool that provides customized,
This document summarizes key points from the book "Now, Discover Your Strengths" by Marcus Buckingham. It discusses how focusing on strengths rather than weaknesses is more effective for achieving high performance. The document outlines three indicators that can reveal a person's strengths: past success experiences, interests and passions, and recognition from coworkers. It then describes a three-step process to increase potential strengths, which includes discovering existing strengths, creating a plan to develop them further, and evaluating the results of skill improvement efforts.
This document presents a case study on the effectiveness of sales force training on performance and productivity at The Landmark Hotel in Kanpur, India. It includes an introduction, research problem, objectives, methodology, findings and conclusions. The study found that the hotel's current training program was effective but could be improved by increasing duration. Sales force members reported enhanced performance after attending training. The document recommends assessing training needs regularly and inviting varied trainers to maximize the impact of training programs.
The document discusses several models for performance management:
- The GROW model includes goal setting, evaluating reality, exploring options, and planning the way forward.
- The OUTCOMES model has similar steps like setting objectives and understanding goals, as well as clarifying gaps, generating options, and providing support.
- The PQI model involves defining desired performance standards, assessing actual performance to identify gaps, analyzing causes of gaps, selecting interventions, implementing and monitoring changes, and re-evaluating performance.
On boarding new sales reps - the first 90 daysBrian Groth
The document outlines an on-boarding process for new sales reps over their first 90 days. In the first week, reps meet with sales enablement, CRM contacts, and their sales manager. They also plan to attend the next available sales boot camp. The boot camp covers the company, sales methodology, products, opportunities, and closing deals. Reps also follow a self-paced 30-60-90 day guide. Ongoing, reps receive mentoring, coaching, and regular training, with the goal of reducing time to full productivity.
Marketing Job Interview Questions and Answers Part 1HowToGetThatJob
http://www.howtogetthatjob.net Share with you the strategies that you need to deploy if you are to get the job you really want, and progress in your career.
As a marketing professional, I've interviewed, and have been interviewed for a number of marketing positions from telecoms, to finance, and the not for profit sector. In this part of Marketing Job Interview Questions and answers presentation, you'll learn not only the most likely interview questions, but how the employers want you to answer them. After you've read through, get practicing how you will articulate your answers in your job interview. Be sure to check out Part 2.
How to Create a Consistent Sales Process that Drives ResultsLedgeview Partners
This document discusses creating an effective sales process. It begins by stating that as humans, we follow processes every day without realizing it. It then discusses defining a sales process and outlines some key stages in a typical sales process like prospecting, qualifying, proposing, and closing. The document provides tips for creating a sales process, such as evaluating past successes and failures, focusing on the customer journey, and setting a clear and concise path with stages that show progress in the sales cycle. It emphasizes the importance of creating a repeatable process that is unique to the organization's goals.
The document describes an INTERVENTION program that aims to identify and address underlying issues inhibiting sales performance. It involves a 4-stage process: 1) Discovery through preliminary analysis, 2) Deep-dive assessment through interviews, 3) Findings and recommendations report outlining issues and remedies, 4) Assistance designing and implementing an action plan. The program is led by Phil O'Brien who has decades of experience turning around underperforming sales teams. The INTERVENTION approach provides clients with strategies to maximize individual and team sales results.
Discover a powerful framework that will help you develop and achieve your sales vision. View this presentation now to maximize the performance of your sales team.
Sales coaching is most effective when tailored to the individual salesperson's level of proficiency and motivation. A development matrix can be used to assess proficiency and motivation to determine the best management approach, such as empowering highly proficient and motivated salespeople, providing training to improve skills for those motivated but not proficient, and directing or counseling those with low proficiency and motivation. Coaching is generally most suitable when proficiency and motivation are average as it can fine tune existing skills to drive revenues up 20% or more.
This document discusses performance management for sales teams. It defines performance management and explains why it is important. Specifically, it outlines how to build success profiles to assess your current sales team, presents a performance management framework with goals, reviews, rewards and development, and provides tips for rolling out the process, including setting goals and ongoing monitoring and coaching. Implementing an effective performance management process can lead to financial gains, a more motivated sales team, and higher retention.
Find out the four must have ingredients of every successful Sales Management process that will help you drive profitable and sustainable business growth.
Endeavor Management announces the launch of our Sales Excellence Practice. Partner with us to develop high performance sales professionals and customer focused environments.
This document discusses an approach to enhancing sales productivity through a sales consultancy. The consultancy aims to provide companies with a structured framework for improving sales planning, prospecting, and generating more revenue. Through the consultancy, companies will learn to evaluate gaps in their current sales strategy, enhance the strategic sales planning and prospecting process, and increase sales revenue. The document also provides information on the trainer's qualifications and experience in sales, management, and training.
The document discusses various aspects of sales training including:
1. Sales training is essential to develop salespeople's skills through both formal and informal methods such as orientation, coaching, and continuing education.
2. Training needs vary depending on a salesperson's experience, abilities, and career stage which typically includes preparation, development, maturity, and decline phases.
3. Effective training utilizes different methods like lectures, demonstrations, role-playing, and on-the-job coaching tailored to the content and objectives.
Evaluation of training impact considers metrics like market performance, testing, and supervisor feedback.
The document outlines the 7-S formula for sales success. It discusses that strong organizations are built on strong sales teams. The 7 factors for an effective sales team are: shared goals, SMART goals, strategy, focus, speed, skills development, systems, stretch targets, and service orientation. Developing these 7 factors can help sales teams achieve sustained success.
How to create a successful marketing plan Uzzal Hossain
Reading "How to Create a Successful Marketing Plan" is Step One of Developing a Great Marketing Strategy that Helps Your Business Succeed
Marketing plans are an imperative part of starting any business. They are used as a blueprint for mapping out the manner in which you will be able to achieve your business goals.
A marketing plan is not only necessary for new businesses, as it can be used to help existing programs incorporate the strengths their company currently enjoys in an effort to implement necessary changes or improvements. A marketing plan can be implemented for a new product or service in which case it is meant to pull together all of the needed elements for an effective marketing start. It is important to have a marketing plan so that you can determine where you are, where you are headed, and how you will get there. It is especially important to have a marketing plan so that you can submit it for things such as loan considerations.
As a whole, you should see your marketing plan as a process for which you have a team whole goal is keeping it simple, developing a time-frame, providing feedback, implementing necessary revisions, and remaining consistent with the mission statement.
SG Partners OMG Discussion Paper Nov 2016Roland Weber
This document discusses evaluating a sales team's performance and capabilities. It notes that surveys show most potential clients are already 65% through their decision-making process before engaging with salespeople. As such, salespeople need to provide value for the remaining 35%. However, the document questions whether salespeople are truly focused on client value or just building relationships. It suggests salespeople may not be following proper sales processes, engaging with the right clients, or leaving money on the table. Assessing salespeople against a competency framework could provide insights into weaknesses limiting their effectiveness. Evaluating both teams and individuals can help identify development needs and determine which staff may not be suited for sales roles. The document promotes a sales assessment tool that provides customized,
This document summarizes key points from the book "Now, Discover Your Strengths" by Marcus Buckingham. It discusses how focusing on strengths rather than weaknesses is more effective for achieving high performance. The document outlines three indicators that can reveal a person's strengths: past success experiences, interests and passions, and recognition from coworkers. It then describes a three-step process to increase potential strengths, which includes discovering existing strengths, creating a plan to develop them further, and evaluating the results of skill improvement efforts.
This document presents a case study on the effectiveness of sales force training on performance and productivity at The Landmark Hotel in Kanpur, India. It includes an introduction, research problem, objectives, methodology, findings and conclusions. The study found that the hotel's current training program was effective but could be improved by increasing duration. Sales force members reported enhanced performance after attending training. The document recommends assessing training needs regularly and inviting varied trainers to maximize the impact of training programs.
The document discusses several models for performance management:
- The GROW model includes goal setting, evaluating reality, exploring options, and planning the way forward.
- The OUTCOMES model has similar steps like setting objectives and understanding goals, as well as clarifying gaps, generating options, and providing support.
- The PQI model involves defining desired performance standards, assessing actual performance to identify gaps, analyzing causes of gaps, selecting interventions, implementing and monitoring changes, and re-evaluating performance.
On boarding new sales reps - the first 90 daysBrian Groth
The document outlines an on-boarding process for new sales reps over their first 90 days. In the first week, reps meet with sales enablement, CRM contacts, and their sales manager. They also plan to attend the next available sales boot camp. The boot camp covers the company, sales methodology, products, opportunities, and closing deals. Reps also follow a self-paced 30-60-90 day guide. Ongoing, reps receive mentoring, coaching, and regular training, with the goal of reducing time to full productivity.
Marketing Job Interview Questions and Answers Part 1HowToGetThatJob
http://www.howtogetthatjob.net Share with you the strategies that you need to deploy if you are to get the job you really want, and progress in your career.
As a marketing professional, I've interviewed, and have been interviewed for a number of marketing positions from telecoms, to finance, and the not for profit sector. In this part of Marketing Job Interview Questions and answers presentation, you'll learn not only the most likely interview questions, but how the employers want you to answer them. After you've read through, get practicing how you will articulate your answers in your job interview. Be sure to check out Part 2.
How to Create a Consistent Sales Process that Drives ResultsLedgeview Partners
This document discusses creating an effective sales process. It begins by stating that as humans, we follow processes every day without realizing it. It then discusses defining a sales process and outlines some key stages in a typical sales process like prospecting, qualifying, proposing, and closing. The document provides tips for creating a sales process, such as evaluating past successes and failures, focusing on the customer journey, and setting a clear and concise path with stages that show progress in the sales cycle. It emphasizes the importance of creating a repeatable process that is unique to the organization's goals.
SALES & BUSINESS MANAGEMENT MODULE 3.pdfRuthPhiri17
This document discusses sales management strategies and processes. It outlines seven key sales management strategies: 1) Establish compensation expectations, 2) Set goals and quotas, 3) Onboard and train new hires, 4) Motivate reps, 5) Act as a liaison between reps and leadership, 6) Create sales and revenue reports, and 7) Evaluate and adapt the sales process. It also describes an eight step sales management process that includes recruitment, selection, establishing expectations, ongoing training, coaching, feedback, accountability, and sustaining momentum. The document emphasizes the importance of ongoing training, motivating reps, and adapting sales processes.
Performance Reviews are here to stay and we need to reinvent them.
Here are 10 best practices which will help you to make Performance Reviews an effective process based on
1. Feedback
2. Development
3. High Performance
How to make effective sales incentive programs?Nino Mayvi Dian
The document provides guidance on creating effective sales incentive programs. It outlines three key principles: 1) incentive programs should create a perception of unlimited income potential and be easy for salespeople to earn, 2) programs should not negatively impact company profits, and 3) programs need to be clearly understood and motivating for salespeople. The document advises conducting research with salespeople to understand their views of "unlimited" income and ease of earning incentives. It also recommends linking incentives to account receivables and payments to ensure profits are not harmed. Regular communication is important to ensure salespeople understand and are motivated by the programs.
High performance marketing_plan_jan2015Cheryl Ponder
The document provides a 6-step blueprint for developing a high-performance marketing plan. The 6 steps are: 1) create goals tied to revenue; 2) evaluate past successes; 3) develop a "big idea"; 4) decide how to communicate the story; 5) assign responsibilities and deadlines; 6) track results and optimize. Following this plan will help marketers like Liz plan impactful campaigns, track which tactics are working, and clearly report results to executives.
The document provides a 6-step blueprint for developing a high-performance marketing plan. It begins by explaining the importance of having marketing goals that are tied to revenue goals and determining key metrics like leads, opportunities, conversions, and deal size. It then stresses the importance of evaluating past marketing efforts to understand what drove leads and sales. The next steps include developing an overarching "big idea" or themes for campaigns and mapping activities to those themes on a quarterly calendar. It emphasizes the importance of assessing internal readiness with items like technology, data, content needs, and review processes before executing the plan.
Developing a marketing communications plan using the SOSTAC model | Growing P...Brent Spilkin
Developing a marketing communications plan using the SOSTAC model
For traditional or digital campaigns this user friendly tool will help you create and measure a successful plan.
While sales process implementation is not a simple task and may require more of your time now than you'd like to attribute to it, the rewards justify your investment and payback comes much sooner than you would think.
This document provides an overview of a process for repeatable business development and growth. It outlines key steps in the process including developing a clear vision, assessing strengths/weaknesses and opportunities/threats, defining a unique value proposition, creating a business development plan, executing the plan, using best practices, and measuring results. The overall message is that having a well-defined, repeatable process is critical for ongoing business growth rather than relying only on sporadic marketing and sales activities.
Performance appraisal comments by employeeluciacarter412
This document provides information about performance appraisal comments by employees, including tips, forms, and phrases. It discusses reframing performance appraisals to focus on employee vision and success. Key points include starting with the employee and company visions, using coaching questions to identify strengths and goals, creating measurable success plans with regular accountability meetings, and addressing poor performance through open communication while focusing on success. Various performance appraisal methods like ranking, rating scales, checklists, and critical incidents are also outlined.
Performance appraisal comments by employeekianramirez765
In this file, you can ref useful information about performance appraisal comments by employee such as performance appraisal comments by employee methods, performance appraisal comments by employee tips, performance appraisal comments by employee forms, performance appraisal comments by employee phrases … If you need more assistant for performance appraisal comments by employee, please leave your comment at the end of file.
Products and Services Business Coachingbrentalistair
The document describes business coaching products and services offered by Mars Venus Coaching, including one-on-one coaching, group programs, seminars, and workshops. The flagship program is one-on-one coaching available weekly or bi-weekly that can be customized. Seminars cover topics like marketing, sales conversion, increasing customer purchase frequency and transaction value, and improving profit margins. A 13-week group program called Foundations to Business Success addresses the 5 Fundamental Principles of Business Success over its sessions.
This document outlines the importance and benefits of creating a marketing plan for an agency. It recommends developing a 12-month marketing plan with goals, strategies, budgets and metrics for evaluation. The plan should include analyzing the current market and business, setting measurable objectives, determining tactics to achieve objectives, creating an action plan and calendar, allocating a budget, communicating the plan to staff, training staff, executing the plan, and evaluating results to optimize future efforts. Creating and following a marketing plan helps focus efforts, resources and spending on the most effective tactics to grow the business.
The document discusses various aspects of designing, managing, and motivating a salesforce, including:
1) It discusses the importance of carefully designing the salesforce structure, objectives, strategy, size, and compensation. It also covers recruiting, selecting, training, supervising, and evaluating sales representatives.
2) It provides details on recruiting and selecting sales representatives, including creating job descriptions, identifying critical skills, conducting interviews using evaluation grids, checking references, and using aptitude tests.
3) It discusses training sales representatives to improve their knowledge of the company, responsibilities, products, sales skills, and morale. It also covers supervising representatives through fieldwork, technology, and providing direction, guidance, encouragement,
1. LG Electronics faces a challenge in managing the performance of sales representatives employed by independent dealerships that it does not control. There were previously no formal sales processes or performance management systems in place.
2. As a first step, franchise owners created job descriptions for sales representatives and adopted a mission statement focused on customer service. They also set sales quotas for representatives.
3. Problems identified with the previous approach included a lack of monitoring of representative's progress, no performance appraisals, undocumented discussions, and little feedback provided to representatives.
Marketing automation is a software/technology that streamlines, automates, and measures marketing tasks and workflows so that companies can increase their operational efficiency and grow revenue faster. In other words, companies don’t employ marketing automation to automate their marketing. They utilise it to increase revenue quickly, generate high-quality sales-ready leads, measure, and prove marketing Return on Investment (ROI). However, while a handful of companies achieve amazing ROI from marketing automation, others achieve modest gains, and even a few fail to get any value at all.
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.
This document outlines a 7-step onboarding program to help new sales hires increase their productivity more quickly. The steps include developing a 30-60-90 day onboarding plan, establishing the right mindset for new hires, starting with immersing new hires in understanding buyers, spelling out the company's sales process, the sales leader becoming an effective coach, leveraging time-saving resources, and creating a culture of ongoing learning. The goal is to shorten new hires' ramp time to increase their chances of success and reduce turnover.
The white paper discusses motivation programs for employees, customers, and resellers. It recommends defining clear program objectives, target groups, and reward structures linked to measurable behaviors. The paper outlines a methodology for developing motivation programs including defining objectives, segmenting participants, creating SMART actions and rewards, developing a communication plan, and implementing a feedback loop to measure results. Key success factors include clear program definition, detailed tracks linking rewards to targets, effective communication of the program, and adapting based on measured feedback.
Similar to Your Sales Coaching Keys to Success (20)
"Cold Call Campaigns Success visually represent data and information related to the effectiveness of cold calling in sales and marketing strategies. These graphics use a combination of charts, graphs, and illustrations to convey key insights and statistics in a concise and engaging manner.
The infographics may include data on conversion rates, lead generation, call-to-sale ratios, and other metrics to showcase the impact of cold calling on business growth. They can also highlight best practices, tips, and strategies for optimizing cold call campaigns to improve success rates.
By presenting complex information in a visually appealing format, these infographics make it easier for viewers to understand and digest the content quickly. This makes them an effective tool for businesses looking to communicate the benefits of cold calling and its role in driving sales success.
Overall, infographics on Cold Call Campaigns Success serve as a valuable resource for sales professionals, marketers, and business owners seeking to enhance their cold calling strategies and achieve greater success in their campaigns.
2. l e d g e v i e w p a r t n e r s . c o m
Introduction
In the past, sales coaching was largely seen
as something that only larger and more
sophisticated sales organizations took
advantage of, but in more recent years, it
has moved into organizations of various
levels, industries, and experience. This is a
reflection of the criticality of having a sales
coaching program. This emerging trend
among some of the most successful
organizations that exist today is catching on
quickly at different levels …
In this eBook, we will walk you through the
keys to achieving sales coaching success and
taking not just your sales team and strategy
to the next level, but your business as a
whole. The key learnings and tips we share
in this eBook will help your organization
develop a sales program or develop your
existing one.
The average sales manager
only devotes 20% of
their time to coaching.
BrainShark.com
3. l e d g e v i e w p a r t n e r s . c o m
Table of Contents
1 W h a t a r e t h e T y p e s o f C o a c h i n g P r o g r a m s ?
H o w d o y o u D e f i n e a C o a c h i n g P r o g r a m ?
H o w d o y o u C r e a t e a S u c c e s s f u l
C o a c h i n g P r o g r a m ?
W h a t a r e t h e K e y C o m p o n e n t s o f a
S u c c e s s f u l C o a c h i n g P r o g r a m ?
W h a t M a k e s a G o o d C o a c h ?
2
3
4
5
4. l e d g e v i e w p a r t n e r s . c o m
“I absolutely believe
that people, unless
coached, never reach
their maximum
capabilities.”
B O B N A R D E L L I
C E O o f H o m e D e p o t
1
What are the Types of
Coaching Programs?
There are two types of sales coaching
we recognize at Ledgeview Partners. The
first program takes an Internal Focus
with Metrics & Goals-Based
Coaching.
Internal Focuses put the spotlight on your internal sales
organization, and what you want to accomplish year-to-
year. As a sales leader, you want to coach and set
achievable goals for growth. You want to reach your
“finish line”, AKA your desired year-end result.
Internally, the year-end goal is centered around year-to-
date sales vs. prior year-to-date sales or year-to-date units
vs. prior year-to-date units. It’s also common for
organizations to measure by margins, volume, or units
sold.
When you know what marks your finish line, you can
better define how you will get there. Consider what makes
a good strategy for an actual marathon to compare. Is it
endurance? Is it running full speed ahead without ever
slowing down to break? Is it weeks of preparation? What
makes a person finish first place vs. last place? How about
what makes a winning running team?
With that analogy in mind, look at the current month or week to determine how your day-to-day will lead
you to this finish line and a fruitful sales future. Prepare and nourish your reps with the strategies they need
to thrive. Measure your progress week by week. Measurements, otherwise known as KPIs (Key
Performance Indicators), as an example, may include sales activities per week, new accounts opened, and
new points of distribution. Look at those sales activities, and, as a leader, coach your reps according to the
numbers you want to achieve within certain timeframes or intervals.
Do not let these measurements slip away. If you wait 9 months, for example, or until the end of the year, to
review KPIs, you are extremely unlikely to reach your goals. Review KPIs regularly with your sales reps.
Evaluate closed and open opportunities. Make an effort to understand why you win or lose opportunities in
order to grow and do better in the future.
Understand what factors lead to winning or losing a sale and then adjust your internal coaching
methodology according to what leads to closing deals and your sales organization’s success.
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The second type of program takes an External Focus on Customer
Interaction Coaching.
This type of coaching is focused on your sales reps and how they interact with your customers. Measuring
the success of this program may be based on sales calls, but may also include other forms of
communication such as chat or email. Those activities and interactions with customers will help you be
assured about whether or not your reps are properly engaging with your customers.
This type of coaching program will also give you the opportunity to identify strength and growth
opportunities for your reps, improving your overall strategy. When you measure interactions, you can
determine where certain reps are going right or wrong when they interact with customers.
Another important aspect of external coaching is to make it a continual process, so when you are done with
a coaching session, you should have steps laid out to easily proceed to the next session. It should be a
never-ending process.
Frequency of coaching under this style should be determined by a rep’s individual performance. You may
start coaching everyone at the same frequency, but as your program grows, different individuals may
require more or less coaching. Use your judgment to determine the appropriate amount, but make it
regular and repeatable, whatever your method. Coaching requirements and outcomes should be clear to
reps, and as a sales leader, you should be able to clearly measure its success.
1
What are the Types of
Coaching Programs?
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2
How do you Define a
Coaching Program?
• Real coaching sessions do not happen
• Management has no time to implement a coaching program
• Roles and responsibilities are not defined
• Goals are not defined
• There is no analyzation of the current state or desired future state
1 | R A N D O M C O A C H I N G
• Informal “parking lot” coaching sessions happen
• Management has made an effort to implement a program, but it is not
developed and no one is held accountable
• Roles and responsibilities may be defined, but are not properly upheld
• Goals are overly simplified or unrealistic
• Action is taken at first, then never addressed again
2 | I N F O R M A L C O A C H I N G
• Formal coaching sessions are scheduled and regularly occur
• Management is held responsible and holds reps responsible
• Roles and responsibilities are defined among the team
• Goals are defined and worked on
• Action is taken daily
3 | F O R M A L C O A C H I N G
• Formal coaching sessions are scheduled and regularly occur
• Management is held responsible and holds reps responsible
• Roles and responsibilities are defined among the team
• Goals are defined and worked on
• Action is taken daily
4 | D Y N A M I C C O A C H I N G
• Strategy is taken out of a
textbook, does not evolve,
is not defined and remains
unused
• Customers are still not
considered
• There is no strategy
• No action is taken
• Customers are not
considered
• A strategy has been developed,
evolves over time, and is
practiced by all team members
• Customers are still not
considered
• A strategy has been developed,
evolves over time, and is
practiced by all team members
• Customers are considered as
part of the improvement,
development, and evaluation
processes
The easiest way to define your coaching program is by type. Here are
four commonly recognized sales coaching types used across industries:
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2
How do you Define a
Coaching Program?
R A N D O M C O A C H I N G
I N F O R M A L C O A C H I N G
Or, how do you know what type of program you’re
practicing internally? These scenarios will help you
identify your current processes, and how you can evolve
them:
Jim comes to work every day, calls roughly 40 customers on average, and tries to get new
orders. The only feedback he receives is from customers and the monthly sales report he
obtains from his CRM system. He thinks he’s doing well, but since there is no formal
feedback process, he’s actually a low performer and is bad at his job.
Steve, the manager of the sales team, walks into the break room and overhears Jim, and
his co-worker, Julia, describing the features of a product they sell incorrectly. Steve stops
to correct them, writes down the correct features of the product, then carries on with his
day. That is the only coaching Jim and Julia receive on the product.
F O R M A L C O A C H I N G
Steve meets with his sales rep, Julia, and tells her, her numbers are on target, and that
she’s about to reach her year-end goal. What Steve does not know is that Julia has been
offering her customers discounts on outdated products that will be very hard to resell,
and, therefore, he does not know what’s really going on with the customers.
D Y N A M I C C O A C H I N G
Steve coaches Julia to take more time explaining the benefits of a product. The reason he
is coaching her is because there have been a number of Julia’s customers calling Customer
Service requesting more information on the product to help them out. Now the customer
is being considered and given the attention they need to help Julia drive sales to them and
create a better customer experience.
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“In 2017, 34.7% of sales
organizations employed
a random approach to
coaching.”
C S O I N S I G H T S
9. l e d g e v i e w p a r t n e r s . c o m
3
How do you Create a Successful
Coaching Program?
To create a coaching program, you need to first assess where you
are as a sales organization. Be honest with yourselves about what is
and isn’t working. If you aren’t realistic about your current state,
you won’t be able to successfully get to your desired future state.
Gather feedback from all stakeholders to evaluate your current
state, including the sales team.
You will also want to get feedback from your key customers about
what they think does and doesn’t work. This will not only help you
create a more effective process, but create higher customer
retention and let them be assured they are valued. Ask them
powerful questions to get powerful feedback you can use to leverage
success. Listen to them and learn from them about what does and
does not work for your sales organization. Be open-minded to
constructive criticism.
This way you can develop a program that leverages your team’s
strengths while simultaneously addressing areas for development
and improvement. As you create your process, you should always
keep the customer and their buying journey in mind. If you fail to
think from the mind of your customer, you fail to address their
needs.
Know your goals and desired outcome of a coaching program, then
design a program around those. Create a program that will lead to
your success by considering all of these key factors and people.
Gathering and using their input will be your greatest tool.
1. Honestly Assess Your
Current State
2. Get Feedback from Key
Stakeholders (Including
Customers)
3. Ask Powerful Questions to
Get Powerful Feedback
4. Shape Your Program for
Continuous Development &
Improvement
5. Establish Goals to Pave
Your Path to Success
6. Educate, Motivate,
Mentor, and Empower to
Increase Potential and Drive
Results
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3
How do you Create a Successful
Coaching Program?
You will want to create a coaching
program that is simple and flexible.
Different seasons may call for
different processes or sales cycles
to happen. As a sales leader, you
will want to create tools that can
enhance and adopt your coaching
practices as you go.
Coaching forms, call checklists,
product cheat sheets, and other
resources like eBooks or tip sheets
will be extremely valuable to you
and your reps as you become
accustomed to the coaching
program you create.
Before you get your reps involved,
you will want to train your
managers to see how it works, get
their feedback, then do the same
with the sales team. It should be a
collaborative process that works for
sales leaders and reps.
Once you tie everything together, you will want to set up your program to reward successes. Tie incentives
or create contests based on your coaching processes. When goals or KPIs are hit, as a sales leader, you
may congratulate the rep with a company-wide email or give them a gift card to a local coffee shop.
Incentives do not have to be monetary. The best thing you can do to show your employees appreciation is
to do something they would appreciate.
Do not be afraid to make changes to your program as you go. The program should evolve with your sales
organization. You don’t want to implement a program at year-end or during a major sales push. Read
your processes. You know when a good time to change things up and get things moving forward is.
After you create your program and implement it, get continuous feedback from your team. A good time to
get their feedback is during regularly scheduled coaching sessions. Remember, feedback is incredibly
important when it comes to shaping your program. It’s important to inherit and adopt it as you go and
evolve as a sales organization.
As you grow, you will create new goals that will force you to adjust, but the change will be positive as long
as you follow the guidelines to creating a successful coaching program.
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4
What are the Key Components of
a Successful Coaching Program?
Ledgeview identifies the following key components as elements that will help
you create and implement a successful coaching program:
Depending on the stage a rep is in within their careers, you will probably coach them differently.
Therefore, the frequencies in which you coach them may be dependent upon their experience.
Frequency can be experience-based or need-based. Account for this when new employees enter
the coaching program, for example. You will want to adjust your coaching among reps
accordingly.
1 | D E F I N E D F R E Q U E N C Y
The sales process should always be supported by the coaching program you have in place, which
will also ensure you’re following your sales process. This will lead to your ultimate success with a
sales coaching program and process. Align your processes to move forward fruitfully.
2 | S U P P O R T T H E S A L E S P R O C E S S
As was discussed earlier in this eBook, you need to measure KPIs in order to have a successful
coaching program. You want to be sure your KPIs are supporting your sales process. They
should also be identified in your sales process. The interconnections between your sales process
and coaching program are crucial to your success as a sales organization and business overall.
3 | M U S T M E A S U R E K P I s
When your coaching program is formalized, to make sure you have good adoption or buy-in,
make it a pass or fail program. If a rep is doing well, they will pass, but if they are failing to align
with the program and adhere to the standards your organization has set, it will be a fail. This will
help you identify, as a sales leader, where your areas of development should be. The pass or fail
model can be used to gauge the performances of individuals and the performance of your
organization as a team.
4 | M U S T B E A P A S S O R F A I L
Account Manager and Lead Generation Call Quality Evaluation Forms
are great ways to gauge performance!
Download Sample Forms at LedgeviewPartners.com/Sales-Consulting/
12. l e d g e v i e w p a r t n e r s . c o m
4
What are the Key Components of
a Successful Coaching Program?
A successful coaching program should account for all channels of communication such as calls,
chat, email, and in-person visits. As channels evolve, you must consider them all as part of your
sales reps’ evaluation process. Make sure the checklist your reps use in their channels of
communication are checklists you are using to coach them with.
5 | A C C O U N T I N G F O R A L L C H A N N E L S
Managers must be held accountable for their responsibilities in order to have a successful
coaching program. Coaching sessions should be regularly hosted by managers and attended by
reps. Without the accountability of managers, reps are unlikely to feel accountable for their role
in the program.
6 | M A N A G E R S M U S T B E H E L D A C C O U N T A B L E
Similarly, reps must be held accountable. They should be engaged and show the right buy-in. If
they are not invested in the coaching program, it is set up for failure.
7 | R E P S M U S T B E H E L D A C C O U N T A B L E
A successful sales coaching program will bridge coaching session to coaching session. There will
be tie-ins moving from session to session for reps. Everything will move along in a calculated
and sensible way that responds to the needs of the rep and organization.
8 | M U S T B R I D G E T H E G A P
If your coaching program is part of annual evaluations, sales reps will feel the formalization and
are likely to be held more accountable for their responsibilities in achieving their end-year goals.
Make your coaching program a part of the on-boarding process. Start your reps off strong!
9 | M U S T B E F O R M A L
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“Managers who fail to
coach must hold
themselves responsible
for lost sales.”
R E C I T E . C O M
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5 What Makes a Good Coach?
Now that you know what it takes
to create a successful coaching
program, it’s time to become
familiar with what makes a good
coach to lead and manage the
program. In smaller
organizations, this person might
be the sales manager, but in larger
organizations, you may see the
sales manager coaching internally
and a quality coach, coaching
externally.
Regardless of what you decide to
do, a good coach should have a
thorough knowledge of your
products and processes. Typically,
they are a senior person within
your organization with
ample experience in sales and within your industry. They are confident, experienced, and educated.
Odds are, if they’ve been at your organization a while, they’re probably a top performer. This is a good way
to identify a potential good coach and gauge whether or not they will be a good leader for your sales
organization. A good coach will be able to identify strengths and learning opportunities among reps. Strong
verbal communication such as the ability to offer constructive criticism and actionable practices will be
highly beneficial.
Look for a person with long tenure with the company. This person should be respected by other team
members and be able to adapt to and offer feedback on improvements for an existing program or during
the development process. A good coach holds the potential to become a strong future leader within your
sales organization and company as a whole.
Whoever your organization chooses to be their sales program coach, be sure you have spent the time
carefully evaluating candidates. This will help you ensure they meet the qualifications to help your
organization create, implement, and continuously develop a strong sales coaching program for years to
come.
“Who exactly seeks out a coach? Winners.”
C H I C A G O T R I B U N E
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Learn More …
After learning about what it takes to build a successful coaching program, find out what it takes to create
a successful sales process and build a successful inside sales outsourcing program with Ledgeview. Our
many eBooks will walk you through these processes with expert tips, insight, and best practices to help
you pave your path to success …
Download Your Copies at LedgeviewPartners.com/Resources/eBooks-White-Papers/