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Steve sugulas organizational structuring and managing sales


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Managing Sales

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Steve sugulas organizational structuring and managing sales

  1. 1. Organizational Structuring and Managing Multiple Complex Sales and OrganizationalStrategiesPersonal Style of Vertical Teams StructuringSteve SugulasSome companies contract most work to outside parties, while others form teams,departments or divisions. By exploring the five major organizational structures, youll bebetter equipped to choose the one that best fits your companys needs. The usefulness ofeach model will depend on your companys size, philosophy and function.Organizational structure or organizational development is the system in place within anorganization that attempts to optimize the effectiveness and productivity of employees.Different types of organizational structure are used in management to accomplishdifferent tasks and types of work.First,My Approach to Sales Management:Incorporating these aspects has helped me drive corporate revenue on a consistent basis.The Complexities of Sales Management • Sales Savants Need Not Apply or frequent movers. • Current State of the Market must be studied • By Turning Revenue Strategy into Action Steps—Alignment of Sales Management Goals • I try Establishing a Solid Foundation for the Sales Team working for me. • I use the Origins and best established principles of the integrated sales Management processes. (Huthwaite-Consultive Sales as example.) • I learn to Understanding Executive Management Types and Their Effects on Sales Management from the owner’s perspective.Developing a Sales Process • I closely evaluate the Sales Strategies in place and take remedial action as needed. • Develop a Replicable and Scalable Sales Process as time and exposure permits. • Then, by Pulling It All Together and Documenting Your Sales Process, I interact with the teams to initiate.Organizing the Structure of Your Sales Team • I make efforts to Understanding Sales Personality Types • I Determine what the Company’s Business Life Cycle is about • Then Matching Business Life Cycle with Personality Types • Types of Sales Team Positions are then approached. • I like using the Pursuit Sales Team Model to Maximize Key Account Success • Impart the Pursuit Sales Team Process Model to the teams.
  2. 2. Hiring the Right SalespeopleThis is a critical component for me. • Full-Cycle Salespeople versus Half-Cycle Salespeople • Finding Good Salespeople • Hiring Salespeople Based on Your Business Needs • Evaluating Candidates • The Hiring Tool That Makes or Breaks a Candidate • Investing in Your Sales Team • Managing Cultural Performance • Establishing Sales Job Descriptions • Success Factors of Salespeople Who Hit Their QuotaSales Team Compensation Plans • I set up and Develop a Compensation Plan • I then Implement the New Sales Compensation Plans • As well as, I commence to develop an Incentive Program that is effective and adaptable.Training Salespeople • I establish Reasons Why Most Companies Do Not Give More Sales Training • I use studied and proven Guidelines for Training my Sales Team. • Making Your Sales Training More Successful • Use Role-Playing Tips to Increase SuccessManaging Your Sales Team • How to Manage Sales People is the ultimate challenge for any manager. • Personally engage in managing Salespeople Who Work in Virtual Offices. • Regular meet and go out with Managing the Salesperson Ride-Along and observe.Holding Sales Meetings • Use a minimum of weekly Sales Team Meetings • Always do One-on-One Meetings • Develop Weekly/Monthly Manager Action Plans • Weekly Sales Activities Report are reviewed with team members • Prepare Topics for my Monthly Sales MeetingsDetermining Sales Quotas • I try to correct Common Quota Calculation Mistakes • Calculating Sales Quotas has to be set in line with management expectations • Work to Understanding Lost Sales Analysis • Calculating Lost Sales Analysis & Sales Effectiveness • Resources for Market Research • Review multiple Factors That Affect a Salesperson’s PerformanceManaging Sales Forecasts • Controlling “Sales Forecasting Moles” • Creating a Sales Forecast • Tightening the Sales Forecast
  3. 3. • I carefully Differentiating Between a Forecast and a Pipeline • Review my Sales Closing AuditManaging Sales by Metrics • Identifying Major Sales Metrics • Evaluating my Sales Team’s Performance is incumbent of what my expectations are and will be. • Sales Team Monthly Assessment is ongoing.THE FOLLOWING ARE BIG PICTURE FUNCTIONS THAT A GROWINGCOMPANY CANNOT OVER LOOK.Functional • I use my organizations that group positions by similar roles follow a functional structure. The structure follows a hierarchical model that includes clearly identified roles, authority and promotional pathways. Employees in each of my department fill duties not covered elsewhere in the company, minimizing an overlap of tasks. I prefer to divide work units by expertise, resources, skills and activities. For instance, your organization may include production, finance, human resources and marketing groupings.Divisional •Depending on the size of my organization, the divisional structure is defined by thegrouping of departments and is particular to larger companies. The divisional structurefollows a functional model within each division. Specialized departments help assist mein keeping track of the products and activities the company develops. The departmentsmight distinguish between customer service, production and geographic location.Managers can focus resources and outcomes on their specific departments. This structurehelps my managers monitor performance more easily than some other models.Matrix • The matrix structure combines the specialization provided by a functional structure and the focus provided by a divisional structure. Your • Employees would be part of teams that connect functional roles with divisional roles. Each employee belongs to at least two formal groups; one is a functional group, and the other is a project, product or program team. The employees also
  4. 4. report to two bosses -- a functional group boss and a team boss. The structure increases your employee motivation and allows training across functional areas.Team • Team structures organize each function into an objective-based group. Members from each of your departments work together to solve problems and find opportunities. Your employees might be involved with product development teams or a diversity task force. The team structure can help remove barriers between departments and foster effective problem-solving relationships. It can also motivate employees and increase decision-making times.Network • In a network structure, your organization would rely on other organizations to perform important roles. For instance, you may employee an accountant, website administrator or security personnel on a contractual basis. You reduce the overhead cost of your companys operations because you dont need to hire as many staff members. But you also lack control in the outcome because you rely on contractual workers to complete critical work. My example of Network Structuring: • Board of Directors • Roles and Responsibilities • Functions • StreamliningThe above represents how I have performed and what I look at and consider from withinmy company, what best drives revenues, manages employees, extract the best andcreative talents from all the divisions at play. Some of my interpretations may not beapplicable to the firm that I am employed with so we all retool that which the ownershipand management might see as a best fit once I have employed certain of these strategies.I frequently overview the above applications and strategies to keep myself focused andnot to overlook all steps to insure my teams are all in sync.Steve SugulasBusiness Development Executive