BIM_Sales Management BIM

The 5 Biggest Sales Management Blunders

Avoiding Sales Management Blunders

From Darrell Zahorsky former Aboutcom Guide

Hiring a sales staff for your small business comes with the responsibility to provide effective sales management Learn the biggest sales management blunders and how you can avoid them

1 Mixing Recognition with Coaching One common sales management blunder is to congratulate your sales force for a job well done and quickly move to areas of improvement This tactic can often be interpreted by sales staff as a lack of appreciation A best practice is to separate the recognition from the coaching Save the performance improvement areas for coaching sessions Set up separate recognition of your sales rep success even if its a small celebration Its the little gestures of respect and celebrations of achievement that gain the hearts and minds of the sales force

2No Sales Plan Another common sales management blunder is not developing a sales plan to help manage the sales team A successful sales team requires regular planning tracking and review to achieve the targeted results Every sales rep requires their own action plan to direct day-to-day activities and set up accountabilities

All sales plans have at least 3 requirements

Sales Rep Development Where most plans fail is they are developed by the sales manager not the sales rep To ensure a high level of plan acceptance have the rep develop the plan and guide them toward the right objectives Regular Reporting Sales plans should be established on a weekly basis to provide flexibility in the planning cycle Reviewing can take place on a monthly basis Sales management excellence involves reviewing the results against the plan to determine missed opportunities and areas for improvement Sales Metrics A successful sales plan focuses on results and activities Establish the proper sales metrics to drive your business results Metrics can include number of client phone calls number of contacts appointments set appointments conducted and sales closed Do not overwhelm your sales staff with excessive tracking numbers Focus on the few measures that matter the most to your business

3 No Sales Support A common sales management blunder is to hire a sales person without providing them with the level of support required to succeed Even if your new rep is well-versed in your industry and a top performer they will still require help to familiarize themselves with your company products and markets

Not all sales reps require the same level of support For many small business owners a hands-off approach to sales management is not the best strategy Successful sales management requires a commitment to sales force training Regardless of the size of your firm an investment in sales training and support can pay big dividends on profitability

Compiled by Md Zahir Uddin Arif Associate Professor Department of Marketing Jagannath University Dhaka Bangladesh Email mjarif2004yahoocom wwwzahiruddinarifyolasitecom1

Spending the time one-on-one and in the field with your sales team will not only provide support but convey a sense of the importance of sales people in your organization

4 Focus on Control Sales Management Many new and unsuccessful sales managers will focus on the traditional sales management by intimidation or control approach The top sales performers know they have a valuable skill set and will quickly walk to a competitor if treated poorly Sales management is a partnership between the sales rep and the sales manager Effective sales management requires sharing in the responsibility to find the problems and bottlenecks in your sales process Seek the solution together with your reps Be a champion for helping them achieve their agreed results

5 Lack of Sales Accountability There will be times when sales reps fail regardless of the support and training they receive It is easy to pass off the lack of results to external forces such as competitors the economy or poor marketing Remember the sales rep was hired to bring in sales When support training and market potential are available a lack of results often means its the reps performance

Who is responsible for the lack of performance Your sales management program If your small business lacks a clear policy of sales accountability it remains your responsibility to implement the process Creating a culture of sales accountability will not happen overnight Expect to lose sales staff Sales reps who have under performed and will not accept personal responsibility for their own results will leave This is a good thing A sales accountability culture only accepts top performers exactly what your business needs to survive in a competitive market

Other big sales management blunders do exist It is vital to have an honest feedback system in place Alan J Zell The Ambassador of Selling feels most sales managers do not have a system of feedback that will allow the staff to have a way to comment back to the sales manager without the fear of being chastised or being known as a complainer

Growing a small business is hard work The sales management function is often overlooked by small business owners Spending the necessary time wearing your sales manager hat will help foster a rewarding culture and build a successful sales team to boost your business to new levels

Sales Sustainabilitytrade ndash The 10 most common sales problemsWhat prevents sales organizations from achieving exceptional performance We often observe

that it comes down to a handful of common mistakes which impair our ability to achieve salessustainability Avoiding these common sales problems can be the rdquomagic bulletrdquo for many salesmanagers once you recognize and eliminate them yoursquoll be surprised how rapidly performanceimproves Sales sustainability techniques ensure that we avoid these common problems andproduce exceptional sales performance

Problem 1 ndash Selling to the ldquonon-buyerrdquoDonrsquot misunderstand we need to sell at all levels of an organization However what a salesperson does need to hear is a definitive Yes or No How much time is spent trying to attain the slow No eg when a non-buyer has a vested interest in making us believe that heshe is part of the qualifying process Unfortunately non-buyers may have influence but they cannot make the purchase decision and they donrsquot respect the resource drain theyrsquore inflicting upon your sales team Identifying the true buyer ensures that we focus our resource time on qualification and presenting our value proposition We may need to contact the influencing non-buyer but we avoid allowing them to direct our sales process Avoid selling to the non-buyer

Problem 2 ndash A poor qualification processWhy do most organizations believe they have excellent sales teams and yet they often struggle with the closing process Usually itrsquos because they havenrsquot qualified their prospects Closing appears to be the issue but only because the organization isnrsquot selling to well-qualified prospects A solid sales process uses well-defined prospect profile criteria to diligently qualify prospects If we donrsquot qualify prospects we cannot understand the drivers of the purchase decision and therefore canrsquot determine if the prospect understands our value proposition A poor qualification process wastes time and frustrates the sales team when the prospect was a not a valid candidate for the services provided Use a solid qualification process to avoid de-motivating your sales team

Problem 3 ndash Absence of a defined sales processThe role of the sales manager is to act as coach mentor referee and expert Unfortunately many organizations never take the time to define a consistent sales process with a common sales language A poorly-defined sales process forces sales people to use their own ad-hoc methods leading to unnecessary variation confusion and haphazard results Customers notice this inconsistency and we end up communicating different sales messages degrading our brand and limiting our ability to forecast revenue Define your sales process communicate it broadly and use the processpost office box 2106 1048714lake oswego oregon 97035 1048714wwwcontractsalesforcecom5033445044 (v) 10487145032100572 (f) 1048714salescontractsalesforcecomCopyright 2005 SPC International Inc

Problem 4 ndash Communicating price and product details before establishing valueHow often does a prospect ask you to quote before you meet Itrsquos a common request enabling the prospect to dismiss your inquiry before you can perform a needs assessment and establish their concept of value Many sales people find they continue to follow up for months without the prospect ever meeting them

All the persistence in the world will not get this type of prospect to purchase Why They donrsquot want to listen to your value proposition Avoid the polite dismissal and donrsquot waste resources If a prospect is not willing to allow you to understand their needs they are not interested inyour services Recognize it and move on to the next real prospect Never discuss price before establishing value

Problem 5 ndash A documented sales plan doesnrsquot existEvery salesperson needs a documented sales plan beyond merely establishing a quota It should include revenue and margin goals target accounts activities and results by customerprospect Unfortunately many sales managers provide an overall sales plan but do not require their team to develop individual plans Strategies tactics and results need to be measured and evaluated by account When each salesperson has a plan we can adjust their tactics on a monthly or quarterly basis to meet overall objectives Results become less haphazard and opportunities are evaluated more consistently Use individual sales plans to actively assist your team and to forecast results

Problem 6 ndash Failing to leverage existing relationships into future salesOur best evidence of delivering value is a satisfied group of core accounts and potential buyers understand the significance of this When meeting with prospects do your salespeople communicate the existence of these core accounts in your portfolio of clients Do they use reference letters to remove any concerns about making a poor purchase decision Informed prospects value references and recognize the power of association Allow your prospects to eliminate their concerns through references

Problem 7 ndash Believing that sophisticated tools are the solution to a poor processThe sales process is a series of activities which must occur in proper sequence Many sales organizations believe that tools such as activity management systems automated CRM and marketing materials will get them around the process Unfortunately these efforts do nothing but confuse the customer and complicate the sales process Tools alone will not provide a solution to a poor sales process Therefore identify document and communicate the best sales management methodology for your organization before investing in costly tools The first investment should be in the sales process itselfpost office box 2106 1048714lake oswego oregon 97035 1048714wwwcontractsalesforcecom5033445044 (v) 10487145032100572 (f) 1048714salescontractsalesforcecomCopyright 2005 SPC International Inc

Problem 8 ndash Limiting skills by not investing in and reinforcing trainingHow do your sales people receive new ideas or review elements of your sales process Many organizations have very inconsistent training and reinforcement programs What does the frequency of training and new ideas say about your organizationrsquos commitment to excellence in selling We arenrsquot talking about major time or dollar investments but merely communicating a consistent set of expected behaviors and then reinforcing these behaviors Spending even an hour a month enhancing skills and then observing competency during the sales calls sends a message of professionalism to the sales team Invest in your sales team and expect results from the investment

Problem 9 - Failing to document a sales process to facilitate transition

Could you easily use a diagram or list of steps to communicate your sales process to a new hire or another part of your company If not what is this saying to new hires about your organization When we donrsquot have a documented and well communicated process we are saying our expectations are haphazard and produce inconsistency across the organization and in the implementation of our sales plan We expect consistent performance but when we experience turnover or hire new staff we cannot easily transition them to maintain sales momentum Document your sales process to rapidly communicate expectations and seamlessly transition through organizational change

Problem 10 - Failure to use a sales management process to communicate expectations and manage resultsDoes your organization understand your process for establishing priorities managing activities and reporting results If not you may see variability that affects performance and leads to poor outcomes Your sales plan establishes expectations while your sales process is the methodology to get there We need to clearly communicate how we intend to manage results adapt to changes and measure performance in the implementation phase Our system for performing this function is our Sales Management Process (SMP) If we do not clearly communicate our SMP to the team they interpret decisions without a context which often leads to a poor outcome Define and communicate your salesmanagement process to ensure a productive and well-aligned sales team

Where does this all leadAddressing the ten common sales problems leads to exceptional sales performance through the effective management of sales resources and core processes Sustainable sales do not occur by accident they are achieved through organizational development and role clarity To attain superior sales performance and solidify sales results we must define our sales program and train our sales force Otherwise we are acting without consistency of direction and alignment of resources Sales Sustainability produces results through excellent leadership and execution of integrated sales and marketing programs

What are the biggest problems for sales managers in a down economyI want to interview sales managers and want to have an idea of what they are currently struggling with

Question Answered by Michael Kaleikini on November 30 2009

Ive been talking with friends of mine in sales management positions and the response has been overwhelmingly the same Keeping good talent

Sales margins are not what they fear that has become a subjective term Having the right talent to produce and keep them producing or just keep them at all is what theyve had the hardest time with

I would say if you are looking to find a good sales manager youll be looking for the recruiter that knows how to not just motivate but inspire and support good talent

If they have a high turnover in their history when managing a team it may be because they cant keep good talent then again if it starts rough and levels out they may be your keeper

Do what you must to ensure you got the right person for the job with that in mind

Checking references now is becoming a bigger must than before simply because you want the right talent too

Michael Kaleikini

Michael H Kaleikini is a business development consultant and founder of Business Refinement LLC in Henderson Nev

Steps in Designing and Managing a Sales Force

Today most companies use salespeople to bring their companyrsquos offering to the consuming or business publics The salespersonrsquos role is a key one in the organization The high cost ofmaintaining a sales force means that management is especially interested in how to efficientlyorganize this vital element

Six basic steps or decisions are important to the sales management process These are

(a) Designing sales force strategy and structure(b) Recruiting and selecting salespeople

(c) Training salespeople

(d) Compensating salespeople

(e) Supervising salespeople

(f) Evaluating salespeople

(g) This Lesson thoroughly explains some of these steps and remaining steps will be discussed in coming Lesson

SALES FORCE MANAGEMENT

A The Role of the Sales Force

Advertising consists of one-way non personal communication with target consumer groupsPersonal selling involves two-way personal communication between salespeople andindividual consumers Personal selling can be more effective than advertising in more complexselling situations The role of personal selling varies from company to company Some firms haveno salespeople at all The sales force serves as a critical link between a company and itscustomers The salesperson can represent both buyer and seller They represent company to the customer and customers to the company Salespeople are becoming more market-focused and customer-oriented The old view was that salespeople should be concerned with sales and the company should be concerned with profit The new view is that salespeople should be concerned with more than just producing salesmdashthey must know how to achieve customer satisfaction and company profit

B The Personal Selling Process

The selling process consists of several steps that the salesperson must master These steps focus on the goal of getting new customers and obtaining orders from them Most salespeople spend much of their time in maintaining existing accounts and building long-term customer relationship

These steps are

1) Prospecting and qualifying In this step the salesperson identifies qualified potentialcustomers2) Qualifying lead is the process of identifying good ones and screening out poor onesProspects can be qualified by

a) Financial ability

b) Volume of business

c) Special needs

d) Location

e) Possibilities for growth

3) Reproach is the step in which the salesperson learns as much as possible about aprospective customer before making a sales calla) Set call objectivesb) Consider timingc) Have a sales strategyCompiled by Md Zahir Uddin Arif Associate Professor Department of Marketing Jagannath University Dhaka Bangladesh Email mjarif2004yahoocom wwwzahiruddinarifyolasitecom7

4) During the approach step the salesperson should know how to meet the buyer make him satisfied and get the relationship off to a good start5) The presentation and demonstration is the step in which the salesperson tells the product ldquostoryrdquo to the buyer showing how the product will make or save money for the buyer A need satisfaction approach where the salesperson investigates the buyerrsquos needs and then matches the product to those needs is advised6) Handling objections is the step in the selling process in which the salesperson seeks out clarifies and overcomes customer objections regarding buying7) Closing occurs when the salesperson asks the customer for an order The techniques for closing includea) Ask for the orderb) Review points of agreementc) Offer to help in writing up the orderd) Ask whether the buyer wants this model or that onee) Note that the buyer will lose out if the order is not placed now8) The follow-up occurs after the sale and ensures customer satisfaction

C Managing the Sales Force

Sales force management is the analysis planning implementation and control of sales force activitiesIt includes1 Designing sales force strategy and structure2 Recruiting selecting3 Training4 Compensating5 Supervising6 Evaluating the firmrsquos salespeople

a Designing Sales Force Strategy and Structure

Marketing managers face several sales force strategy and design questions How shouldsalespeople and their tasks be structured Territorial sales force structure is a sales forceorganization that assigns each salesperson to an exclusive geographic area and sells the companyrsquosfull line products and services to all customers in that territory Advantages include It defines the salespersonrsquos job The person gets credit for what they accomplish person works in a territory Increases the salespersonrsquos desire to build local business Traveling expenses are low (because of reduced territorial size)This form is often supported at various levels by managerial structure Product sales force structureis a sales force organization under which salespeople specialize in selling only a portion of thecompanyrsquos products or lines Problems can occur if a single customer buys many differentproducts from the company Extra costs of this method must be compared with the morespecialized product knowledge and extra attention to individual products Customer sales force structure is a sales force organization under which sales people specialize in selling Compiled by Md Zahir Uddin Arif Associate Professor Department of Marketing Jagannath University Dhaka Bangladesh Email mjarif2004yahoocom wwwzahiruddinarifyolasitecom8

only to certain customers or industries This form can help to become more customer focused This form carefully consider primary customers Complex sales-force structure forms are usually deviations of the basic three mentioned above where combinations occur Each company should select a sales force structure that best serves the needs of its customers and fits its overall marketing strategy

Salespeople constitute one of the most productive and most expensive assets of the companyMost companies use some form of workload approach to determine sales force size The workload approach is an approach of setting sales force size whereby the company groups count into different sizes and classes (or status) and then determines how many salespeople are needed to call

The company may have an outside sales force (field sales-force) that travels to call on customers or they can have an inside sales force which conducts business from their offices via telephone or visits t the prospective buyers To reduce time demands on their outside sales forces many companies have increased the size of their inside sales forces and have added

1) Technical support people2) Sales assistants3) Telemarketers (using the telephone to sell directly to consumers)The days when a single salesperson handled large and important customers are vanishing Today team selling using teams of people from sales marketing engineering finance technical support and even upper management to service large complex accounts is being used A structure has to be established that considers rewards and compensation if this method is to be effective

In team selling situations Pitfalls includea) Selling teams can confuse or overwhelm customersb) Salespeople may have trouble in learning to work with and trust others on a teamc) There may be difficulties in evaluating individual contributions to the team selling effort

b Recruiting and Selecting Salespeople

At the heart of any successful sales force operation is the recruitment and selection of goodsalespeople Careful salesperson selection can greatly increase overall sales force performanceThere is no magic list of traits however that makes for a good salespersonThese are the factors which should consider1) Enthusiasm2) Persistence3) Initiative4) Self-confidence5) Job commitmentTo recruit salespeople the organization can begin by getting recommendations from currentsalespeople using employment agencies placing ads in classified newspaper contacting collegestudentsCompiled by Md Zahir Uddin Arif Associate Professor Department of Marketing Jagannath University Dhaka Bangladesh Email mjarif2004yahoocom wwwzahiruddinarifyolasitecom9

The selection process usually evaluates1) Sales aptitude2) Analytical and organizational skills3) Personality traits4) And other characteristics

c Training Salespeople

Many companies ignore the importance of training Today however salespeople may spendanywhere from a few weeks to many months in training The average training period is fourmonths Training programs usually have the following goals1) Help salespeople to know and identify with the company2)To knows how products are produced and how they work3) Knows about the competitorrsquos strategies and customerrsquos characteristics4) Learn how to make effective presentations5) Understand field procedures and responsibilities

d Compensating Salespeople

To attract salespeople a company must have an appealing compensation planCompensation is made up of the several elements1) A fixed amount usually a salary gives the salesperson a more stable income2) A variable amount which might be commissions or bonuses rewards a salesperson forgreater effort3) Expense allowances (which repay salespeople for job-related expenses) let salespeopleundertake needed and desirable selling efforts4) Fringe benefits provide job security and satisfactionManagement must decide which of these elements (and which combination or amount) makes the most sense for each sales job The compensation plan can both motivate and direct a salespersonrsquos workBasic methods include1) Straight salary2) Straight commission3) Salary plus bonus4) Salary plus commission

DIRECT MARKETING

e) Supervising Salespeople

Through supervision the company directs and motivates the sales force to do a better job Theextent of the involvement of the sales management in helping salespeople to manage theirterritories depending on a variety of factors1) Develop customer targets and call norms by dividing accounts into categories2) Develop prospect targets3) Using sales time efficiently Aids can come fromCompiled by Md Zahir Uddin Arif Associate Professor Department of Marketing Jagannath University Dhaka Bangladesh Email mjarif2004yahoocom wwwzahiruddinarifyolasitecom10

a) An annual call planb) A time and duty analysisc) Technological equipment aids (such as cell phones computers and

sales force automation systems)

d)The fastest growing technology tool used by the sales force is the InternetMotivating the salespeople is one of the most important tasks of sales managementFactors that should be considered in preparing a motivation plan and strategy include1) The organizational climate This describes the feeling that salespeople have about theiropportunities value and rewards for a good performance within the company2) Sales quotas are standards set for salespeople stating the amount they should sell andhow sales should be divided among the companyrsquos products Compensation is many times tied toquotas3) The company can use several positive incentives to increase the sales force efforta) Sales meetings provide social occasions breaks from routine chances to meet andtalk with company managers and opportunities to air feelings and to identify with a larger groupb) Sales contests can also be used to spur the sales-force to make a selling effort above what would normally be expected Incentives could bebull Honorsbull Merchandise and cash awardsbull Tripsbull Profit-sharing plans

f) Evaluating Salespeople

Evaluating the salespeople is an important process in the sales force management function This process requires good feedback Management gets information about salespeople in several ways Acompany knowledgebase should include sales performance by individual salespeople Feedback is an important aspect of formal evaluation followed by mutually agreed remedies to problems Benchmarking between salespeople is good where there is the ability to compare apples with apples in terms of such factors as territory size or numbers of active customers1) an important source of information is the sales report (including call reports and expensereports) Additions to this report can come froma) Personal observationb) Customer surveysc) Talks with other salespeople2) Salespeople are generally evaluated on their ability to ldquoplan their work and work their planrdquo

Ten Qualities of a Winning Sales ManagerCompiled by Md Zahir Uddin Arif Associate Professor Department of Marketing Jagannath University Dhaka Bangladesh Email mjarif2004yahoocom wwwzahiruddinarifyolasitecom11

By Bill Lee

Dont make the same mistake many dealers make by automatically promoting your companys best salesperson to sales manager unless he or she possesses the qualities necessary to manage not just those qualities necessary to sell The jobs are quite different

There are ten basic qualities that all good sales managers possess Fortunately most can be learned Here they are make sure that if your current sales manager (or someone you are considering promoting to sales manager) doesnt currently possess these characteristics he or she is actively working on developing them

1 Likes people If a sales manager is not people-oriented he or she doesnt have much of a chance of succeeding in this job

2 Well organized Organization is the foundation of just about everything in life Without this skill I strongly suggest that you provide your sales manager a secretary or assistant who is structured and possesses good organizational skills

3 Sense of commitment Talent falls through the cracks without commitment Id rather sacrifice almost anything than commitment hold out for it A committed manager will figure out a way to overcome adversity

4 Strong desire for personal responsibility Since sales managers are accountable for the results of the entire sales team this trait is mandatory

5 Persistent in pursuit of goals Former President Calvin Coolidge said Nothing in the world can take the place of persistence Talent will not nothing is more common than unsuccessful men with talent Genius will not unrewarded genius is almost a proverb Education will not the world is full of educated derelicts Persistence and determination alone are omnipotent

6 Bring out the best in people Treat people not as they are but as they are capable of being Sales managers must care enough about their salespeople to help them reach their full potential This is no easy task A great sales manager must be skilled at slowly but surely converting individual liabilities into assets

7 Tolerance Give your sales force permission to grow through honest mistakesCompiled by Md Zahir Uddin Arif Associate Professor Department of Marketing Jagannath University Dhaka Bangladesh Email mjarif2004yahoocom wwwzahiruddinarifyolasitecom12

8 Flexibility Dont throw the same pitch to every batter New situations call for different actions If a sales manager wants different results he or she must have the willingness to try different things

9 Introspective Be willing to see themselves as others see them Effective sales managers must be willing to ask questions about their management style and be willing to listen to feedback from both their sales force and their supervisor

10 Enthusiasm All the studies by the Dale Carnegie organization indicate that enthusiasm is the number one characteristic for success in life

Bill Lee is author of 30 Ways Managers Shoot Themselves in the Foot ($2195) and Gross Margin 26 Factors Affecting Your Bottom Line ($2995) Plus $6 SampH for the first book and $1 for each additional book See Shopping Cart at httpwwwBillLeeOnLinecom

Article Source httpEzineArticlescomexpert=Bill_Lee

Sales Strategies Coaching SkillsBy Pat Curry

Itrsquos not unusual for a builder to look to his own sales staff when he needs to hire a sales manager While it might be tempting to give the position to his top producer thatrsquos probably not the best person for the job The customer-focused skills that make a person a great closer are quite different from the ones needed to keep a staff inspired educated and prepared to sell (see ldquoMaster Closersrdquo May 2008 page 158 or check it out online at httpwwwbuilderonlinecomsalesmaster-closers-mayaspx) While sales associates need to master the sales process build rapport and trust with buyers and be relentless at prospecting and follow-up sales managers need to be able to set the proper goals for their teams and give them the tools to achieve those goals

ldquoSalespeople are funnyrdquo says Leigh Staley Tarullo a former division vice president of sales and marketing for Ryland Homes who has since founded 3D New Home Sales Systems ldquoThe very qualities that make them great salespeople make them very hard to manage but despite what they say they want to be led Itrsquos tough for a lot of managers to dordquo

Here are 10 attributes of a great sales manager

1) Passion This is also one of the top qualities of a master closer and the only one that canrsquot be taught Without a passion for the home building industry itrsquos impossible to lead and inspire a team Tarullo says

2) Integrity Combined with passion these are the two most important qualities for a sales manager ldquoThey need that corerdquo Tarullo says ldquoIf they donrsquot have those they shouldnrsquot be in sales managementrdquo

3) Positive attitude Itrsquos up to a builderrsquos leadership to put smiles on the faces of the sales team and set the tone for the company

4) Coaching Seventy percent of a sales managerrsquos time should be spent coaching either in groups or one on one Tarullo says Any sales manager who says the workload doesnrsquot allow that kind of time with the staff needs to examine how the day is being spent and ditch or delegate any activity that doesnrsquot affect lead generation or conversion

5) Leadership by example ldquoThe sales manager should be out on the sales floor with his peoplerdquo says Jim Capaldi director of sales for the Ventura division of Standard Pacific Homes and author of The Ultimate New Home Sales Success Manual ldquoThatrsquos where yoursquore most productive Lead by example make them accountable push them and get them out of their comfort zonerdquo

6) Loyalty Sales managers need to go to bat for their sales team members says Debbie Dompke sales manager for Chicago-based Lexington Homes ldquoLet them know yoursquore on their siderdquo she says ldquoWhen they know yoursquore sincere itrsquos amazing the work ethic yoursquoll get in returnrdquo

7) Availability Dallas-based sales trainer Bob Hafer says paperwork has to be done but it canrsquot be used as an excuse ldquoto not do the tough stuffrdquo Itrsquos easier than dealing with people to be sure he says adding ldquoAdministrative tasks never talk back to yourdquo When he was a sales manager he got to work at 7 am and spent two hours on paperwork before the phone started ringing Then when the sales centers opened he was available to work with his sales teams in the field

8) Motivation This includes encouragement and recognition Dompke says she does this in ldquoso many waysmdashcontests games dancing singing dressing up You laugh together and play togetherrdquo

9) Continuous learning Doctors accountants attorneys and other professionals keep learning their whole lives in order to keep their skills up to date Sales managers need to do likewise ldquoWhen you donrsquot growrdquo Capaldi says ldquoyou leave the door open for someone elserdquo

10) Listening and communication This is an underpinning for most of the other qualities You canrsquot be a good coach or motivator if yoursquore not a good communicator and you canrsquot continuously learn lead by example or demonstrate loyalty without being a good listener

ldquoYears ago the sales managerrsquos job was about paper management organization and managing the interest listsrdquo Capaldi says ldquoNow itrsquos about keeping the sales team accountable motivated and focused on the basics of selling I always preach to people that real estate sales is the hardest job to be good at and the easiest job to fail atrdquo

And Tarullo feels that the sales managerrsquos job is the key to that success ldquoI think itrsquos the toughest job in the business because you have to wear so many different hatsrdquo she says ldquoYou need to be a disciplinarian but also a coach and a motivatorrdquo

10 Qualities of a Winning Sales ManagerThere are ten basic qualities that each one sensible sales managers possess Fortunately most can be learned Here theyre build certain that if your current sales manager (or someone youre considering promoting to sales manager) doesnt currently possess these characteristics he or she is actively operating on developing them

1 Likes people If a sales manager isnt folks-oriented he or she does not have much of a probability of succeeding in this job

2 Well organized Organization is the inspiration of simply concerning everything in life Without this talent I strongly suggest that you just provide your sales manager a secretary or assistant who is structured and possesses good organizational skills

3 Sense of commitment Talent falls through the cracks while not commitment I might rather sacrifice nearly something than commitment hold out for it A committed manager will figure out a approach to overcome adversity

4 Strong want for private responsibility Since sales managers are answerable for the results of the whole sales team this trait is mandatory

5 Persistent looking for goals Former President Calvin Coolidge said Nothing in the planet can take the place of persistence Talent will not nothing is a lot of common than unsuccessful men with talent Genius can not unrewarded genius is sort of a proverb Education will not the planet is stuffed with educated derelicts Persistence and determination alone are omnipotent

6 Bring out the best in people Treat people not as they are but as they are capable of being Sales managers must care enough about their salespeople to help them reach their full potential This is often no easy task A nice sales manager should be skilled at slowly but surely converting individual liabilities into assets

7 Tolerance Offer your sales force permission to grow through honest mistakes

8 Flexibility Dont throw the identical pitch to every batter New things call for various actions If a sales manager wants totally different results she or he should have the willingness to try completely different thingsCompiled by Md Zahir Uddin Arif Associate Professor Department of Marketing Jagannath University Dhaka Bangladesh Email mjarif2004yahoocom wwwzahiruddinarifyolasitecom15

9 Introspective Be willing to see themselves as others see them Effective sales managers must be willing to ask queries about their management style and be willing to concentrate to feedback from each their sales force and their supervisor

10 Enthusiasm All the studies by the Dale Carnegie organization indicate that enthusiasm is the amount one characteristic for success in life

WHAT SUCCESSFUL SALES MANAGER DO

12 Best Practices That Help Sales Managers Make Their Teams SuccessfulBy Walter Rogers Founder and CEO of CloudCoaching International

Evidence repeatedly shows that turning around a sales team starts with turning around the sales manager Sales managers are uniquely positioned to influence and empower sales reps to greater levels of success but sales managers sometimes become so busy and distracted that they neglect their own professional development as they get caught up trying to survive the latest fire drill It only takes insight into three key areas to dramatically increase the positive impact the sales manager can make on the whole sales team Alignment Motivation and Performance

As we continue to work with successful sales organizations all around the world we have discovered that highly effective sales managers have a set of skills and characteristics in common that set them above all the rest and which enable them to help their teams to achieve results that are also way above average These characteristics are defined in the topics below

1 Too many sales teams are over-managed and under-led which is to say that many sales managers rely too much on metrics and deadlines to drive performance Highly effective sales managers find numerous ways to come alongside team members to motivate and reward them in a social format that brings out the best in them in a way that inspires everyone

2 Culture eats strategy for breakfast This is just a way of saying that highly effective sales managers donrsquot rely on theoretical or arbitrary programs to drive sales team performance Yes every team should have a sales process and set goals and measure pipeline but it works best to align those organizational goals to a social network Leveraging social goals gives sales individuals targets that are practical comfortable and therefore more natural Of course behavior that feels more natural will always work better and longer than activities that donrsquot

3 Building the team finding and hiring talent Effective sales managers are committed to hiring the best talent available If you want the best hire the best and save loads of time and money on training while protecting yourself from failure six months down the road It costs Compiled by Md Zahir Uddin Arif Associate Professor Department of Marketing Jagannath University Dhaka Bangladesh Email mjarif2004yahoocom wwwzahiruddinarifyolasitecom16

more up front but it definitely pays off over time Look for individuals with social goals that are already more aligned with your organizational goals

4 Cadence and Consistency Set and manage the heartbeat of the team A sales team thrives when all the components of the sales and management process follow regular standards and schedules If sales managers have the tools real time tracking and instantaneous feedback are by far the best methods When sales reps donrsquot feel a need to stop and check in or work against intermittent review ldquoeventsrdquo they can give more energy to selling and immediately incorporate managersrsquo instant feedback with deals in motion

5 Key Performance Indicators The glue of your communication strategy An integral part of a consistent winning cadence is the tone and the topics of your communications with your sales team Nothing is more important to sales makers than knowing what is expected of them and when it is expected Effective sales managers keep their communication clear and their expectations well defined so that team members know what to aim for and understand what will happen if they hit it (or not)

6 Manage the Forward Pipeline The difference between pipeline and forecasting Most sales managers understand the necessity of communicating regularly with team members about pipeline and forecasting However highly effective sales managers understand there is a difference between the two Forecasting is focused on late stage deals It does little to help with future quarters Pipeline is focused on the future development of sales which ultimately impacts later forecasts Most managers donrsquot differentiate or understand the difference between the two Keep this in mind when aligning new goals When coaching for performance help some reps better understand your coaching by pointing out the respective impact on pipeline or forecasting

7 Process Donrsquot over engineer it but donrsquot ignore it Every sales team works within a standardized process which defines how to approach qualify work with and close the customer This is a good thing However highly effective sales managers know it is possible to have too much of a good thing Highly regimented complex sales processes can confuse a sales rep and tie their hands So an effective sales manager will use all the tech and tools available to track performance in real time Up-to-the-minute tracking lets managers make up-to-the-minute adjustments giving their teams ldquoguided flexibilityrdquo that is optimal in modern dynamic sales environments

8 Coaching In the day ndash in the moment Coaching is the responsibility most neglected by sales managers because it requires them to borrow time from their already busy day Highly effective sales managers realize that placing a high priority on coaching will build confidence and drive production for their team better and faster than any other single practice Therefore they take advantage of every opportunity scheduled or unscheduled to provide feedback that will make their sales reps Perform better

9 Herding cats Dealing with the mavericks and high performers It takes a special kind of person to thrive as a sales professional The highly competitive profile of a successful sales rep can make them a challenge to work with and lead Effective sales managers know how to motivate and reward this unique breed of cat to maximize performance and minimize conflict thus taking a ldquogoodrdquo sales professional making them ldquogreatrdquo Shrewd managers also

leverage social networking using the success of high performers to motivate others turning great individual performers into great performing teams

10 Leading Indicators Worrisome patterns of behavior Effective sales managers are always thinking ahead they can recognize what small trends indicate before they become big problems By noticing small changes in sales rep performance in what otherwise might look like still ldquoreasonablyrdquo good numbers the sales manager can be proactive by coaching reps as they perform In doing so the manager helps prevent weaker performances from becoming anchored as bad habits that sap overall yearly productivity and sales

11 Protect their time You canrsquot sell if you arenrsquot spending time with customers Highly effective sales managers practice good time management habits and they enable their sales teams to make the most of their time by eliminating demands on their time that donrsquot directly help drive revenue With clearly aligned goals all activities can be quickly evaluated activities that donrsquot support these goals can be eliminated or updated to bring them into alignment

12 Celebrate Winning is fun Celebrate it This ought to be self-explanatory but some sales managers wait too long and then donrsquot celebrate enough Effective sales managers understand that the best way to dispel some of the pressure is to reward wins ndash even small ones ndash as often as possible and use it as an opportunity to give everyone a little boost A little celebration creates motivation and that goes a long way

As we arrive at the 30th anniversary of the Miracle on Ice when the young talented and inexperienced US Olympic Menrsquos Hockey Team beat the vaunted team from the USSR and went on to win the gold medal against all odds every team member will tell you that it wasnrsquot their talent that made them winners it was the highly effective strategies of their coach Herb Brooks He knew how to help his team to ignore the odds and do the work that would accomplish the impossible That is what good coaches do Highly effective sales managers do it too except they do it every day 247365

The Ten Laws of Successful Sales Management

Paul Pease - Tuesday July 17 2012Bench-marking some of the best practices of the 2500 plus sales executives we have worked with in the past fifteen years (not to mention the ones we worked for an accumulated forty years prior to that) some patterns develop when observing the executives that stand out as excellent in terms of their performance This stellar performance is not only shown in out-performing their industry counter-parts but with their low turnover rates They all have clear vision a deeply principled management style and inherent strategic thinking These best practices have been summarized in the Ten Laws listed below

The First Law Hire Right

While many sales execs inherit their charges hiring right is without question the core

with which to build a successful sales organization Great sales managers know what

to look for in a salesperson and know how to vet that during the hiring process While

there is a more detailed article regarding this topic (Hire Right) the right behaviors in

a salesperson are integrity ambition accountability adaptability and self-discipline

Many managers fail to get this critical law (Hire Right) right and itrsquos no coincidence

this is the first law Without getting this one right everything else fails The problem

many sales execs have with the hiring process is they think about filling the position

instead of getting the right fit The former approach treats hiring like a task while the

latter uses hiring as a part of their strategy Hiring right requires active patience on

the part of the executive- actively pursuing the right fit but being patient until they

find the right fit

For sales executives who inherit their team- hopefully they have some salespeople

who have the right behaviors and can then add new people to inject desired

behavioral elements and create the right cultural shift within the department Then the

fix if a longer-term process of

1 Elevating those that have the right behaviors (which might be a low performer numbers-wise but had been previously been poorly managed)

2 Bringing the right behaviors3 Moving out the wrong behaviors

All of which will take several years to accomplish

The Second Law Train Well

Training seems to be an after- thought a cost-center or non-existent in many

organizations However it should be part of every sales culture The challenge with

most training initiatives is they are often implemented with the belief that a one-time

training event in a Power Point format will work Not true- but the failure to

recognize you canrsquot ldquofixrdquo sales with a one-time event is a failure on the part of

management to understand what it really takes to change behavior which is a

sustained training effort with observation and feedback over time

Furthermore typical training programs are more often on product or market

knowledge not critical sales skills and behavior

When training is part of the culture of sales organizations the best sales

organizations make sure they devote at least half of their training to sales skills best

practices sharing and sales skills development

Without any type of training sales skill development evolves- or regresses- by rote

creating an unwieldy management challenge and an under-performing sales team

The Third Law Stay Strategically Three Steps Ahead of the Sales Force

Salespeople by nature are in the reactive world of prospects and customers Market

shifts customer objections and competition can trap salespeople in the tyranny of the

momentary crisis The best sales management teams can triage the current crisis and

re-focus the sales team on the forward objectives

Effective sales managers can do this because they know the next set of objectives and

donrsquot lose sight of them This does not mean they ignore the current situation at

hand It means they donrsquot let the current crisis paralyze their forward movement

They know how to advance their team under fire Once the current crisis is resolved

triaged or mitigated they re-focus the sales team (or individual) forward to the next

strategic objective

The Fourth Law Communicate Effectively

Strategy communicated by osmosis isnrsquot good leadership- but it is an unfortunate

operational style for many businesses Without exception the better sales executives

know how to tie together their writing comments and actions to both individuals and

the sales team into a cohesive consistent strategic message

The best sales executives take that one step further they have an acute awareness of

new information because they comprehend what they read understand what they hear

(listen) and see what is really going on in the field (observe) They take this new

information tie it back to their strategy make any necessary adjustments and then

feed it back to their people

The last piece- feedback- is what clearly separates excellent sales executives from

the rest The excellent sales executives donrsquot manage passive- aggressively They

donrsquot hide behind email and voicemail they dont ask for input and do nothing about

it They respond with a commitment going forward providing clear guidance to their

people And when salespeople offer information from the field the great sales

executives act on it and respond resulting in continuous information flow from the

field They donrsquot have to ask for information- it just keeps coming in because they do

something with it- they reward the right behavior

The Fifth Law Get Engaged- Mutual Action Planningtrade

Mutual Action Planningtrade as a means to grow a market is a great sales executive tool

As the name implies there is mutual skin in the game from the field salesperson and

the home office to make commitments on behalf of territory growth and then to be

held accountable in achieving those commitments This is a departure from

management-by-directive through coerced plans (forecasts or ldquobudgetsrdquo) that become

whipping posts for the next quarter or year

Wersquove noticed that great sales executives tailor Mutual Action Planningtrade to the

specific market and salesperson serving that market and that Mutual Action

Planningtrade is not an annual event or management-by-directive It is a proactive

strategy to achieve agreed-upon goals that require commitments by both the

salesperson and management to take actions to achieve the objectives It is a

teamwork proposition to achieve a common goal growth

The Sixth Law The Numbers DO Lie- Read Between the Lines

ldquoNumbers donrsquot lierdquo ldquoItrsquos a numbers gamerdquo Both of these comments are false

regarding effective sales management Taking them one at a time ldquoNumbers donrsquot

lierdquo Numbers lie and they lie quite often when someone wants to use numbers to

hold sway in an argument fudge the data to be better or worse than it actually is or

pump up the books to look better for the boss Finally- numbers only indicate a

momentary accumulation of data they donrsquot indicate a trend and seldom paint the real

picture of what is going on

Great sales executives compare numbers to what they subjectively observe is going on

in the field This gives them a ldquoreadrdquo on whether or not the numbers are in line with

what they observe If there is a difference then the executive can investigate whether

the numbers are hiding the behavior or the behavior is hiding the numbers When

an effective sales executive sees the numbers come in there are no surprises If there

are surprises then they really have a cause to investigate further to see what is really

going on But these surprises are anomalies for the excellent sales exec

The other quote- ldquoItrsquos a numbers gamerdquo- is equally false This is based on the false

premise that there is value in gluttony Getting revenue numbers at the expense of

profits is not good Getting deals at the expense of customer relationships is not good

Throwing stuff at the wall in the hope something sticks just makes the wall dirty

Sustainable profitable growth has nothing to do with engaging in the arbitrary

business strategy of its a numbers game

The Seventh Law Discover Each Salespersonrsquos Talent and Strategically Turn It

What is each personrsquos talent Great sales executives have very acute vision when it

comes to understanding the talent their people possess They look for the hidden talent

and make sure this talent is utilized to the maximum effectiveness strategically both

for the company and the individual

What does the salesperson do well Dig up leads Develop local brand name

recognition through effective marketing and networking Do they rise to the occasion

when objections are thrown their way or competitive challenges or when the

opportunity is seemingly lost Are they tenacious persistent or actively patient with

follow-up and follow-through Do they move laterally in an organization once they

are inside the door

Engaged sales executives are constantly looking for the talent each person has to

maximize sales productivity Then they work with each salesperson to utilize that

talent strategically to the mutual advantage of the salesperson and the corporate

strategy

The Eighth Law Firm but Fair Enforce Accountability Reward Excellence

What applies to the bottom applies to the top Top sales executives have the nerve to

fire the top performer when the top performer crosses the line of insubordination

ethics or integrity No sales manager can be effective if they turn the other way when

a top performer crosses the line whereas anyone else would be reprimanded or

terminated

Rewarding excellence means understanding what excellence is- and it isnrsquot just the

numbers Itrsquos effort in the face of insurmountable odds Itrsquos doing the little things that

matter much for the customer and the business reputation Knowing this seeing this

and rewarding these things are what excellent sales executives do

The Ninth Law Cherish Complaints

This is an interesting subject because most managers are not too keen on the constant

complaints they get from the usual suspects in field sales The better managers know

that there are complainers in every sales force and accept that as a fact of managing

sales The best sales managers not only donrsquot let the complaining bother them they

are able to ignore the tone (emotion) of the complaint to understand the core message

of what is really being said

Take the salesperson who leaves eight panic voicemails with eight different people to

help solve a customer service problem Many sales managers will look at the issue

and think ldquoWhat is this idiot salesperson doing wasting eight peoplersquos timerdquo

The excellent sales executive will think ldquoI have to find out if the problem is that we

donrsquot have a trusted established go-to person for the field salesperson if the field

salesperson isnrsquot aware of how to handle this with the go-to person or a combination

of the two Then we have to get it fixed either by process or trainingrdquo The effective

executive looks at the problem not the person

As one excellent sales manager commented to us ldquoWhen your chronic complainer

stops complaining theyrsquove quit You not only have lost a salesperson you have lost a

field information resourcerdquo

Furthermore the complainer is often saying things the others wont say out of fear

they will be reprimanded This does not mean the insubordinate jerk needs to be

accommodated- there is a huge difference between a legitimate complaint and the

insubordinate jerk The former actually cares about the business the latter is on a

power trip

The Tenth Law Get Out of the Way

Some sales executives think they have to always be posturing for power to ldquocontrolrdquo

their sales force Whether it be taking over a sales call taking over every meeting or

taking over the dinner conversation Excellent sales executives look at each

engagement with their team as a learning experience for the executive not the

salesperson

What is the payoff of an effective sales executive manager What do they

contribute to the ldquobottom linerdquo The best measure we have for this is when a bad

manager is removed We have observed five companies who had managers that were

tyrants managed by directive or were passive aggressive- all bad traits for sales

management When the bad manager was finally removed overall sales jumped 20-

30 in each case The conclusion is that if a bad manager affects the numbers

negatively this way then a good manager should be able to produce numbers equally

positive The numbers people will conclude that while a good sales exec has a net

performance advantage of 20-30 over a middle-performing exec they enjoy a

performance advantage of 40-60 over a bad sales exec

Regardless of how we play with the numbers fundamentally a sales executive is

doing a great job when the sales team does the right things when nobody is

watching

Recruit and manage sales staffShare Save this document Print

If you run a small business its likely that one of the many hats that you wear is that of the salesperson - after all its very difficult to start a business without some ability to sell to people

If you need to bring in specialist salespeople it can be difficult to judge when to do this and how to recruit the right people for your business If you already have a sales team its important to know how to motivate them and measure their performance

This guide explains where to start the search for a salesperson outlines the importance of the recruitment interview and explains how to set up a payment structure to encourage high sales

Manage your sales team When do I need to hire a salesperson Start the search for new salespeople What to look for in a sales recruitment interview The induction process for new salespeople Set sales targets for your salespeople Set activity targets for your salespeople Measure the performance of your salespeople The right pay package for your salespeople

Manage your sales team

Regardless of the size of your sales team its important that it is managed properly and given direction to allow each salesperson to fulfill their potential

Begin with the basics and develop a sales strategy that everyone is aware of This should make clear what your objectives are For example is the priority to target new or existing businesses Which products or services are you most keen to promote

Your staff should be clear on what their roles are within the sales team Its usual to allocate responsibility so that one member of staff looks after a particular account product or territory This allows customers to build a relationship with a particular account manager

Use data such as sales-activity reports to keep track of how well your sales staff are performing and combine these with reviews where you can discuss results face-to-face This will give you the chance to address any problems or issues

Feedback from your sales staff can be very valuable in shaping business direction because of the close contact they have with customers Of all the staff within your business they are likely to have the best idea of what it is that your customers want

When do I need to hire a salesperson

There is no pre-defined time at which a business should hire a salesperson Every business has its own requirements which can be affected by seasonal patterns as well as the ups and downs of the economy However there are certain triggers you might have noticed in your

day-to-day business dealings which could indicate that youd benefit from recruiting a salesperson

Missed opportunities - you might feel frustrated by missing a number of opportunities that could have been taken advantage of by an astute salesperson with more developed skills in this area than you

Lack of resources - running a business requires you to give your attention to a huge range of issues If other tasks become more demanding as your business grows you may find you no longer have the time to look for new business

New direction - perhaps youve had an idea about a new market into which your business could move - but lack the specialist knowledge to make it happen

Increasing sales and market share - its perhaps the simplest reason for hiring a salesperson but one of the most sensible Once youve established theres a need for your product or service you need to maximise your possible revenue - a professional salesperson can help you do this

Whatever the reason once you consider hiring a salesperson theres one important question you should ask yourself - will I be able to deal with an increased level of sales Its an essential factor to consider There is no point paying someone to bring in new customers if you dont have the resources to meet the demand

Start the search for new salespeople

Before you begin to look for sales staff you should develop an idea of exactly what skills experience or training are necessary Will they need prior knowledge of a particular market Or the ability to use a certain piece of equipment or software Is it preferable for candidates to show a strong sales record regardless of their industry background Write down these requirements to help put together a job specification

Once youve got an idea of the sort of person you need decide which recruitment method is most likely to be successful

There are four main options for recruiting

Newspaper or magazine advertisements - these can be a relatively cheap and direct way of recruiting For example by advertising in a trade magazine you stand a good chance of finding applicants with suitable skills and experience The disadvantages are that you could be deluged by unsuitable applicants Also it can be hard to communicate whats required in the few words available in an advertisement

Internet advertisements - either on your own company website or on specialist online recruitment sites This can be a cheap way of getting to a wide audience and you can provide a link to your company website to provide more information However you may receive a wide variety of applicants and this can bring about a lengthy process to finalise a shortlist

Recruitment agencies - have experience of matching the right candidates to the right jobs However the fees are high and you might have to pay the agency a percentage of the candidates salary Agencies could present you with fewer candidates for interview and the process can be slower than recruiting yourself

Networking - probably the cheapest way of finding suitable staff You could introduce an incentive scheme for staff to recommend suitable ex-colleagues or friends or consider approaching a good salesperson you have dealt with yourself If you do act on a recommendation you should still conduct the necessary checks such as looking at the applicants CV and checking references This could prevent misunderstandings and perhaps costly tribunal claims against you A disadvantage of networking is that its unlikely to identify a large number of potential candidates

What to look for in a sales recruitment interview

Interviewing sales staff is an excellent opportunity to see how good they are at selling If they are unable to sell their own abilities to you then its unlikely theyll be able to sell your goods or services confidently to your customers

When considering the personal qualities that make a good salesperson you should look for

resilience - someone who bounces back from rejection urgency - a competitive character who wants to get on with things persuasiveness - someone who wants to bring people round to their point of view assertiveness - a person who makes their point firmly but without aggression sociability - someone whos friendly and bonds well with others enthusiasm - someone who really wants to sell your products self-motivation - someone with the initiative drive and ambition to find and close

deals for you

Ask about the candidates past achievements How many sales have they made for a previous employer How did they help develop the business How did they target potential customers and win sales from them To guard against exaggeration ask whom you can contact to confirm their claims

The image your candidates convey is very important Ask yourself whether you - and your customers - would be comfortable with this person as the public face of your business Are they appropriately dressed Do they listen well and speak articulately Do they ask intelligent questions about your business Make sure you are aware of the law on discrimination

Remember that different sales techniques can be appropriate in different businesses You need to hire a person with the specific sales skills you require For instance a rapid-sales technique may be ideal for high-volume cold-calling but not if youre selling a complex and high-value product or service requiring significant account management

The induction process for new salespeople

New salespeople will need to familiarise themselves with your business - its products its employees and its customers You should plan an induction process that can also be used for any sales staff you recruit in the future

Your induction process should cover the following

Your industry - give them the basic knowledge theyll need about your business sector your position in it and most importantly who your competitors are

Your products - make sure theyre completely familiar with the goods or services you supply - and how these might differ from the rest of the marketplace

Your customers - provide them with lists or databases of customers so that they know the types of individuals or organisations that you cater for

Your business objectives - explain to them where you want the business to go Are there any new markets into which you aim to move or types of custom you want to attract How do you intend to get there

Some salespeople will need a longer induction process than others If a recruit is new to your business sector theyll need more coaching than someone who has worked in your industry for several years

It may be that some training is necessary - something that isnt just restricted to new sales recruits

Consider accompanying a new salesperson on their first few visits to current or prospective customers so that you can make introductions and observe how well they are settling in

Set sales targets for your salespeople

You need to set clear targets for your salespeople linked to incentives such as commissions and bonuses - this motivates them and provides a clear indication of the kind of performance expected of them

This process is crucial to the success of your business and needs to be closely tied in with the rest of your business strategy and planning For further information about planning your sales see our guide on how to forecast and plan your sales

Be specific when setting targets for sales staff - break your requirements down into different areas for example

New sales - work from the projections in your business plan and sales forecasts - these will take into account changing market and economic conditions

Renewals - selling isnt only about new business - its also about retaining your existing customers A typical renewals rate is in the region of 60 to 70 per cent

Lapsed customers - a good salesperson should be able to recover some of your past customers who have not bought from you for some time

Look at your business and identify the factors driving its profitability - you should use these to drive your sales targets too Different businesses may require very different targets For instance winning 200 new customers in a year might be a poor performance for a supplier of low-margin foodstuffs whereas recruiting just two new customers might be a very good performance for a manufacturer of luxury yachts

Make sure that the targets you set for your new sales staff are reasonable for the territory theyve been allocated Making things too easy may lead to complacency and lost sales while making them too difficult can be demotivating and lead to despondency

Set activity targets for your salespeople

As well as setting your salespeople targets for the number of sales you want them to make you should set them activity targets These are all the individual aspects of their day-to-day duties that your sales team will carry out as part of their jobs - and which should lead to sales The theory is that if enough of these activities are carried out they will significantly improve the likelihood that sales are made

Activity targets might be

Completed phone calls - ask your sales staff to record the number of calls they make that are completed with potential customers

Face-to-face meetings - get staff to record the number of appointments they make with customers where they attempt a sale

Leads generated - measure how effective your staff are at extracting new leads and generating potential new custom

Leads followed up - see how successful and fast your sales staff are at following up sales enquiries generated by your marketing activity

Qualified prospects - ask sales staff to let you have the qualified prospects that they have identified These are people who have been picked out as needing the products or services that you offer and who are able to purchase but who havent approached you - or been approached

This is an important area of the sales process as continual efforts by your staff to generate new business leads may be responsible for keeping sales figures steady or on the increase You may therefore wish to monitor this area of their work just as closely as the actual sales figures

Measure the performance of your salespeople

You recruit salespeople because you want them to make a difference to your business sales So how do you measure just how well theyre doing

One method is to analyse a salespersons conversion rates This is the number of visits contacts or phone calls it takes to arrive at one sale to a customer If for instance you calculate that it should take a salesperson 25 approaches per sale you have a good basis on which to gauge their progress Likewise if you employ several sales staff you can assess which of them is performing most effectively

If you establish that sales targets are being missed you should investigate the reasons One possible cause might be a lack of effectiveness on the part of the salesperson However it might just as easily be caused by one or more of these factors

the territory youve given the person to cover is too wide or too difficultCompiled by Md Zahir Uddin Arif Associate Professor Department of Marketing Jagannath University Dhaka Bangladesh Email mjarif2004yahoocom wwwzahiruddinarifyolasitecom29

there is a fundamental problem with the product or service theyre selling there is a broad slump right across the market you are not giving the person the right kind of marketing support

Whatever proves to be the source of the problem act quickly to remedy it - and where appropriate let your sales staff know that their sales abilities are not the issue

From time to time find out what impressions your salespeople are making You could try conducting a survey of opinions across the customer base or on a smaller scale calling individual customers to listen to what they have to say You might also try accompanying salespeople on their site visits to see for yourself how well theyre connecting with customers

The right pay package for your salespeople

If youre taking on salespeople for the first time it can be hard to know what pay package you should offer Not surprisingly for such a target-driven role pay packages tend to be based on results and usually include lots of incentives Its important that you spend time at the outset deciding on the right combination of basic pay and incentives since this will be much easier than changing the formula at a later date

The typical pay structure for a salesperson is composed of a fairly low basic salary with an additional amount of commission The package will usually be called OTE or on-target earnings meaning that if a salesperson hits the targets that youve specified for them they will be guaranteed that amount of money A higher commission can be paid if the person performs beyond this target Such incentives naturally help to instil a desire for sales

You can customize pay incentives to your business benefit For example if the companys future is heavily dependent on the success of a new product you might want to offer a higher level of commission for sales of that product Linking sales with commission in such a way can therefore assist success

Make sure that sales staffs are clear from the outset exactly what financial rewards theyll receive for successful sales This will avoid any future difficulty and mean that staff focus their energies on the right targets

Finally remember to think about incentives other than pay and bonuses as these can be more effective Securing an order provides its own sense of achievement for salespeople but when orders are not so easy to secure you need to think of incentives to motivate your staff

Recruitment of Sales Staff

The three recruitment tasks used in sales management are Job analysis Job description and Job qualifications

Job analysis is performed to specify the certain tasks that a salesperson would be responsible for on a daily basis It should identify what activities are deemed as being vital to the success of the company Any person associated with the sales organization or the human resources department could carry out the analysis as well as an outside specialist (Spiro pp134) The person that is responsible for completing a job analysis should have an in-depth comprehension of the daily activities of the salespeople

This job analysis is then written in an explicit manner as a job description The general information consists of

1 Title of job 2 Organizational relationship 3 Types of products and services sold 4 Types of customers called on 5 Duties and responsibilities related to the job 6 Job demands 7 Hiring specifications

An effective job description will identify compensation plans size of workload and the salespeoplersquos duties It is also primarily responsible for hiring tools such as application forms and psychological tests

The most difficult part of this process would be the determination of job qualifications A reason for this difficulty is because hiring affects a companyrsquos competitive advantage in the market as well as the amount of revenue Additionally there should be a set of hiring attributes that is associated with each sales job that is within a company If an individual does not excel in their assigned territory it could be due to external factors relating to that personrsquos environment

Let it be noted that a company should be careful not to submit to discrimination in regards to employment A number of qualifications (ethnic background age etc) can not be used in the selection process of hiring

12 Step Process To Recruit A Sales RepPosted by Kristi Shoemaker VP Marketing EcSELL Institute

Todays webinar titled How Not To Screw Up Your Hiring In 2010 lead by Dave Kurlan of Objective Management Group was very well received One of the biggest ah ha moments for me was when he instructed sales managers to put the assessment as the FIRST STEP in the process rather than towards the end The reason given was that in 75 of the time when a sales manager ignored the assessment results and went with gut feel those candidates ended up be in the lower performing group Dave also sited examples where most HR departments are responsible for making the first cut This is typically based on whether they liked the way the resume looked rather than a validated assessment of the persons skills and potential

Objective Management Groups assessment tool is different from others in that it is not a personality assessment rather it measures a persons potential for success - specific to the industry environment customer set and competitive environment the rep will be dealing with To learn more about the processes I invite you to visit their website at

httpwwwobjectivemanagementcom

Dave Kurlan also shared their 12 Step Process for recruiting Here is it in a nutshell

Step One Identify the candidates flaws Often times their weaknesses and flaws are stronger indicators of success or failure than their strengths

Step Two Identify the requirements of the job He encouraged sales managers to get very very specific Examples - Does the person need to be able to sell a nice to have product rather than a gotta have Does the sales rep need to be able to sell against an established competitor These specific job requirements will help you look for folks with this talent and proven track record

Step Three Write the killer ad Your ad should include the specific job requirements you identified in Step Two The more detailed you are the better

Step Four Source candidates using top recruiting sites like Monster Dave suggests broadening your reach by using the many recruiting sites available to you He even stated that Craigs List is becoming a useful site to recruit people

Step Five Use automation Build in an automated process that thanks the candidate for applying Most importantly the automated message should give the candidate information on how to complete the Formal Assessment

Step Six The candidate should complete the Formal Assessment

Step Seven More automation Program the Assessment tool so that it shows you only those candidates that meet your criteria

Step Eight Phone Interview This should be a 3 minute phone call - MAX - according to Dave Kurlan The purpose of this call is to confirm the candidates experience and get a first impression on whether heshe has what it takes from a personality standpoint Narrow the list down to your top 5 candidates

Step Nine Conduct an In-Person Interview Kurlan said that this 30 minute interview should be very aggressive Make them sell you on themselves rather than you selling them on the job Ask tough questions One interesting example that was shared takes place in the first minute of the interview When greeting the person dont look at the candidate tell them where to go and that you will be in shortly When entering the room state how long you have together The goal is to look for candidates who take the initiative to break the ice with you - first If they can engage this tough cold interviewer then they certainly can engage a prospect

Step Ten Final In-Person Interview Your list of five should be down to three at this stage This is where you sell the candidate on the job and your company You are recruiting them

Step Eleven Job offer Nothing new here

Step Twelve 90 Day Handoff Dave Kurlan stressed the importance of putting every new hire through a 90-day orientation to ensure they know every aspect of what they are selling the company policies etc This goes for even the most talented sales recruit

For more information on this topic visit

httpwwwUnderstanding-The-Sales-Forcecom

Give us your feedback Do you use a formal assessment tool Where does it fall within your recruiting process


What are the biggest problems for sales managers in a down economy

Michael Kaleikini











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Recruit and manage sales staff











12 Step Process To Recruit A Sales Rep

Spending the time one-on-one and in the field with your sales team will not only provide support but convey a sense of the importance of sales people in your organization

4 Focus on Control Sales Management Many new and unsuccessful sales managers will focus on the traditional sales management by intimidation or control approach The top sales performers know they have a valuable skill set and will quickly walk to a competitor if treated poorly Sales management is a partnership between the sales rep and the sales manager Effective sales management requires sharing in the responsibility to find the problems and bottlenecks in your sales process Seek the solution together with your reps Be a champion for helping them achieve their agreed results

5 Lack of Sales Accountability There will be times when sales reps fail regardless of the support and training they receive It is easy to pass off the lack of results to external forces such as competitors the economy or poor marketing Remember the sales rep was hired to bring in sales When support training and market potential are available a lack of results often means its the reps performance

Who is responsible for the lack of performance Your sales management program If your small business lacks a clear policy of sales accountability it remains your responsibility to implement the process Creating a culture of sales accountability will not happen overnight Expect to lose sales staff Sales reps who have under performed and will not accept personal responsibility for their own results will leave This is a good thing A sales accountability culture only accepts top performers exactly what your business needs to survive in a competitive market

Other big sales management blunders do exist It is vital to have an honest feedback system in place Alan J Zell The Ambassador of Selling feels most sales managers do not have a system of feedback that will allow the staff to have a way to comment back to the sales manager without the fear of being chastised or being known as a complainer

Growing a small business is hard work The sales management function is often overlooked by small business owners Spending the necessary time wearing your sales manager hat will help foster a rewarding culture and build a successful sales team to boost your business to new levels

Sales Sustainabilitytrade ndash The 10 most common sales problemsWhat prevents sales organizations from achieving exceptional performance We often observe

Michael Kaleikini

These steps are

c) Special needs

d) Location

DIRECT MARKETING

By Bill Lee

find the right fit

strategic objective

are inside the door

strategy

terminated

power trip

salesperson

watching

deals for you



Michael Kaleikini











DIRECT MARKETING





















Michael Kaleikini

These steps are

c) Special needs

d) Location

DIRECT MARKETING

By Bill Lee

find the right fit

strategic objective

are inside the door

strategy

terminated

power trip

salesperson

watching

deals for you



Michael Kaleikini











DIRECT MARKETING





















Michael Kaleikini

These steps are

c) Special needs

d) Location

DIRECT MARKETING

By Bill Lee

find the right fit

strategic objective

are inside the door

strategy

terminated

power trip

salesperson

watching

deals for you



Michael Kaleikini











DIRECT MARKETING





















Michael Kaleikini

These steps are

c) Special needs

d) Location

DIRECT MARKETING

By Bill Lee

find the right fit

strategic objective

are inside the door

strategy

terminated

power trip

salesperson

watching

deals for you



Michael Kaleikini











DIRECT MARKETING





















Michael Kaleikini

These steps are

c) Special needs

d) Location

DIRECT MARKETING

By Bill Lee

find the right fit

strategic objective

are inside the door

strategy

terminated

power trip

salesperson

watching

deals for you



Michael Kaleikini











DIRECT MARKETING





















These steps are

c) Special needs

d) Location

DIRECT MARKETING

By Bill Lee

find the right fit

strategic objective

are inside the door

strategy

terminated

power trip

salesperson

watching

deals for you



Michael Kaleikini











DIRECT MARKETING





















DIRECT MARKETING

By Bill Lee

find the right fit

strategic objective

are inside the door

strategy

terminated

power trip

salesperson

watching

deals for you



Michael Kaleikini











DIRECT MARKETING





















DIRECT MARKETING

By Bill Lee

find the right fit

strategic objective

are inside the door

strategy

terminated

power trip

salesperson

watching

deals for you



Michael Kaleikini











DIRECT MARKETING





















DIRECT MARKETING

By Bill Lee

find the right fit

strategic objective

are inside the door

strategy

terminated

power trip

salesperson

watching

deals for you



Michael Kaleikini











DIRECT MARKETING





















By Bill Lee

find the right fit

strategic objective

are inside the door

strategy

terminated

power trip

salesperson

watching

deals for you



Michael Kaleikini











DIRECT MARKETING





















By Bill Lee

find the right fit

strategic objective

are inside the door

strategy

terminated

power trip

salesperson

watching

deals for you



Michael Kaleikini











DIRECT MARKETING





















find the right fit

strategic objective

are inside the door

strategy

terminated

power trip

salesperson

watching

deals for you



Michael Kaleikini











DIRECT MARKETING





















find the right fit

strategic objective

are inside the door

strategy

terminated

power trip

salesperson

watching

deals for you



Michael Kaleikini











DIRECT MARKETING





















find the right fit

strategic objective

are inside the door

strategy

terminated

power trip

salesperson

watching

deals for you



Michael Kaleikini











DIRECT MARKETING





















find the right fit

strategic objective

are inside the door

strategy

terminated

power trip

salesperson

watching

deals for you



Michael Kaleikini











DIRECT MARKETING





















find the right fit

strategic objective

are inside the door

strategy

terminated

power trip

salesperson

watching

deals for you



Michael Kaleikini











DIRECT MARKETING





















find the right fit

strategic objective

are inside the door

strategy

terminated

power trip

salesperson

watching

deals for you



Michael Kaleikini











DIRECT MARKETING





















find the right fit

strategic objective

are inside the door

strategy

terminated

power trip

salesperson

watching

deals for you



Michael Kaleikini











DIRECT MARKETING





















strategic objective

are inside the door

strategy

terminated

power trip

salesperson

watching

deals for you



Michael Kaleikini











DIRECT MARKETING





















are inside the door

strategy

terminated

power trip

salesperson

watching

deals for you



Michael Kaleikini











DIRECT MARKETING





















are inside the door

strategy

terminated

power trip

salesperson

watching

deals for you



Michael Kaleikini











DIRECT MARKETING





















terminated

power trip

salesperson

watching

deals for you



Michael Kaleikini











DIRECT MARKETING





















power trip

salesperson

watching

deals for you



Michael Kaleikini











DIRECT MARKETING





















deals for you



Michael Kaleikini











DIRECT MARKETING





















deals for you



Michael Kaleikini











DIRECT MARKETING





















deals for you



Michael Kaleikini











DIRECT MARKETING





















Documents

BIM_Sales Management BIM