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Sales Managers, newly appointed Sales Managers and Sales Staff who are expecting to be appointed to Sales management in the near future. It will also serve as a refresher to anyone who has held a Sales Management Role for any length of time. This workshop sets out a clear approach to Sales Management, ensuring a necessary balance is achieved between fulfilling business objectives and maintaining a motivated and committed Sales Team.

Examine a variety of ways of recruiting new staff to ensure an objective decision

Adopt a variety of different and appropriate ways to motivate the team

Create business related incentive schemes

Use a number of models to aid both positive and negative feedback without being drawn into the emotion

Recognise where skills gaps appear within the team and be able to decide the most appropriate method and solutions available

Be able to forecast business with confidence by understanding Productivity Ratios, Platforming and Structured Business Cycles

Introduction

Individual objectives

The Role of the Sales Manager
leadership by example
the image of a sales manager - projecting an image commensurate with the job and the market
how the role must vary to maximise motivation of the sales team
manager as leader and coach - using failure and weaknesses as a coaching opportunity

Recruitment
looking at different methods
testing the experience and capability
involving others in the process
recognising the costs and lost opportunity

Getting more from your team
devising incentives without losing sight of the company objectives
understanding motivational factors and recognising how they differ from person to person
short term and long term incentives

Keeping a Balance
the importance of team identity
building on the contribution of each member
keeping everyone focused

Coaching
field visits - when and how to do them
maximising your role
behaviour in the call - what part should you play
review and debrief
kerbside counselling - building on strengths rather than emphasising weaknesses
giving feedback without de-motivating
adapting your style

Training
defining a skills gap - both individual and team
deciding how to resource the issue
sources of training and the various types available
how to monitor and debrief after the event

Running Effective Meetings
how often should they be run
purpose - making them worthwhile
planning the meeting - who else should be involved and why
setting out an agenda and objectives
gaining commitment
chairing meetings effectively
sharing responsibility

Goals and objectives
setting targets - who sets them and are they fair?
short term goals
gaining agreement

Forecasting
keeping on track of the activities of all the team
using statistics to check validity
sales platforming - using past data to maintain the pipeline

Time Management
planning your time across team, individual, customer and the office
allocation of priorities for the best effect
admin versus field activity - who comes first; the boss or the team?

Personal action plan
in which the delegates commit to, and share, their realisations from the workshop and state what they intend to do differently as a result of this