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Practical Sales Management

A 2 Day Sales Management Course
by

Richard Mulvey

on 27 July 2015

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Transcript of Practical Sales Management

Matrix Partners preso!
Harvard Business Review
How to lower the cost of enterprise sales?
Rene Birthday
Sales
The Hunter
S
_ _ _ _ _ _ _ _ _ _
a
s
e
t
m
a
Motivation
Management
For Sales Managers who want to be Sales Leaders
Recruiting
Practical
Look at your list of sales people and decide which category they are in the Will / Skill Balance
How to manage B2B sales facing an exponential CAC.
Managing Change
If each of us hires people who are smaller than we are we will become a company of Dwarfs. If each of us hires people who are bigger than we are we will become a company of Giants
David Ogilvy
What to do?
What are the
Challenges of
Managing a Sales Team?
REVENUE
COST
Recruiting the Right People
guess
what?
And with success
Using Traditional Sales Methods
?
we sell!
How
@IndoJacco
Matrix Partners
To the attention of David Skok
Thank You for the inspiration
David,

Jacco
Campbell, CA
sales
Recruitment
Don't forget to call your Mom!
Help me!
Understanding the Customer
Why
What
How
http://www.futureofsalesisnow.com
find out more on
Control
The Farmer
The Farmer's Wife
The Quadrant Solution (Howard & Cox)
New System
Established System
New Product
Commodity
Choose one product or service offered by your company. Identify it's position on the product market life cycle.
Product Market Life Cycle
High Tech
Low Tech
High Trust
Less Trust
Less Price Competitive
Highly Price Competitive
No Experience
Very Experienced
Few Features
Feature Rich
Emotional Appeal
from a Closing Sales Approach
Technical and Application from a Consultative Sales Approach
Long term purchase and delivery from a Relationship Sales Approach
Price and Convenience from a Commodity Sales Approach
List the Names of your Sales Team and decide what type of Sales People they are
Hunter
Hunter / Farmer
Farmer
Farmer's Wife
Hunter
Hunter/Farmer
Farmer
Farmer's Wife
Sales Person
Closing
Relationship
Order Taker
75%
20%
5%
45%
45%
10%
20%
70%
10%
10%
30%
60%
Likes to start with nothing
The Hunter
Aggressively initiates customer contact
High risk of failure
Plays the numbers game
Little fear of personal rejection
Over the top personality
Instantly likable
Driven by financial reward
Does not like to be over managed
Is dedicated only to himself
Where does the Hunter work?
New High-Tech Sales
Demonstration Sales
Any New Industry
Pyramid Selling
Trade Shows
The Hunter / Farmer
Career Orientated
More academically inclined
High attention to detail
Will handle rejection well
They are confident and patient
The Hunter / Farmer
High End Technology Items
The Bigger Sale
Intangible "intelligent" Services
The Farmer
Like Independence
Like to feel they are their own boss
Good at self discipline
Will resist too many changes
Requires a lot of patience
Will take business with them
Where does the Farmer Work
Local Stock brokers
New Car Sales
Distributors
Industrial suppliers
The Farmer's Wife
Requires little personal involvement
Low risk of personal rejection
Low paid
Not driven by commission
Often counter sales
Not especially career driven but will stay with a company
The Farmer's Wife
Retail sales people
Bank Tellers
Telemarketing order takers
Some internal sales
Specialty Sales Map
Outside: Field Sales
Inside: Internal Sales
Indirect Sales
Sales to Resellers or Distributors
Direct Sales
Outbound
Inbound
National Accounts
Major
Accounts
Territory
New Business
Key Account Management
Consultative
Relationship
New Business
BUZZ GROUPS
Discuss how your Team fit the Product Market Life Cycle
What are
the challenges we face when
recruiting new sales people
BUZZ GROUPS
1. Analyze what you
need them to do

2. Identify who likes to do that what you need them to do
3. Offer them the reward that will attract them and keep them doing what you need them to do
What Attracts the Sales Types?
The Hunter
Size of Commission
Emotional Appeal of the product
The Glamour or Status of the product
The Hunter / Farmer
Opportunities for Management
Sophistication of the Product
Prestige of the Company
Development Opportunities (Training)
The Farmer
Quality of Product or Service
Sales and Customer Service Support
Control of Territory and Selling Method
The Farmer's Wife
Flexibility or working hours
Physical Facilities
Fringe Benefits and Perks
Recruitment Agency?
In Advance
Plan Carefully
Create a Picture of the Ideal Candidate
Prepare an accurate Job Description
Prepare questions that will Probe
At the Interview
Listen, do not Sell
Use prepared "Open" Questions
Allow Silences to Happen
Start with General Questions
Then more Focused
Then more Demanding
After the Interview
GET VALID REFERENCES!
What will you do to improve your recruitment in the future?
Buzz Groups
Kenneth Boulding
(economist)
The Date that divides all Human Experience in two equal parts is well within our life time
Research shows 30,000 new consumer products are launched each year—and 95 percent of them fail. [Harvard Business School Press]
People don't like Change
Success is a Lousy Teacher
Bill Gates
CHANGE
BUZZ GROUPS
We will no longer search for products and services, in future they will find us on Facebook
What are you doing about Social Media in your business?
Social Media
Home Work
Sign up, find me
and follow me on:

LinkedIn
Facebook
YouTube
Twitter
Three types of people in Change
Change Makers
Change Winners
Change Casualties
Change Winners
Understand that Change is Opportunity
Constant anticipation of the Future
Optimistic Pro-Activity
Understand the Symptoms of Change
The Seven Predictable Dynamics of Change
1. People feel awkward and self conscious
2. People will focus on what they have to
give up
3. People will feel alone
4. People can handle only so much change
at once
5. People are at different levels of readiness
for change
6. People will feel that they don't have the
resources
7. If you take the pressure off people will revert back to their old behaviour
The Will / Skill Balance
W
I
L
L
SKILL
0
100
100
A
B
C
D
Delegate
& Involve
Train
Convince
Convince
If not
Leave
If not Negotiate
or Demand
Chair Meetings
Regular meetings to manage the journey
C
D
B
A
Have a meeting - Tell everybody what to expect
How do Leaders Convince?
Set a personal Example
Encourage Participation
Appeal to Better Instincts
Apply Logical Argument
Negotiate
Demand
Participative
Autocratic
It is Easier to Sell the Higher Priced Product
Sales Team
What are the Challenges we face when creating a Sales Team?
Develop a Common Goal
Focus on Each Individual
Create the Best Plan
Reward and Recognize
How can we improve the way we reward and recognize
BUZZ GROUPS
Commissions and Incentives
Why pay Commissions?
Who should get them?
How & When should they be paid?
What are the pitfalls?
What are the Alternatives?
Coaching & Mentoring
Homer's
Iliad
Odysseus
Telemachus
Mentor
Father Figure, Teacher, Role Model, Trusted Adviser, Challenger, Counselor, Encourager
Coaching is Different
Best initiated by the employee
Plan in Advance
Coach only one issue at a time
Agree Specific Actions
Manage by Progress Review
Ride Along
Coaching
Ride Along Coaching
Make it a Positive session
Request a call plan
Start off with a chat
Establish a Signal
Evaluation form
Decide how you will be introduced
Quick Review after each call
Talk about one good thing first
Only coach one thing after each call
Complete the evaluation for at the end
Avoid the following
Interrupting the Sales Call
Lecturing instead of Coaching
Confusing Coaching with Discipline
They may not know there is something wrong
What mentoring or Coaching have you done in the past?

What will you do in the Future?
Buzz Groups
Evaluation Tools
Customer
Close
40
8
20%
Strike Rate

80
16
Activity Reporting
Calls per day
Strike Rate
Appointments
Strike Rate
Closed Sales
John
Brian
Jane
20
25
22
30%
28%
28%
6
7
6
16%
14%
33%
1
1
2
Calls per day
Appointments
Closed Sales
Numbers Game
Strike Rate
Strike Rate
20
25%
5
20%
1
Plus 5
+5
+5
+5
25
30%
8
25%
2
+100%
Pipeline Management
Identify the Decision Maker
First Meeting
Survey
Presentation
Negotiation
Contract Signing
Project Management
Company
Name
Stage 1
Decision
Maker
Stage 2
First Meeting
Stage 3
Survey
Stage 4
Present
Stage 5
Negotiate
Stage 7
Run
Project
Stage 6
Close
Smiths
Machines
ABC
Supplies
Kingsley
Design
XYZ
Printers
August
Don't forget to call your Mom!
Buzz Groups
What tools do you use to measure your team's performance. What will you use in the future
Where do you get
New Customers From?

Advertising
Referrals
Cold Calling
Walk ins / Phone Ins

Referrals
Always ask the Question
Use the 5 Card Trick
Bring Referrals to your customers
Trade Referrals
Rewards Referrals
Set Weekly Targets for Referrals
How do you keep your customers?
Make Close Personal Friends with them
Knowledge & Contact
Customer Profile
Name
Phone
Email
Website
Spouse
Children
Hobbies
Sports
Home Address
Car
Culture
Address
Notes
A B C
Birthday
The Contact Organizer
Visit
Phone Call
Email
Lunch
Social Media
Factory Visit
Mail Shot
Birthday
Secretary's Day
12/12
6/12
1/12
4/12
6/12
X
12/12
1/12
1/12
1/12
X
6/12
6/12
4/12
2/12
2/12
1/12
12/12
12/12
2/12
1/12
2/12
1/12
1/12
1/12
1/12
1/12
Full transcript