Ignite Your Sales TeamUp in The Air

The Salesmen

The only business function that generates revenue.

With all their faults, they keep the wheels of commerce turning, and the currents of human emotions running. More cannot be said any man. Be careful whom you call a salesman, lest you flatter him.

-Donald Benenson in Ziglar on Selling

Sales Management

“QUALITIES THAT LEAD TO EFFECTIVE SALES MANAGEMENT

ARE OFTEN OPPOSITE THE ATTRIBUTES OF A SUCCESSFUL

SALES PERSON”

Purpose of Organization

Eliminate waste of effort Minimize friction Maximize co-operation Permit development of specialists Ensure that all activities get done Achieve co-ordination/balance Define authority Fix responsibility

Line Sales Organization Structure

Area Sales Mgr

Area Sales Mgr

Area Sales Mgr

Area Sales Mgr

Sales Force Sales Force Sales Force Sales Force

Sales Manager

Head –Marketing

Selling Situations

Customer’s intention and expectation are specific. (insurance, mobile service)

Customer is contacted over phone Customer is an organizational buyer Customer seeking service or solution Customer in a retail store Cold calling situation Pharmaceutical selling Creative selling ( Ad campaign)

Number of Sales Person

Decision on the size of the sales force is very complicated because structure of the customers vary in each territory, the level of competition varies across territories, the connectivity for travel varies etc.

There are 3 generally accepted approaches: affordability, incremental and workload methods.

Sales Territories

A sales territory consists of existing and potential customers assigned to a sales person. The territory may or may not have geographic boundaries.

Reasons for Territories

Increase / improve customer coverage Control selling expenses Effective evaluation of salesman’s

performance. improve customer relations

Territory Design

Main procedural steps:1. Selection of a basic geographical

control unit2. Determination of sales potential

present in each unit3. Combining the basic units into tentative

territories4. Adjust for differences in coverage

difficulty and readjust the tentative territories ( build up / break down method )

SELLING PROCESS the Ziglar Method

Focus on Prospects NEEDS and WANTS. Sell by design, not by chance.Follow a proven 4 step formula:NEED ANALYSISNEED AWARENESSNEED SOLUTIONNEED SATISFACTION

Selling first time to Prospects (pre sale planning)

Adequate knowledge of the product to be sold, company being represented, the market competition ,category or segment of customers and selling techniques.

Product knowledge: Evolution-Features-Benefits-Uniqueness-Price

Company knowledge: History-Values-Achievements-Management-Policies

Understanding buyer’s needs Situational questions: questions about

prospect’s current situation. (who will decide? is it the first time ? Changing source ?

Problem identification question: Questions to uncover problems, difficulties or needs ( problems on quality, delivery ?)

Problem impact questions: questions to make the buyer realize the impact of the problem and the need to solve it.( what will be the impact on costs , on customer satisfaction ?)

Solution value questions :questions to help the buyer asses the value or usefulness of the solution ( for x benefit how much would you save ?

Confirmation questions: (how would an error free system help?)

Understanding buyer’s needs

Sales Force Motivation

“the desire to make an effort to fulfill a need is motivation”

Motivation includes three dimensions: Direction, Intensity and persistence.

Motivation may also be Intrinsic or extrinsic

Maslow’s hierarchy of needs:

Understanding Your Salesperson What motivates them? What de-motivates them?

FIRST MOTIVATOR

$ MONEY

SECOND MOTIVATOR

SECURITY

THIRD MOTIVATOR

ACHIEVEMENT

FOURTH MOTIVATOR

RECOGNITION

FIFTH MOTIVATOR

PERSONAL GROWTH & ACCEPTANCE

FIRST DE-MOTIVATORS

FEAR OF LOSING SECURITY

SECOND DE-MOTIVATOR

FEAR OF FAILURE

THIRD DE-MOTIVATOR

SELF DOUBT

FOURTH DE-MOTIVATOR

CHANGE

12 Best Practices That Help Sales Managers Make Their Teams Successful Too many sales teams are over-

managed and under-led. Culture eats strategy for breakfast. Building the team; finding and

hiring talent Cadence and Consistency: Set and

manage the heartbeat of the team Key Performance Indicators: The

glue of your communication strategy.

Manage the Forward Pipeline: The difference between pipeline and forecasting.

Process: Don’t over engineer it, but don’t ignore it.

Coaching: In the day – in the moment.

Herding cats: Dealing with the mavericks and high performers.

Leading Indicators: Worrisome patterns of behavior.

12 Best Practices That Help Sales Managers Make Their Teams Successful

Protect their time: You can’t sell if you aren’t spending time with customers.

Celebrate: Winning is fun. Celebrate it!

12 Best Practices That Help Sales Managers Make Their Teams Successful

Keep the Momentum: Focus on These Critical Challenges

Challenge #1: Improve Sales. You are no longer in survival mode. You have moved into growth mode. That's why generating revenue through sales is so critical. Follow the money. Enough said.

Challenge #2: Recognize the Leadership/Staff Gap. If you aren't talking to your staff, individually, on a weekly basis - and I mean having a dialogue about how they are doing, what they need, how you can help them - you are looking at the beginnings of a communication chasm that you won't be able to bridge. Start talking now - payoff is in spades.

Keep the Momentum: Focus on These Critical Challenges

Challenge #3: Hiring Quality People. But, you just said: Don't throw people at your problems! I'm not asking you to hire more people, I'm asking you to hire quality people. My guess is you have one or two people on your staff right now that the company has outgrown. They are good people but the company has moved on and they haven't. Let them go and hire someone you can begin delegating specific tasks to.

Keep the Momentum: Focus on These Critical Challenges

About Facilitator

Qambrani Shoaib Anwer

Facilitator | Coach | Team Leader