i2isales Training Solution - Sales Management

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1 Please note: This document has been created due to requests from some of our customers for an off the shelf solution. It represents a very basic outline of the type of offering(s) we provide - and should be viewed in this context. Typically, our customers elect for a series of interventions that are specifically tailored to their needs and cover elements of selling in much greater depth than shown here. i2isales Training Solution - Sales Management Overview Are you really adding value as a sales manager? Do you have clarity about delivering the behaviours, activities, and results required for success? i2isales work with sales and business managers to shape, manage, and improve the sales process and the performance of their teams - so that they add value to their customers as well as their own organisation. During this training participants will cover core sales management disciplines such as opportunity development and pipeline management. They will gain knowledge and understanding so that the leader and each team member can consistently focus on what is required to reach high levels of sales performance and profitable business growth. Training Approach To ensure that the participants achieve their desired outcomes i2isales will: Follow an approach of share, teach, practice, coach to build on existing experience, which means bringing managers and leaders together to improve the approach to sales management and process - and to use a common language that will help them to coach each other on their return to the workplace. Use action-based learning that provides an opportunity not only to learn new skills but to be able to practice these skills in a safe learning environment - which means that the team will be able to immediately implement the new skills into their own working environment. Provide coaching support throughout from i2isales instructors who are experienced and current sales management practitioners. Page 1

2 Course Information Schedule Duration: 2 days Day 1 Day 2 Course opening & introductions Aligning buying and selling cycles Pipeline management Opportunity selection Your value as a Leader Organisation and stakeholder alignment Measuring performance Managing poor performance Team development Learning review & summary Training times: 9:30-17:30 on Day 1 and from 09:00-17:00 on Day 2. Participants Participants should have direct involvement in a sales leadership or management role. The course is suitable for those who are experienced or who are just beginning in these roles. Maximum number of participants: 12 Outline Structure Price 2 x i2isales instructors deliver the course during two days at a location selected by the customer. 6,000 plus expenses and taxes, (and subject to i2isales General Terms and Conditions). Page 2

3 Module Descriptions All workshop modules are highly interactive - which means that the use of powerpoint is kept to an absolute minimum! TRAINING DAY 1 (09:30-17:00) Course opening & introductions Introduction of the workshop to explain the context and need for this module. Class orientation, objectives, concerns, and introductions are covered in this session along with an exploration of the current understanding of the challenges in sales management - and the commitment of the participants in making the necessary changes to improve performance. Aligning buying and selling cycles Exploration of the customer buying cycle. Helping the participants to recognise the importance of aligning their sales activities with the customers buying process includes: Identification of significant events in the customers buying process. How the focus for different members of the customer buying team may change depending on which stage of the buying process they are in (and how best to see these changes in advance and respond appropriately). Alignment of sales process with the customers buying process. Where and when to sell in the customers buying process. How to avoid wasting sales time by responding at the wrong time / stage. Pipeline Management Now that the understanding of aligning internal sales cycles with customer buying cycles is in place, this session will explore the best practices involved in driving, tracking, forecasting, measuring, and reviewing opportunities through the pipeline. It includes: The basic elements of pipeline management (minimum three active elements). Driving the sales cycle and progressing slow-moving opportunities. Tracking the buying and selling process. Forecasting with accuracy. Helping your sales team members before and after sales visits. What to measure and how to measure it (results, activities, behaviours). Relevant reviews (win / loss reviews, account reviewing, and planning). Page 3

4 The workshop will provide the sales leader with the necessary knowledge and understanding to successfully manage the sales process and sales pipeline across their sales team(s). Opportunity Selection Many sales people spend time trying to develop and close opportunities that they have little or no chance of winning. This module compares the most important current and anticipated opportunities against the key criteria required to qualify the right opportunities to pursue first. The creative workshops ensure that sales leaders are fully aware of the essential principles of good qualification, including the SERVE opportunity assessment approach: Situation Enablers Resources Value Edge Using these tools, the leader will be able to effectively coach and manage the sales team to highlight that not all opportunities are equal. The approach ensures that team members are working on the right opportunity at the right time with the benefit of maximising the sales persons most valuable asset i.e. time. Your Value as a Leader Leaders are the major influence on organisational culture and the individuals and teams that work within it. They set the strategies and plans, they choose which projects and initiatives to start first, and decide upon the resources to be allocated. Sales leaders are responsible for driving the required behaviours, activities, and results across their teams. This session works with sales managers and leaders to explore: The real purpose of leadership and management roles. When to lead and when to manage. Setting priorities (clarity, obstacles, adversity, desired outcomes). Ensuring you make a difference as a leader and manager. Organisation and Stakeholder Alignment Highly successful sales professionals do not sell alone. They are highly skilled at attracting and communicating with supporting business functions and resources that help them exceed their targets and goals. Page 4

5 A key part of the sales leader role is to ensure that the relevant organisational and stakeholder support is aligned and available across the team. This workshop covers alignment with: The wider organisational strategies, plans, and structures. Specific areas of the internal organisation that can support the sales and sales management activities and results. Specific areas external to the organisation that can effect and influence sales performance and results e.g. channel partners. Individual internal stakeholders with interests that fit in with the goals and activities of you, the sales leader, and your sales team. Measuring Performance Reaching high levels of sales performance involves having clear measures in place that guide a manager as to where they should focus their attention. This might seem simple in principle, but is rarely the case in practice. This workshop helps sales leaders to measure, monitor and evaluate with appropriate control, including: The why, what, and how of performance measurement. Top-down measurement such as objectives, planning, and outcomes. Execution-upwards measurement exploring the results, activities, and behaviours that are required for success. Frequency, reaction, and balance of measurements. The fact that measurement alone is not enough. Managing Poor Performance At times it becomes apparent that a team member is under performing. There are many possible reasons for this including: stress, pressure, confusion etc. - or simply that the individual does not feel a valued and appreciated member of the team. Managing poor performance is an important responsibility and can mean dealing with issues that are difficult and often emotionally charged. This session covers the guidelines, processes and, principles in dealing with poor performance. It includes: Preparation - gathering relevant observations, data, and evidence. Meeting - listening, understanding, questioning, dealing with the real issue. Action planning - managing expectations (for both sides), joint agreement, documentation, and checkpoint reviews. Page 5

6 Managing poor performers is a critical responsibility for a leader - a responsibility that needs to be thoroughly understood and well-executed for the benefit of all involved. Team Development This session helps leaders to understand team dynamics, how to create and manage effective teams, and how to get the best out of direct and virtual teams. The exercises guide the participants on how to develop the skills and performance of their team members. It includes: Goal-setting and aiming for high performance. Managing the scope and authority of the team. Ensuring that team roles and responsibilities are clear. Ensuring the team adds value to the wider organisation and customers. Holding yourself and others to account. Continuity management. Avoiding common mistakes and moving to action. Where Next? Guides the participants to initiate their own 90,180 and 360 day plans for deploying the methods learned during the training. Thus helping to further develop their capabilities, improve team performance, and deliver and sustain the results they desire. Learning Review & Summary A discussion regarding the next steps the participants need to take and the support that is available to them. This final session will review and feedback upon how the two days spent in the workshop have helped the participants to achieve their own objectives. Also included will be a recap of key successes, lessons learnt, and changes to be made in future as result of the workshop. Any questions relating to this document should be addressed to: +44 (0) (0) Page 6

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