EFFECTIVE SALES MANAGEMENT

Transcription

1 EFFECTIVE SALES MANAGEMENT

2 OUR APPROACH Sales management is the attainment of sales goals in an effective and efficient manner through planning, staffing, training, leading and controlling a business s sales resources. Revenue, sales, and sources of funds fuel the business and the management of that process is a key function. In order to make a real difference, Effective Sales Management needs to go beyond merely covering skills and management theory. It needs to present a compelling and interactive approach which gives the sales management function context and the audience confidence in applying best practice approach in everyday work situations as and when challenges arise. DEFINING MOMENTS Practically this means designing each module of the workshop to have a clear defining moment. This is more than just a session objective it is an activity/ scenario or simulation that creates an aha moment and focuses participant attention not only on the learning point but also on what is currently happening (or not happening) in this area in real life situations and what are the wider consequences of this on the Sales Process, the individual and the business as a whole. In this way we can maximise the business benefits and the acceptance of the core message by the audience. Each activity is designed to have real impact on the participants performance back at work. They each focus on real examples that will be able to be applied for immediate results once the training has been completed. This clearly demonstrates the consequences of non-action and also leaves lasting impact on participants, making the training course just the beginning of their journey as Effective Sales Managers. TIPPING POINT FOCUS We achieve this through the use of our unique Tipping Point Focus Approach (TPFA) LEARNING PROCESS Within sales, certain actions and behaviours have a disproportionate affect on the result of the customer contact. Particularly where time is at a premium, the focus needs to be on these tipping point actions. In customer experience programs, a lot of focus has been spent on Moments of Truth key moments in the customer journey where the service and experience is informally evaluated. In sales too, these moments exist TPFA focuses on which of these moments have the greatest impact on helping the customer to say yes. Effective Sales Management is part of a three-stage learning process designed to give Sales Managers the ability to perform to a high level as an effective operational manager, delivering business results through the whole sales team. 2

3 PART 1 2 day workshop (This could be 2 x 1 days courses separated by 1 2 weeks). Key areas of focus: Setting expectations (roles and responsibilities) The Sales Process Driving staff performance (looking at the GROW PRO coaching model) Running effective staff meetings Team motivation Managing the metrics Driving team performance Time management (understanding and managing priorities) Responding to poor performance Staff feedback PART 2 An at work action learning project. This provides the opportunity for participants to actively put the above skills into practice back at work around a structured activity. PART 3 A further 1-day course that also reviews the project and helps the manager solve initial problems in their job. A great opportunity to gain feedback on how they have managed the key areas of focus since participating in the training, and how their management style has improved. The project provides the basis around this feedback. AIMS Effective Sales Management will provide managers with the chance to achieve the following positive outcomes: The provision of a strong focus on the development of self and others The ability to manage through changing conditions The ability to spot and use opportunities to drive new sales 3

4 PRE-COURSE WORK A 360 degree Management Styles and Effectiveness Questionnaire. A quick and honest assessment on where they are currently in terms of management style which provides the basis for understanding managerial strengths and areas of development. The questionnaire is a great way to discuss and compare different styles cross the business. This supports the importance of being able to identify different management styles and also how to adapt your own accordingly. 360 Management Styles and effective questionnaire DAY 1 The Effective Sales Manager DAY 2 The Effective Sales Manager 4 At work project Project review and follow up day

5 DAY 1 CONTENT OVERVIEW Module 1 Getting Started The Roles and Responsibilities of a Sales Manager An interactive activity where participants construct a 3D model of the 4 types of typical sales manager based on skill sets, attitudes and behaviours. This will be made more dynamic by looking at key industry leader s portfolios and applying these to the model as well, so that other attributes and behaviours can be brought to bear as we create an ideal style. This will then be compared to the initial 360 Appraisal that was conducted prior to the training in order to identify where gaps and deficits exist. Module 2 Coaching Staff Understanding the Role of Coaching using GROW and PRO to drive individuals performance This will focus on the GROW and PRO coaching models. Individuals will then be tasked with focusing on a member of their team who would benefit from coaching either due to performance issues or who has the capacity to be a star performer within the business. Using the coaching models individuals will prepare and present a coaching plan that can and will be used with these individuals back in the workplace. Module 3 The Sales Process The Sales Process and how this links to the Customer Buying Process By aligning the steps of the sales process to how customers buy, this module will help sales managers identify the steps necessary to support sales teams in engaging with customers at the correct level and how to use in depth questioning to uncover customer needs. Managing and improving existing processes A team based activity that looks at the value of a defined process and how appropriate coaching can improve the process by re-enforcing appropriate behaviours, passing ownership to the sales team and reflecting on positive and negative behaviours. 5 The teams will conduct a production line exercise where they must work together following a defined process. Within the game coaches will be tasked with improving the process by focusing attention on consistency, efficiency and communication. Impacting on the Sales Process How as Sales Managers we can Impact on each of the process steps As an activity we will create a large scale map of your Sales Process from start to finish and will task sales managers with considering where along this process can they impact on the results and what are the appropriate actions they should be taking. Individuals will then be tasked with a series of potential problem scenarios that could exist at each of the stages and will take turns to coach each other through these issues, taking on the role of Sales Manager and Sales Consultant.

6 Module 4 Situational Leadership Applying Situational Leadership to your Role A look at the four styles of leadership and how these relate to the needs of team members at different levels. Covering Supporting, Guiding, Releasing and Directing behaviours and the signs that indicate which is the appropriate style to adopt. Practically we will then conduct a series of activities that put participants in different stages of development and create coaching buddy groups to coach each other using the appropriate leadership style to support the individual in their task. (This will use individual s hobbies and areas of personal expertise as the subjects for the activities) Module 5 Running Effective Sales Meetings Running Effective Sales Meetings The principles and theory behind running effective meetings. A practical session where participants are given a series of tips and articles on the components of an effective meeting and tasked with comparing these with their own experiences. They will then work in two competing teams to construct a comprehensive mind map that encompasses best practice. Conducting a Sales Meeting Role-play Here individuals will each get a chance to tackle a series of performance issues during a sales meeting and plan activities for the day ahead putting into practise the skills from the previous activity. Module 6 Motivating Staff Motivating Staff A look at the key motivating and de-motivating factors that exist within a business and the steps that can be taken to increase motivation through the awareness of results and key successes. Here we will cover Motivation Hygiene Theory (Herzberg), that considers factors that lead to job satisfaction and factors which prevent dissatisfaction; and will follow this with a look at the 6 deadly demotivators and the action steps that can be taken in the business to limit these factors by considering what they are, why we often slip into them and what it feels like to be the victim of them. The six factors to be covered are: Work /Life balance Unclear and unrealistic Expectations Unproductive Meetings Module 7 Brining it all together Time to change Hypocrisy Over Control Withholding Information 6 A mini assessment on where we are at the moment as managers and where immediate improvement areas exist based on what has been covered so far.

7 DAY 2 CONTENT Module 1 Managing the Metrics The Numbers Game A look at the suspect to clean order process and the actions needed by salespeople to move customers along the process, focusing on activity levels and conversion rates during each stage of the process. This will then be benchmarked across other business sites or similar businesses and compared with the agreed targets to gain an agreement of the required range. We will then look at the prospecting actions that need to be taken to fill the sales hopper and so meet the numbers targets. Understanding Statistics and Key Ratios Using a fictitious business, participants will be tasked with looking at how stats and key ratios can act as important flags and help them to measure performance and identify in advance where issues may exist. This will consider the following; Input and output KPI s Enquiry Capture Customer Appointments Demonstrations / Presentations Follow-ups, etc Individuals will be tasked with looking at the data available and relating this to road signs that warn drivers of impending dangers or situations ahead on the road. From this they will construct an imaginary route that charts all of the data and information needed to successfully navigate as an effective Sales Manager. Module 2 Driving Performance in the Sales Department The Performance Management Cycle Using TATA to Drive Performance 7 Using the TATA model, we will task the audience with looking at the Performance Management Cycle and the role that each of the TATA elements plays in driving and sustaining performance within the sales department. Targets Appraisals Tools Action Using Emotional Intelligence and Assertiveness to manage behaviours in the Sales Department Here we will conduct an assessment of the emotional wavelength and assertiveness style of the participants and demonstrate from this how assertive, emotionally aligned behaviours can be used to tackle typical confrontations and sales department issues. This will be achieved via a series of mini role-plays.

8 Module 3 Managing Workload and Priorities Improving the contribution within the Sales Department Looking at how individuals manage time and the impact their Time Styles (Direct, Spirited, Considerate and Systematic) has on performance within the sales department. This will use the urgency and importance matrix to focus attention on quadrant 2 activities that often get overlooked (not urgent but important) and will task the audience with identifying key quadrant 2 areas for both themselves and their sales teams. From this teams will work together to agree steps that can be taken to actualise the Q2 areas back at work Module 4 Dealing with Poor Performance Making a difference in the field Using the ACUTE Model to tackle poor performance Attitudes Climate Understanding Training Empowerment This will use a variety of scenarios and will encourage participants to focus on specific positive actions to tackle the areas of poor performance (ACU) and put in place the necessary steps to improvement (TE) Module 5 Assessing Where We Are and the Key Business Priorities Kill or Cure Looking at the department as a hospital this will use a large scale hospital graphic divided into typical departments. Participants will then be tasked with looking at some of the issues and situations they face in the sales department and positioning them in the appropriate area within the hospital. i.e. where are we bringing on new talent (ante-natal), what s in intensive care (issues), what is work in progress (recovery ward) etc... 8 From this in each instance we will consider the appropriate treatment that needs to be prescribed in order to move the issue into the Outpatients Ward or back to full recovery. Module 6 Goal Setting Setting SMART Goals This will introduce staff to the SMART Goal setting model and how this can be used to drive performance during the Sales Process and how to coach staff in the attainment of these goals on the job. Module 7 Putting it into Practice Time to Change A mini assessment on where we are at the moment as managers and where immediate improvement areas exist based on what has been covered so far.

9 BACK TO WORK PROJECT Following completion of the two days, participants would leave the second day with a personal Back-to-Work project that would need to be completed prior to a 3rd and final assessment and follow up day. This project would be submitted prior to the third day so that Senior Managers would have the opportunity to assess and comment based on the performance of the Sales Manager during the intervening period. Areas to cover would include the following; Improving stock turnover (where applicable) Improving the way we deal with customers Managing sales referrals FOLLOW UP DAY Module 1 - Assessing the Projects In this first module, individuals would be given the opportunity to present to the rest of the group their Back-to-Work Projects and then receive feedback from their Peers, the Senior Managers and the Trainer. Module 2 - Staff Appraisal Role Plays In this module we would conduct a series of role plays that reflect scenarios and issues covered on days 1 and 2 of the programme. In each session there would be detailed peer-to-peer feedback to see how the learning and agreed action points were being applied in practical terms, during each of the scenarios. Individuals would then be given a personal feedback report that summarises the key feedback findings from the session. Module 3 - Developing Yourself In this final module we would task participants with completing a personal self assessment survey to help highlight key areas where they may be falling down or where improvements are needed. 9 We would then look at the steps that can be taken to address these areas, seek advice and guidance and re-assess their skills in the future. This session would conclude with a hints and tips summary. Copyright The Learning Experience International Pty Limited mail@tlexp.com -