SalesSmarts for Sales Managers This product is brought to you by VisionPoint Productions, Inc., in partnership with the EnterpriseOhio Network. Participant Materials
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Table of Contents Pre- and Post-Assessment...1 Introduction...2 Learning Objectives...3 Characteristics of Successful Sales Professionals...4 Characteristics of Successful Sales Managers...5 Activity 1: Top Ten Reasons Sales Managers/Coaches Fail...6 Activity 2: Defining Management Roles...7 Details of the S.A.L.E. Process...8 Activity 3: Modeling the S.A.L.E. Process...11 Video Observation Form: Vignette #1: Set the stage... 13 Video Observation Form: Vignette #2: Analyze needs... 15 Video Observation Form: Vignette #3: Link to solutions...17 Video Observation Form: Vignette #4: Establish commitment... 19 Video Observation Form: S.A.L.E. Putting it all Together For Sales Managers...21 Self-Assessment of Coaching Practices and Skills... 23 Video Observation Form: Coaching Moment #1...25 Video Observation Form: Coaching Moment #2...27 Activity 4: Skills Practices: Four-Step SalesSmarts Coaching Process... 29 Focus on the Future... 32
SalesSmarts for Sales Managers Pre- and Post-Assessment SalesSmarts for Sales Managers is designed to expand your knowledge, skills and behaviors for successful sales management. Review the statements below to assess your current level of knowledge and skills. For each statement, circle the number in the Pre-Assessment column that reflects your comfort level. At the conclusion of the workshop, you will complete the Post-Assessment column and compare your ratings. Pre-Assessment Post-Assessment 1. I can articulate the knowledge, skills and behaviors of successful sales managers. Absolutely/ Yes I think so/yes Not sure No Absolutely/ Yes I think so/yes Not Sure No 2. I can explain the difference between managing a sales process and managing sales professionals. 3. I understand the importance of modeling and promoting a systematic sales process. 4. I am confident in my abilities to align sales strategy with business strategy. 5. I know how to use a systematic process for coaching sales professionals. 6. I know how to set goals and expectations for sales professionals. 7. I know how to establish rapport, trust and credibility with sales professionals. 2006 VisionPoint Productions, Inc. 1
Participant Materials Introduction SalesSmarts for Sales Managers is especially timely if you are a new sales manager or a sales manager with limited management experience. Competition in the marketplace has rendered selling more difficult, performance expectations more demanding and results more critical. As a sales manager, you are increasingly pivotal in the success of your organization, so you need to be an accomplished practitioner of management, planning, sales and coaching skills. This workshop focuses on the characteristics, knowledge, skills and responsibilities you will need to be a successful sales manager. Additionally, you will review the SalesSmarts S.A.L.E. Process, so you can be a model of the process for sales professionals. To help you in your important role as coach for sales professionals, you will learn and practice applying the Four-Step SalesSmarts Coaching Process. In essence, SalesSmarts for Sales Managers will help you become a sales manager who will have a major impact on the profitability of your organization. 2 2006 VisionPoint Productions, Inc.
SalesSmarts for Sales Managers Learning Objectives After completing the program, you will be able to: Model the SalesSmarts S.A.L.E. Process Recognize and respond to the most common sales management challenges Apply a four-step coaching process to help sales professionals employ the S.A.L.E. Process 2006 VisionPoint Productions, Inc. 3
Participant Materials Characteristics of Successful Sales Professionals Knowledge Skills Behaviors They know... The features, benefits and outcomes of their organization s products and services The products and services of their chief competitors The advantages of their products and services over those of their competitors Factors that influence buyers positively The importance of the SalesSmarts S.A.L.E. Process Common questions and objections of customers Their own strengths, limitations and areas for improvement About their prospects/customers before calling or meeting with them They are able to... Manage and organize their time Set specific and realistic goals Establish rapport quickly with customers Make customers feel safe and comfortable with them and their organization Ask quality questions Uncover customer needs Listen, clarify and confirm what customers say Give exciting presentations Clarify the value of solutions Present solutions that appropriately fit customer needs Close sales Negotiate systematically and successfully They... Prepare thoroughly for sales calls Demonstrate a sense of humor appreciated by customers Are persistent in meeting their sales goals Exhibit pride in their organization Are positive thinkers Take responsibility for their results good or bad Are dependable and reliable Are uncompromising in their personal values and ethics Admit mistakes Work well with others Demonstrate an obvious enthusiasm for helping customers find solutions for their business needs 4 2006 VisionPoint Productions, Inc.
SalesSmarts for Sales Managers Characteristics of Successful Sales Managers Knowledge Skills Behaviors They know... All that s known by successful sales professionals (See table on preceding page) Practices and responsibilities of managing the sales process and managing sales professionals How to build and maintain productive revenue pipelines An effective system for account management Technological resources essential for success in sales organizations They are able to... Demonstrate all the skills of successful sales professionals (See table on preceding page) Communicate goals and strategies to sales professionals clearly and persuasively Set individual goals and expectations for sales professionals Align sales strategy with business strategy Provide coaching and developmental feedback for sales professionals that builds their effectiveness and results They... Demonstrate all the behaviors of successful sales professionals (See table on preceding page) Initiate and implement processes and procedures for integrating business strategies with sales strategies Demonstrate an obvious enthusiasm for helping sales professionals succeed Maintain balance in their dual roles of management and coaching How to forecast revenue How to read and understand basic financial reports and trends Lead teams effectively Follow a systematic process in the solution of problems Build and sustain motivation and morale of sales professionals 2006 VisionPoint Productions, Inc. 5
Participant Materials Activity 1: Top Ten Reasons Sales Managers/Coaches Fail Purpose: To brainstorm a list of the top ten reasons why sales managers/coaches fail Directions: 1. Form two teams in which you will: Think of reasons that cause sales managers/coaches to fail Write the reasons on flipchart paper Present the list to the large group 2. Your facilitator will be the final judge of the validity of questionable reasons. Time for the Activity: Discussing and posting lists on flipcharts five minutes Presenting lists to the large group one minute per team Debriefing questions about the reasons two minutes 6 2006 VisionPoint Productions, Inc.
Participant Materials Details of the S.A.L.E. Process Set the Stage: 1. Plan: The purpose of your call Your knowledge about their business issues The key decision makers The customer s scope of operation The customer s primary product or service The customer s competitors Your competitors Your ability/the resources of your organization to win the business 2. Secure the initial meeting or appointment: Background about yourself and your organization, and to build rapport and credibility Objectives state your objectives in a way that positions you as someone whose solutions, products and services are worth considering Alternatives ask for alternatives the customer might be looking at Time set up a time to meet 3. Open the sales call/meeting: Establish rapport hellos, small talk, introductions, etc.; check on time available for the meeting State the reason for your call to learn roles/responsibilities of those at the meeting; to better understand the issues you believe they are facing State the benefit/value to the customer how you can help solve their issue Check for acceptance is there anything else to address during the meeting? 8 2006 VisionPoint Productions, Inc.
SalesSmarts for Sales Managers Activity 3: Modeling the S.A.L.E. Process Purpose: To build understanding of the S.A.L.E. Process in order to model it for sales professionals Directions: 1. Prepare a summary of the step of the S.A.L.E. Process your group has been assigned. The summary should include: Importance of the step in a sales situation Features and benefits of the step Possible consequences if the step is omitted or done half-heartedly The sales manager s role in modeling and supporting the S.A.L.E. Process and in supporting sales professionals 2. Present the summary of your assigned step to the large group and respond to any questions that may be asked. Time for the Activity: Small group preparations ten minutes Small group presentations five minutes per group Debriefing with the large group ten minutes 2006 VisionPoint Productions, Inc. 11
SalesSmarts for Sales Managers Video Observation Form: Vignette #1: Set the stage Characters: Gary, a sales professional working with Kiana and Berto Trish, a sales professional working with Neal Directions Discussion Questions: As you watch the video, assume that you are the sales manager of Gary and Trish, and make note of any questions or thoughts you have concerning the following discussion questions: 1. What would you tell Gary and Trish they did well in setting the stage? 2. What suggestions would you offer them suggestions for what they might have done differently to improve setting the stage? 2006 VisionPoint Productions, Inc. 13
Participant Materials 3. What insights does the narrator offer you and other sales managers? Key Points: Plan thoroughly for sales calls. Secure the initial meeting or appointment through a professionally delivered call. Open the sales call/meeting by establishing rapport, stating the reason for your call, stating the benefit/value of your products and services to the customer and checking for acceptance. Bottom Line: The actions you take in this part of the S.A.L.E. Process will have a major impact on your ability to win business. 14 2006 VisionPoint Productions, Inc.
SalesSmarts for Sales Managers Self-Assessment of Coaching Practices and Skills Review the statements below to assess your current level of coaching practices and skills. For each statement, circle the number in the Pre-Assessment column that reflects your perceived level. You are encouraged to complete the Post-Assessment column and compare your ratings 90 days from now. Pre-Assessment Post-Assessment 1. I use a systematic process for coaching sales professionals. Absolutely/ Yes I think so /Yes Not sure No Absolutely/ Yes I think so /Yes Not Sure No 2. When I coach, I clearly identify the issue to be discussed. 3. I get agreement with sales professionals on solutions to problems they have with the sales process. 4. When I coach, I get agreement with sales professionals on action plans for improvement. 5. I ask, listen, clarify and confirm discussions with sales professionals during coaching sessions. 6. I set reasonable action steps to reach achievable goals. 2006 VisionPoint Productions, Inc. 23
SalesSmarts for Sales Managers Video Observation Form: Coaching Moment #1 Characters: Pam, a sales manager Trish, a sales professional Directions Discussion Questions: As you watch the video, make note of any questions or thoughts you have concerning the following discussion questions: 1. What insights does the narrator provide about the coaching process? 2. How did Pam use the four-step coaching process to help Trish? 2006 VisionPoint Productions, Inc. 25
Participant Materials 3. What impressed you about Pam s application of the four-step process? 4. What suggestions might you have for Pam to improve on her application of the process? Key Points: Coaching starts before the call. Use the four-step coaching process: Identify the S.A.L.E. issue Get agreement on the problem Agree on an action plan Follow up Bottom Line: The coaching process helps sales managers communicate specific actions for improvement and do it in a way that builds trust and respect with sales professionals. 26 2006 VisionPoint Productions, Inc.
Participant Materials Coaching Scenarios Scenario #1: Josh is a sales professional at Enterprise Technology. You are his sales manager. Although Josh is a relatively new sales professional, you like him because he works hard, is open to coaching and has shown signs of great promise. Josh tells you that a hot lead has been given to him by a customer, and the customer agreed to talk with the prospect concerning his satisfaction with Enterprise Technology and with Josh. Josh is eager to get the prospect on the phone and secure an initial meeting. You asked Josh to slow down a bit. As you asked him questions about the lead, you learned that he really doesn t have a good understanding of the business issues at the prospect s organization and, in fact, hasn t really done his homework in planning for a sales call. Scenario #2: You are Martha s sales manager and have joined her at an initial sales meeting with Master Builders. During the meeting, Martha jumped right in with a monologue of how the products and services of her organization are a perfect fit for Master Builders. You re concerned that she didn t take time to establish rapport, to use the ask, listen, clarify, confirm actions of S.A.L.E. and almost seemed to be jumping to a solution. Representatives of Master Builders seemed eager to conclude the meeting. You have noticed in the past that Martha is a high-energy person, with a tendency to overwhelm people with whom she talks. Martha s a very likeable sales professional and has a good but not great track record in sales. You believe that she could benefit from coaching and intend to talk with her immediately following the meeting. 30 2006 VisionPoint Productions, Inc.