A Roadmap to Sales Success

Third of a SERIES: - *"Profitable Sales Management - for Managers AND Salespeople"* Previous “Mini Sales Class” can be found at: http://www.salespartnersinc.com/newsletters.htm
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"Numerous motivational studies show that employees typically place a high value on getting information about their job, their performance and how the company is doing." - - ”Bob Nelson ” http://www.nelson-motivation.com/index.htm
For help with sales issues: see "Ask your Sales Partner”. Submit your questions to info@salestraininginc.com. All Questions will be answered via e-mail.		Ask your Sales Partner: Dave asks: “What is the best way to influence salespeople’s behavior?” SP: *“Generally speaking, most salespeople will do what their COMPENSATION PLAN* tells them to – IF they like their work!”.**

About the “Roadmap …”

Each issue of the “Roadmap to Sales Success” will contain items of interest to the business (especially the sales) community.

Following is the schedule for this volume, “Profitable Sales Management – for Mangers AND Salespeople” – to help everyone reach their goals:

No. 1	-	“Root Causal Analysis: why hire (salespeople) and how”
No. 2	-	“Getting started - 1^st 6 months”
No. 3	-	“Sales Management (101)”
No. 4	-	“Remediation”
No. 5	-	“What if, in Spite of the Best Efforts …?”

This Month’s Sales Tips …

"The assets of most businesses walk out of the door at the end of the day. The challenge for managers is to create an environment which will motivate them to want to return the next day to increase their value” - - ThePeopleGrowers.com

Upcoming Events involving Sales Partners:

Feb-8, 2005	-	Triangle Networking Group“Personal Marketing Plan”
Feb-21, 2005	-	BDPA – “How to Sell Yourself …”

Please see:
http://www.salespartnersinc.com for details

SECOND of a SERIES

“Profitable Sales Management – for Managers AND Salespeople”

Vol. 3 No. 3 - - February, 2005– “Sales Management (101)”

“In the long run, professional sales people are far more motivated by their ‘belief’ in the work they do, than in any particular combination of bonuses, commissions and other incentives.”- - Roger Koopman

Now that we’ve hired the right salesperson and gotten him/her off to a great start, how do we ensure the return on our investment?

It isn’t easy, but it IS possible!

The most important thing is to have confidence in our person. After all, we went through A LOT of time and effort to ensure the proper fit.

Next, we want to provide him/her with “just enough” support without (always) micromanaging.

In an ideal situation, they’ll manage themselves, while achieving the (reasonable) goals that were mutually agreed upon.

We will be there when required - by their needs or ours.

Nevertheless, we do want to have regular, periodic sales call planning, tracking, and reporting methods and discussions. Our Contact Management/CRM system should allow for us to capture the data “automatically” from the salesperson’s daily efforts – without any extra work for either of us.

The regular discussions should be part of our “Positive Leadership Approach” – see “Positive Leadership vs. Lazy Management” at: http://www.abernathyassociates.com/Article3.htm

The computer becomes the tool by which we help them plan then evaluate their performance.

To do that, it’s important that we establish expectations for keeping the data current.

If our person is “straight commission”, it’s very hard to enforce this. If “base plus”, well that’s what part of the base is for.

Another thing to keep in mind is that this is the COMPANY’S DATA – the company paid for it and deserves to have it.

If the salesperson doesn’t faithfully record the data, then it becomes his/hers and will leave with the salesperson at some point (potentially going to a competitor.)

In most sales processes, there are specific “mileposts” to use to gauge sales performance. What’s in the “funnel” and where is it? Ex:

Number (and rationale) of Planned Sales Activities
Number of Actual Calls
Number of Appointments
Results of Calls/Appointments
Number of Proposals – if that’s necessary in your business
Number/percentage of probable orders
Number of Closes
Amount of Sales
Etc.

For an interesting exercise, see:http://www.funnelcalculator.com/

As managers, we should have knowledge of how many of these are necessary to ensure that the desired revenue targets can possible be met. (nnn appointments = nn proposals = n sales, etc.)

“Success motivates. Create an environment where committed people can succeed.”
- - OutSellTraining.com

If we see that things are not going as well as expected, then it’s time to step in.

Next issue: For information about taking steps to remedy any shortfall, see the next issue of “Roadmap …” where the topic will be: “Remediation.”

Until then, Good Selling!


Helpful Hints this month: Need a dynamic sales organization for professional development and networking? Visit the Triangle Association of Sales Professionals at: http://www.taspro.org/ Need a superb recruiting organization for professional development and networking? Visit the Triangle Technical Recruiters Association at: http://www.ttra.org/ And, of course, to improve your sales situation, please see: SALES PARTNERS, INC. ^SM http://www.salespartnersinc.com/		SALES PARTNERS, INC. ^SM Sales Coaching, Training and Consulting to help companies and individuals: * Grow Revenue * Improve Sales Productivity * Enhance Customer Relationships Submit your question/comments to: info@salestraininginc.com Subscribe to the “Roadmap …”