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In this session, you will learn how to create a Sales First Company by radically simplifying your sales managers’ jobs and how to unlock the investments you have made in your sales organization.
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Cracking the Sales Management Code
Improved Sales Performance through Better Sales Management
Tom Disantis
An Innovative Sales Leader
• Assigned Territories
• Defined Sales Processes
• Assigned Quotas
• Trained Salespeople
• Held National Sales Meetings
• Paid Commissions
• Ran Sales Contests
John Henry Patterson
1844–1922 What did he forget?
Times, They are a-Changin’
Our Reps
Our Managers
Our Customers ?
Sales has Radically (and Quickly) Transformed
Then v. Now
FOCUSED ON OUTCOMES
FOCUSED ON… WHAT?
Sales Management Then…
Sales Management Now…
An Intense Job
Sales managers face many pressures daily
Pressure from Above
Pressure from Below
Pressure from Within
• Reporting & Analytics
• Forecasting
• Fielding rep requests
• Activity tracking
• Helping with customer issues
• Scratching the sales itch
• Hitting sales goals
• Urgent v. Important
The Real da Vinci Code
Leonardo da Vinci
Simplicity is the
ultimate sophistication.
A Brief Introduction
• Focus on Sales Management
• Advancement through Research
• Sales Methodology Neutral
• We Simplify to Achieve Results
Vantage Point’s Four Pillars
I don’t have less to do now, but I’m no longer rushed to
do it. I now have time to do what I am supposed to do.
Sales Manager, Medical Equipment Manufacturer
Starting from Scratch...
306 Pieces of Chaos
The Critical Question
Getting this Right is the Key
Can Sales Managers Manage this?
Can Managers Manage this?
Some YES
Can Managers Manage this?
Some NO
Can Managers Manage this?
Some Maybe
A Framework Emerges
Critical Differences Exist
Sales Rep and Manager activities that
can be proactively managed
Intermediate objectives that can be
influenced, but not directly controlled
Organizational outcomes that can
not be ‘managed’ whatsoever
Step 1: Build the Right Path for Success
Identify the Activities that Yield Results
Link the objectives to relevant activities,
and manage them relentlessly.
Select and quantify the best objectives
that will lead to those results
Identify the results you want to achieve
A Few Examples
Reverse-Engineering Success
Create 1 each month
Review Quarterly
A Few Examples
Reverse-Engineering Success
4 calls/week to underpenetrated accounts
Review Monthly
Why Does this Matter?
Focus on Execution of the Activity
4 calls/week to underpenetrated accounts
Review Monthly
Step 2: Establish Management Rhythm
When, Where, and How to Manage these Activities
• Phone ?
• Office ?
• Field ?
• Online ?
Step 3: Formalize the Conversation
Establish a Deliberate Conversation with an Agenda, Inputs, and Outputs
Seeing it in action
Vantage Point Engages ABC Company
ABC wanted to increase revenue results
by > 20%
Vantage Point identified improving close rates as
the biggest objective to achieve growth results
Vantage Point found that early stage qualification
activities needed to improve dramatically
What a Difference an Hour Makes
The impact of focused sales management
This was the most practical training I’ve received as a sales manager.
Sales Manager, ABC Company
Then v. Now
FOCUSED ON OUTCOMES
FOCUSED ON… REP DECISION MAKING
Sales Management Then…
Sales Management Now…
The Task at Hand
Focus on Enhancing Sales Management
In Summary
• Simplify your sales managers’ jobs
• Build the right path: Results Objectives Activities
• Focus your managers intensely on the execution of those activities
• Formalize and reinforce a management rhythm
The Keys to Unlocking Your Sales Investments
For More Information
• Copy of this presentation
• Download first two chapters of “Cracking the Sales Management Code”
www.VantagePointPerformance.com/SAVO
Booth 1 @salescode
Thank you
For more information
SAVO Web Site: www.savogroup.com
Sales First Nation: www.savogroup.com/sales-first-nation/
SAVO Products: www.savogroup.com/products/
SAVO Phone: 312-276-7700