BA 3750-SALES MANAGEMENT Nine Steps to Building a Winning Sales Organization CHAPTER FIVE L.P. CHEW CHAPTER FIVE L.P. CHEW.

BA 3750-SALES MANAGEMENT

Nine Steps to Building a Winning Sales Organization



CHAPTER FIVE L.P. CHEW

CHAPTER FIVE L.P. CHEW



• YOU ARE A NEW SALES MANAGER AND YOU INHERET A TEN PERSON SALES TEAM

• FEW of the ten salespeople had more than one year of sales experience. They are performing far below standards. The attitude in the office was pitiful.


• FEW of the ten salespeople had more than one year of sales experience. They are performing far below standards. The attitude in the office was pitiful.




• Many excuses for poor performance like "lousy territory," and "our prices are too high." But what salespeople really lacked was a success role model and direction. Here goes!!!!!


• Many excuses for poor performance like "lousy territory," and "our prices are too high." But what salespeople really lacked was a success role model and direction. Here goes!!!!!




•Perhaps a few of the strategies and tactics I suggest, may help improve the performance of a sales team.


•Perhaps a few of the strategies and tactics I suggest, may help improve the performance of a sales team.

STEP ONE:

DO NOTHING

STEP ONE:

DO NOTHING

• Nine Steps to Building a Winning Sales Organization


STEP ONEDO NOTHING

STEP ONEDO NOTHING

•Take the time to understand your organization's situation, gather information about the people involved, and………..

ANALYZE

•Take the time to understand your organization's situation, gather information about the people involved, and………..

ANALYZE

STEP TWO: ANALYZE YOUR

PROBLEM(S)

STEP TWO: ANALYZE YOUR

PROBLEM(S)



STEP TWO STEP TWO

•You can get peak performance out of average producers if you can get average producers to emulate the success habits demonstrated by a leading salesperson. Clearly, I needed to find a leader. Fast.

ANALYZE

•You can get peak performance out of average producers if you can get average producers to emulate the success habits demonstrated by a leading salesperson. Clearly, I needed to find a leader. Fast.

ANALYZE

•STEP THREE: FIND YOUR SUCCESS

ROLE MODEL

•STEP THREE: FIND YOUR SUCCESS

ROLE MODEL



STEP THREESTEP THREE

•In sports, when a player assumes a leadership role on a team, it's called "stepping up." Hopefully, I already have a few players capable of stepping up. If so, I will talk to them.


STEP THREESTEP THREE



•* STEP FOUR: DON'T TOLERATE MEDIOCRE SALES

PERFORMANCE

•* STEP FOUR: DON'T TOLERATE MEDIOCRE SALES

PERFORMANCE



STEP FOURSTEP FOUR

•Far too often, poorly performing salespeople are allowed to continue their lackluster ways. A manager may not want to face the hassle of recruiting a replacement, or may want to avoid confrontation. This is a big mistake.

•Far too often, poorly performing salespeople are allowed to continue their lackluster ways. A manager may not want to face the hassle of recruiting a replacement, or may want to avoid confrontation. This is a big mistake.

•* STEP FIVE: INSTALL PERFORMANCE

STANDARDS

•* STEP FIVE: INSTALL PERFORMANCE

STANDARDS



STEP FIVESTEP FIVE

•You've got to communicate your expectations. So raise the BAR on everybody with standards that consist of Behavior, Activity and Results.

•You've got to communicate your expectations. So raise the BAR on everybody with standards that consist of Behavior, Activity and Results.

•STEP SIX: DE-HIRE THOSE BELOW

MINIMUM STANDARDS

•STEP SIX: DE-HIRE THOSE BELOW

MINIMUM STANDARDS



STEP SIXSTEP SIX

•The first person you de-hire will send a loud and clear message - performance standards will be enforced. If you don't enforce them, your standards are meaningless.

•The first person you de-hire will send a loud and clear message - performance standards will be enforced. If you don't enforce them, your standards are meaningless.

•* STEP SEVEN: COACH, COACH AND COACH SOME MORE

•* STEP SEVEN: COACH, COACH AND COACH SOME MORE



STEP SEVENSTEP SEVEN

•Don't be a "desk jockey." Get out and work with your salespeople. It's the only way to grow your people and your business.


•* STEP EIGHT: CULTIVATE A BETTER

"QUALITY OF LIFE"

•* STEP EIGHT: CULTIVATE A BETTER

"QUALITY OF LIFE"



STEP EIGHTSTEP EIGHT

•Have more fun. We instituted a series of contests that got everybody focused on a team goal.

•Have more fun. We instituted a series of contests that got everybody focused on a team goal.

•* STEP NINE: KNOW WHAT EACH

SALESPERSON WANTS

•* STEP NINE: KNOW WHAT EACH

SALESPERSON WANTS



STEP NINE KNOW WHAT EACH SALESPERSON WANTS

STEP NINE KNOW WHAT EACH SALESPERSON WANTS

• Every person has his or her own personal motivators. My job is to find out what they are and help the salesperson toward achievement.

• I will sit down with each salesperson one on one. Try to learn something about each of them: what are their goals with your company and beyond? What is their past like? How can you help them be, have and do more?

• Every person has his or her own personal motivators. My job is to find out what they are and help the salesperson toward achievement.

• I will sit down with each salesperson one on one. Try to learn something about each of them: what are their goals with your company and beyond? What is their past like? How can you help them be, have and do more?





OPPORTUNITY IS NOW HEREOPPORTUNITY IS NOW HERE

STEP SEVENSTEP SEVEN



BA 3750-SALES MANAGEMENT Nine Steps to Building a Winning Sales Organization CHAPTER FIVE L.P. CHEW CHAPTER FIVE L.P. CHEW.

Documents

person sales team

sales management

new sales manager

mediocre sales performance

year of sales experience

chew slide

poor performance

peak performance