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Best Practices is truly unique. It is not a “rah rah” seminar where reps go away hyped, then return to their old ways. Instead, they learn to think about what they are doing. They learn how to engage with customers by making a friend and developing relationships. They also focus on time and territory management.
The key to success is methodology. Operating in an online environment, reps communicate back and forth with Paul, so that each evening they have to think and communicate about their daily activities. Because of this consistent and ongoing thought process, what they learn stays with them becoming daily habits that bring about permanent change. The coaching they receive is one on one and tailored to the individual so that they improve in the areas unique to their individual abilities.As a result, we have improved overall sales performance by 20-30%… tripled the salespeople exceeding quota…improved the performance level of 40% of the mid-range performers… and turned around 4 out of 6 of the bottom performers.
Roger L. Lapp,
Vice President of Sales for SCAN Healthplan

Contact us today and let us help your business grow!

Phone: 310-318-3199
USA Toll Free: 877-220-7900

Get in touch with The Pease Group

Effective Sales Leadership Comes From Managing Sales Success Of Each Salesperson and the Entire Sales Team

In the past ten years, The Pease Group has helped over 1,500 sales executives and over 2,500 salespeople improve sales productivity. Konica-Minolta, SCAN Healthplan, Yaskawa Electric America, Rockwell Automation, General Electric, Lubrication Engineers, Boshart Industries, and Enterprise Ireland have all improved sales productivity through The Pease Group programs. Manufacturers Representative Associations such as MANA, PTRA, AHTD, MAFSI, and IMRA, have called on The Pease Group to educate their manufacturer sales executives. Sales Executive seminars, workshops, and online forums from The Pease Group have helped sales executives become more effective leading their sales teams by answering the following questions:

  • How can I get more of my sales team’s strategic mind-share?
  • How do I get to the point where I know they are doing the right thing when I’m not watching?
  • Do I have the right people in the right place?
  • What motivates and what de-motivates salespeople?
  • How do I enforce accountability for performance and behavior? Does our sales team meet our expectations?
  • How has the sales behavior model changed?
  • Is sales a systemic process or adaptive strategy?

THE PEASE GROUP HELPS YOU BECOME A MORE EFFECTIVE SALES EXECUTIVE AND CREATE SUSTAINED PROFITABLE GROWTH

It’s not a matter of forcing the sales team to obey. Management by directive only works with submissive people. Good salespeople aren’t submissive. It’s not a matter of “hands off” managing. A sales team left to individual agendas is anarchistic and not very profitable. The Pease Group’s approach is to

  • Customize the program to your goals and needs.
  • Engage over time. Even our one-day programs require pre-program work and post-program follow-up.
  • Guide as needed, coach when necessary, and always provide candid input. We don’t run “Happy Camps”.
  • Help define the talent you need and evaluate the talent you have.
  • Show you how to use Mutual Action Planning with Adaptive Strategy as the foundation for successfully sustaining profitable growth.

The Pease Group sales executive seminars help you develop a bench-mark sales organization.

Harvard Business Review- "Rebuilding Trust"

Paul Pease - Wednesday, June 03, 2009

The cover of the Harvard Business Review is titled, “Rebuilding Trust”, and is chock full of articles about what executives have to do to learn and earn trust. In Michael Lewis’ Moneyball, the (then) new General Manager of the Oakland A’s, Billy Beane, and some of his old school scouts disagreed about whether or not to pick a baseball prospect because the player had great athletic ability, but wasn’t a good hitter. The discussion went like this: Read more

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Gaining Sales Mind Share

Paul Pease - Thursday, April 23, 2009

How do we know our salespeople are out there selling everyday for us?
In the 1940’s, 50’s, and 60’s, J.A. Sexauer used to require that his salespeople fill out a daily call report log and mail it in to his office in New York. Then, he expected a weekly summary report.
In the late 60’s, he stopped requiring the daily reports because his 75 salespeople were apparently out selling- and he could tell by the continuously growing sales numbers. Read more

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Forecasts or Honest Information

Paul Pease - Tuesday, June 23, 2009

The predictability of future business through the eyes of the field sales force is critical to effective decision-making on the part of any executive. What is the trend? What is changing? What’s over the horizon? Knowing this can help make the necessary strategic decisions that keep a company in step with the changing marketplace and ahead of the competition. The problem is most organizations utilize an outdated business school approach to getting this information: sales forecasts. Read more

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