The Pease Group     Making Excellence a Habit

Two-Day Workshop


For a more in-depth experience than the One-Day Seminar, the Two-Day Successful Sales Management Workshop provides significant peer interaction, work exercises, and the ability to customize your materials to your specific needs.

 

Topics Covered

  • Are Salespeople Born or Made?
    • What are the attributes that make a salesperson?
    • Where do salespeople come from?
    • Recruiting talent: Industry Knowledge is over-valued.
    • Developing talent: How to train- and continue to develop- an effective sales force.
  • Sybil: The Psyche of the Sales Force
    • The “Star That Kills the Team” effect.
    • The difference between poor performance and bad people.
    • How to move the stagnating middle mass.
    • Better understanding of the sales psyche.
      • What turns salespeople on.
      • What turns them off.
  • The Engaged Sales Executive
    • How to be continuously in contact with the sales force:
    • Without burning yourself out.
    • Being on their mind, but not in their face.
    • Staying Three Steps Ahead of the Sales Force to Focus them Forward
    • Leading By Example
    • Teaching them about Business.
    • The Role of the Executive on the Sales Call.
    • Providing value while letting the salesperson stay in charge
    • Using the opportunity to train the salesperson about business.
  • The Sales Process Is Not a Process:
    • Executive Management Trap: Sales is a process. The old cook-book sales approaches and relationship tactics are no longer applicable in the modern business transaction.
    • The influencer and the hot buttons change as soon as the salesperson leaves the room.
    • Adaptive Strategy: Quick-footed selling.
    • Technology: Sales Asset or Liability?
  • Mutual Action Planning:
    • The Mutual Action Planning Process
    • Micro Economies: Local Growth Strategy.
    • Macro Economies: Corporate Growth Strategy from Local Trends.
    • Metrics and Measures that have meaning for both management and field sales.
  • Compensation Systems That Work
    • Strategically Dividing the Market
    • Being Fair Isn’t
    • Performance Based Pay- Rewards for Achievement
    • Publicly Recognized
    • Privately Recognized
    • When the commission check gets bigger than the CEO’s.
    • Reinforcing accountabilities
    • Sales isn’t for everyone: Removing non-performers
    • GAP Analysis: Strategies for migrating to a new comp package.
  • Critical Communications
    • The difference between forecasts and good information.
    • Learning to accept bad news.
    • What’s important, what isn’t important
    • The difference between constructive complainers and insubordination.
    • No news is bad news. Why don’t they communicate?
    • Candid communications
    • Extranet
  • Successful Sales Meetings.
    • Purpose.
    • Venue.
    • Rewarding Excellence.
    • Frequency/ duration.
  • Issues:
    • Between field sales and the home office.
    • Home office complaints about field sales.
    • Field sales complaints about the home office.
    • Between sales and customers (customer complaints). The customer is always right, but the salesperson isn’t always wrong.
    • Proactively reinforcing all parties on the value of each other.
    • Damping down the reactive emotion and sorting out the facts.