Sales leadership is analogous to football in the sense that medium-to-large-organizations tend to have two or more “layers” of management—comparable to coaches and assistant coaches in the NFL. Every team has a head coach, who oversees the entire program, and assistant coaches, who specialize in running backs, quarterbacks, linebackers, and so on. Likewise, the typical sales hierarchy consists of a CEO or VP (head coach), supported by several sales managers and account managers (assistant coaches), each with their own “players” and specific realms of responsibility. Sales leadership training, then, could be described as “coaching the coaches.” A sales manager might be considered a “sales coach“. Sound leadership training recognizes the fact that sales managers are charged with a task shared Learn More.
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Sales training is a fairly common endeavor, but many companies do not get much of a return on their investment. Despite the lofty aspirations of executives and managers, sales training, when conducted improperly, is simply another means of squandering time and resources. Here are the eight most common sales training blunders: 1) “Homegrown” training, instead of hiring a professional firm. In-house programs are typically created by someone with insufficient knowledge of adult learning theory and models. 2) Training on product. The flawed assumption behind this approach is that product knowledge is the equivalent of sales training; that, if an associate understands how the product works, then by default, she will know how to sell it. Product training and sales training Learn More.
Few challenges rival the complexity of turning around a troubled enterprise, but the newly-hired VP of sales need not stumble around in the dark. Prudent guidelines are available to help navigate the battered ship out of troubled waters. To begin with, the VP must immediately obtain the “lay of the land”: Are the financials of the company so dire that bankruptcy looms? Who are the firm’s primary customers, and are those accounts in jeopardy? Which product lines are performing, and which are not? How effective is the marketing department? What is the condition of the supply chain? Are there customer service issues to address? Is the business languishing because of low morale? What financial resources are available, and to what Learn More.
Virtually every sales team is susceptible to morale problems, but vigilant leadership can minimize the frequency of attitude decline, and the toll that it takes. Although the general outlook of a sales team—its collective attitude and tendency toward optimism or pessimism–is difficult to quantify, it is apparent that morale can make or break an enterprise. Consequently, declining morale must be addressed and corrected in short order. The most astute executive forges their own workplace culture, and keeps a finger on the “psychological pulse” of their sales team. They are keenly aware of the potential sources of morale problems. Quite often, a single individual is responsible for declining morale. An incompetent or dictatorial manager, for instance, is a menace to the Learn More.
Innovative products, reasonably priced, are coveted commodities, but there is no guarantee they will sell. Virtually every product can be duplicated and improved upon by competitors. Products alone—regardless of quality—do not generate revenue. Likewise, services, operations, management, and administration are important aspects of business, but they do not generate revenue. Salespeople do. In fact, the most profitable companies are those that create and maintain a “sales culture.” What is meant by this term? In a broad sense, “culture” may be defined as a common set of beliefs, attitudes and behaviors. At the macro level, nations have dominant and distinctive cultures; at the micro level, so do business enterprises. Culture, at its best, is the glue that holds an organization together. Learn More.
Most of us, at the mere mention of a weekly sales meeting, stride briskly in the opposite direction, mumbling, perhaps, something about an emergency at home. And the impulse is understandable. After all, sales meetings are notoriously tedious, time-consuming, and pointless. If asked to choose, your team members might struggle to decide which is more dreadful: the weekly sales meeting, or a root canal. But this need not be the case. With proper planning and execution, your sales meetings can be transformed from monotonous and ineffective, to dynamic and informative. Imagine that: Your team members eagerly anticipating the weekly sales meeting! The transformation will take place upon the implementation of three simple steps: Clearly define your purpose: There is nothing Learn More.
There has been a negative stigma that has been attached to outsourcing in the corporate world due to the recent political battles about the practice.
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The expansion of a business often allows senior-level managers to allocate more responsibility to workers, bring on new employees and to promote experienced professionals to roles that require more of a managerial slant.
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A sales management team needs to ensure that their department is on good terms with human resources professionals employed by the same company, as these two groups need to work together for the benefit of the entire business.
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The idea of reinforcing any type of learning dates back thousands of years, and this practice is still around because it truly works.
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