once again recruiting sales people and at the heart of their potential success is the sales manager.
In the “2013 Sales Management Optimisation key trends survey” conducted by the Chief Sales Officer Insight we have evidence that training does make a difference they show that the 10% best in class companies when compared to the bottom 30%
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invested 40% more in Sales Manager training and had 28.2% more sales people achieve quota as a result.
Leaders and managers are often promoted on the basis of their technical or administrative ability in sales it is the successful sales person who becomes a manager. Without support and development this simply means that you lose a good revenue generator and gain a poor sales manager.
Time and again when I am doing assessments with sales Managers the results often show behaviour and skills more aligned with selling than developing people resulting in focus on the deal, strategising over an account and swooping in to assist in closing, which is what you pay sales people to do but if you do it your average sales people never really reach their potential. It is a good thing to promote a successful sales person to be a sales manager but given how influential they are not developing them is wasting the huge potential available.
The CSO report highlights 2 key areas where effectiveness has a direct effect on sales quota achievement and linked to this 2 key problem facing sales managers in 2013.
Only 43.8% of companies really have a sales process the majority either leaving process to the rep or having no process at all, the best in class had a formal sales process that enabled almost 20% more of their sales reps to achieve quota.
A formal coaching process and structure also lead to more reps achieving quota and more sales managers achieving their overall sales plan. Too often coaching focuses on the deal rather than development of the individual in their sales role.
As recruitment increases retaining top talent are a critical issue for any company that hopes to succeed in its growth targets, your best people are likely to be sort out and enticed to move elsewhere. Bringing in new people yourself is part of the solution but with ramp up times extending short term sales productivity will suffer. 90% of sales people we assess will have money as a key motivator it therefore follows that a consideration to be made when moving is how effectively will my new company provide me with the tools, leads and environment to succeed and earn more money? A well
trained sales manager with the just the right balance of task and people orientation may give your best sales person pause before they jump ship as the statistics show an effective sales manager will have a positive effect on achievement of quota.
Highlighted as a concern amongst sales managers is “closing forecast deals”, how many forecast deals are closed successfully is in part a manifestation of your sales management expertise. Forecasting is not a guessing game but a combination of systems understanding, access to decision makers and coaching skills to understand decision
making instead of hope and optimism.
At SDV Training Ltd we have been training sales managers within financial services, manufacturing and IT for the last 20 years and in the last 3 years combining this with our benchmarked assessment tool. This article highlights needs identified by the CSO report and our own assessment reports and dashboards we are launching a new sales management course that reflects these needs and
invite you to discover more by pressing this link or emailing for more details using the enquiry form below.