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If the team is completing activities in the following areas it means they are focused — Any Activity that brings an opportunity into the pipeline — Any Activity that helps move an Opportunity through the pipeline — Any Activity that helps retain or develop an existing client. So, if you were to develop your staff through sales training, what areas should you look at that have the most impact on results? Here are some simple ideas:. If you want to drive and increase this revenue, many companies will feel that the only way to grow is to employ more sales staff.
Clearly, there is significant additional profit to be made without incurring any additional fixed costs on your sales department, which is already likely to be considerable. I find that many companies expect their sales managers to sell directly as otherwise, they become a simple cost to the organization. Many people believe that if the leader brings in revenue as well it justifies their existence. What I believe everybody should agree with is that all sales staff need to be developed and all leaders Sales Managers , need to find time to do this.
In addition, they need to understand just how important coaching is, make time for it and continually improve their skills in coaching. Both of these topics come under Sales Training Sales Development and normally go hand in hand with developing the sales team. If sales managers dedicate one hour a week to everyone on their team, that is only four hours a month per salesperson. As you can see I have outlined the areas of Sales Training Sales Development that I believe are required to be successful in this market today and in the near futures.
It is important for everybody to be aware that we are not really successful if we let the market dictate how well we do. They are actually losing market share! They are growing their market share and when the economy picks up they will be in the driving seat. How do you take market share? Drop prices hoping you can increase them in the future? No, the key is to develop your sales team to be better, to be more productive and better than your competition. Your customers will appreciate this in the good times and the bad. The return on your investment will be discussed and agreed before we begin to work with you.
Peter Heredia has had an extremely successful career holding various commercial positions over a 28 year period within a variety of industries. A lifetime sales professional, working across the globe, he has been a UAE resident now for more than 19 years. Peter has spent 15 years managing Sales People, and prides himself on knowing how to ensure that every Sales Person is successful.
Peter is a regularly published author of Sales Improvement articles and is currently penning his fourth Sales Improvement Book on Professional Selling. An enthusiastic educator, Peter regularly provides support to educational programmes in the Region such as MBA coaching on Leadership and Sales Planning. He is an in-demand speaker at corporate leadership sessions, providing fun, interactive sessions that get management teams focused on how to drive their revenue performance.
Peter is a charismatic facilitator for Sales Improvement Workshops and Training. He always gets the most from every attendee by naturally involving all participants, keeping everything relevant and sharing his and their experiences to ensure maximum learning in every situation. By Peter Heredia Managing Director Peter has been involved with sales for over 2 decades, dealing with multiple industries and diverse sales team cultures.
So here are my 4 top topics that are key for Sales Training in — and beyond 1. The more you value your people, the better they feel about themselves, the more they will be motivated to achieve, and the stronger the foundation for the success of your team and your company will be. This is not just some feel-good philosophy. There are definite bottom-line advantages: People who are undervalued and unmotivated are dissatisfied, turn in poor performance, and ultimately leave their jobs.
Costs of recruiting new employees, especially with high turnover, can skyrocket. People who feel appreciated also feel a sense of pride and ownership, put in greater effort, and consequently increase productivity. Valued and motivated employees maintain better relationships with customers. Make the physical environment a place where people want to come to work, where they get positive messages, and where they can see their goals set out before them.
Start right at the beginning. Motivation starts on the very first day a rep is hired. On their first day of work, reps are given an orientation in the training room and assigned a buddy. At the end of the day, they get a team shirt. Miller makes sure everyone feels they belong from day one, and gives them immediate recognition for having made the smart decision to join the BT Miller family. Hand your reps a piece of paper. Have them take it home, and see what they come up with on their own.
Not only will this help the reps focus on their own needs and desires, it gives you better insight into the small things you can do on a daily basis to help your reps succeed. Follow the rules of positive reinforcement. Behavior that gets rewarded is behavior that gets repeated. If you want someone to behave in a certain way make more cold calls, pick up more buying signals, for example , then you must reward them for that behavior.
Here are some rules to follow to make that process effective: 1. Give an immediate reward. The rep must be able to make an immediate connection between improved performance and getting a reward. Be as specific as possible.
The Top 25 Reasons Why Great Salespeople Are Leaving Your Company
Your effort is really paying off. Keep the rewards going until the behavior becomes habitual to the rep. Keep praise proportionate to the accomplishment. If you give too much praise, or your praise is insincere, reps will peg you as a phony and you will lose respect. On the other hand, if the accomplishment is noteworthy and you barely mention it, the person will feel cheated and resistant to repeating the effort. Use both oral and written praise. So when a rep has done exceptionally well, you might want to send him a memo to that effect, or even write a personal letter to his home.
Short-term Motivational Activities Most salespeople are competitive by nature, and will naturally rise to a challenge. Sometimes we need to be creative in the activities we use to help our people achieve their goals. Here are some contests and exercises that can help. The negative comment jar One of the most destructive forces among sales teams is the negative comment syndrome. At the end of the month, the top sales rep or the person who made the most cold calls wins the money. Negativity will become a joke, and the atmosphere in the office will definitely improve. Real-play vs.
Choose a goal, such as having the reps secure appointments over the phone. The first person who gets an appointment wins the pot. If the rep is unsuccessful, open a discussion about what went right with the call and what could be improved. This might be a bit nerve-wracking for your team, but your job is to keep a positive atmosphere. Praise everything that goes right with each call, whether or not they get an appointment.
It gives you an opportunity to spend time with your people and give positive feedback on what went right with the call and what can be improved. All the reps get to hear and pick up ideas from their peers. In surveys of more than 10, sales managers, lack of prospecting activity came up as the number one deficiency with their salespeople. Or assign a presentation to a rep who is deficient in a specific area. Give her a minimum of two weeks to prepare. In most cases, because the rep wants to look good in front of her peers, she prepares so thoroughly she becomes proficient in that area.
Win-win contests Some contests have one winner; often the same person wins time and again. Every month, we acknowledge the top people in each particular category. We had one salesperson, a marginal producer, who one month was top in collecting her money up front. One problem equals two solutions Managers spend a lot of time trying to put out fires. Go ahead and do that. This ensures that the reps learn to think on their own. Coming to the manager to solve their problems can be habit-forming for reps, especially new hires. When you get your reps to come up with their own solutions and praise them for their efforts, you get them in the habit of thinking for themselves.
The dart contest This contest is designed according to the type of sales in which your company is involved. For instance, you may award reps one dart for every Model A Widget they sell, two darts for every Model B, and so on. Or you may want to reward activity, not just sales results, by awarding a certain number of darts for every 10 or 20 cold calls they make.
Then each rep gets to throw his or her darts. So that means that reps with the most darts get more turns, but everyone has an equal chance at winning the bigger prizes. You break them up into two teams. Monday morning at , have all six reps get on the phone and keep going until noon. They break for lunch and begin again. The teams get points according to the number of calls they make, appointments they get, or demonstrations they set up. As the manager, you play sports announcer during the day, announcing which individuals and which teams are taking the lead. The reason for the split into teams is that if there is one person who is continually leading, others may simply give up, thinking that they have no chance to catch up.
But when teams compete, reps encourage each other to try harder. Suit me fine In this contest, the prize for the winning rep is a business suit. If you go to a local store, you can usually negotiate a discounted rate for buying six or 12 suits during the year. The winning rep can present a voucher to the store for his or her suit. This prize kills two birds with one stone. The blitz Salespeople are often out on their own, facing a lot of rejection. For a change of pace, you might arrange a blitz day. Then we go out on a day-long prospecting blitz. We wrap up at 6 p.
We hope that the results will encourage the reps to go out and blitz the next day on their own. This encourages everyone to make as many calls as possible because they never know which one may be the secret account. Making Quota Through Your Reps, Not For Them There are probably more than a few salespeople who have been slightly embarrassed at one time or another by a sales manager who could not wait for the right things to happen during a presentation.
Rather than risk losing the sale, the sales manager took over and closed the deal. That may be good for sales and quota, but it is never the right way to train salespeople. Here are some hints on how to handle letting reps succeed on their own: Are you willing to let go? Do you want to know what category of manager you fall into? Ask yourself these questions: How often do you find yourself taking over calls for your sales reps?
How do you know your reps are unable to perform these functions? What message does it send to your reps when you jump in all the time? Start with small accounts Nobody wants to lose a sale. There are often smaller situations where you can let the rep stand or fall on his own. Reps get burnt-out from going out on calls and never being able to complete the entire sales cycle. Often, the customer feels empathy for a rep who is trying hard and making an effort.
Or the customer may not even notice a mistake that seems glaring to you. And some customers even get upset when the manager is constantly cutting the rep off midstream. Be a leader, not a manipulator. What we want to do is help other people, and what we end up doing is alienating them. You want the rep to become your partner, not your adversary. But there are times, when in order to lead well, you have to let go of the reins.
When that happens, those around you feel as though you care about them. They will want to prove to you that you were right to place your faith in them, and they, too, will want the best possible results. Each week set one new goal under each category. Encourage self-development.
All sales reps are not alike. Some will be motivated by money, and some by a need for recognition. Others may be looking for a promotion into management. Here are some techniques for creating a motivating environment: 1. Post your mission statement on the wall. Start motivating right from the very first day. Follow the rules of positive reinforcement: I Give an immediate reward.
I Be as specific as possible. I Be consistent and persistent. I Keep praise proportionate to accomplishment. I Use both oral and written praise. Create motivating contests and exercises see pages Are you giving your reps the opportunities they need to succeed on their own? Or do you always jump in and close at the first sign of trouble?
Here are some hints on how to let go of that tendency: 1. Start with small accounts where there is not so much at stake. A keen eye and a good memory can be aided by setting up effective systems of evaluation and proper ways of documenting your observations. Documenting performance does more than just keep you out of trouble should you be facing a lawsuit. It helps you focus on specific areas that need improvement, and it helps you remember them from one evaluation to the next so that you have something to measure against.
That means you have to monitor each individual on the team to be sure he is living up to his potential. It is an opportunity for you and your reps to come to an agreement about ways in which they can combat their deficiencies. The three key guidelines for performance evaluation are: 1.
Be specific, detailed, and objective. Fill in these blanks: Date of call: Name of customer: Summary of conversation: Use the Coaching Form in Chapter 6 to help keep accurate records. That way, your feedback will be based on facts. When all these facts have been laid out, the rep will know exactly what she did wrong, and how she can improve.
This also makes it possible for you to review the call later if necessary. Feedback must be timely. The best time to give feedback is right after a call, or by the end of the day. This is true in any field, not just in sales, as was demonstrated once when I went to see heavyweight contender Shannon Briggs fight.
Briggs finally won by decision, but he was clearly frustrated. What could you have done differently? What did you learn from this fight? He was evaluating the performance while the event was still fresh. This is the kind of feedback Briggs would remember going into his next fight. Never overwhelm. Choose one or two priority areas that need improvement. But be sure to include positive evaluations as well, and end the session with an area in which the rep has made a visible effort to improve. Although these report forms are important, sales managers are often overwhelmed with the paperwork and spend more time managing paper than they do people.
Perhaps you have your reps keep a daily log of their calls and appointments. In reality, this is a wish list. You often get the same list handed in every month with one or two changes. Sometimes these reports become mere exercises— paperwork that no one ever reads. Of course, there are many reports that work well and serve a useful purpose. If you are not sure whether your reports are having the effect you want—which is to accurately measure activity levels—ask these four questions to outline what the benefits and drawbacks are: 1.
What kind of forms or programs are you currently using to monitor your sales reps activity levels? What are some of the benefits of such reports to you and your sales reps? What are some of the drawbacks of such reports to you and your sales reps? What if some of these reports could be eliminated? How much more time could you spend with your people? Going by the MAP There are two major problems with monitoring activity levels. A good manager will go out into the field with his reps and evaluate on-the-job performance.
I saw this for myself when I attended a production meeting with one of the most successful manufacturing companies in the country. On one wall they hung a huge whiteboard with magnetic pieces that they move around based upon various projects and their stages of development. When they have production meetings, everyone can clearly see the pieces on the board, discuss them, and move them around if necessary. This multi-million dollar company has found this simple system more effective for visualizing the progress of its many projects than any technology that has come out so far.
Your stages might be different, depending on the type of business. After qualifying the account, the sales rep comes back to the office and fills out an account card using the following information: 1. Name of the company. Date of the call. As each stage of the sale is completed, the account cards will move across the MAP until they end up in the closing stage. Three accounts have already been moved to the second and third stages. The first stage has room for more cards because this is where most of the activity will be generated.
Note that the first stage should always have twice as many accounts as the others. Coach sales reps on a weekly basis according to where they are at every stage. You can look at the board and see right where the activity is centered: There may be a lot of initial activity in Stage 1 and no presentations scheduled; there might be several proposals in Stage 4 and no closings.
Your job is to evaluate performance deficiencies immediately. Make sure the reps understand its value and benefits. Share your enthusiasm for the system and it will work for everyone. Sell your reps on its value the way you would sell any product: through the questioning process.
What if I could give you a system that showed you every area of the sales cycle and what accounts were in each stage at any given time—something that could eliminate a major portion of the paperwork you now do. Would that be of benefit to you? You can see how long each card has been posted, and you can formulate time limits. Both you and your sales staff can easily see the relationship between their goals and the specific, detailed activity posted on the board. One of the benefits of the board is that it is in plain view.
Evaluating the Team It is just as important to evaluate your team as it is to evaluate individual reps. Here are some techniques you can use for spotting team deficiencies. In-field observation As you go out into the field with your sales reps, take notes on how they build rapport, how they ask questions, how they qualify, how they present, and how they close see Coaching Form in Chapter 6. The notes that you take are then used to evaluate and coach the individual rep. But when you travel with several reps, you may begin to see a pattern of deficiencies. If many of your reps are having difficulty closing, for example, you would know that this is a necessary topic for a future sales meeting.
You can utilize the input you get from traveling with your reps to customize meetings around critical areas. Ask your reps for copies of these letters, and read through them. These letters may also give you an indication of common weaknesses amongst the team, which could be addressed in a sales meeting or training session. I just wanted to call and thank you for the time you spent with Sally Green, our sales representative.
It would be very valuable for us to know why you chose not to go with us. Was it the product? Was it the salesperson? There have been occasions where this kind of follow-up call has saved the account as well. I also wondered if I might get some feedback from you. What made you choose our company? And the positive feedback allows you to find out what your reps are doing well, and reinforce their performance strengths. The best time to give feedback is immediately following the event, or at least by the end of the day.
Focus on one or two priority deficiencies. Are you managing paperwork instead of people? I What are some of the benefits to you and your sales reps? I What are some of the drawbacks to you and your sales reps? The MAP board will show exactly which accounts are in which stages of the sales cycle, and let you know in which areas your reps may need coaching. Here are some techniques for using the MAP board to its full advantage: I Be proactive, not reactive. I Sell your reps on the value of the MAP board. I Date each account card.
I Post monthly or yearly goals next to the board. I Encourage friendly competition. In-field observation. Follow-up letters. Account follow-up. To me, time management means putting things in perspective. Think about the 4. Think about the plus years the average person spends on Earth. Put into that perspective, we are here on Earth for the blink of an eye. We have much to accomplish in such a brief time. Time management is learning to appreciate the value of every moment you have on Earth.
Not every moment will be earth-shattering. There will be moments of excitement, moments of success, moments of failure, and moments of introspection. But no moment should go to waste. Working smart is the ability to make sure that while you work hard, you use the most productive means possible to get the job accomplished.
The best way for your reps to work smarter is to manage their time so that they know what kinds of tasks they have to accomplish, and the best times to accomplish them. That often means dividing their time into face-to-face or voice-to-voice sales time, and non-selling activity time. Do the same thing at the end of each hour throughout the day. I guarantee your reps will have accomplished more during their journal-keeping week than they ever have before.
Because they had to think about everything they 88 Time Management and Technology did. They were forced to think about the hour they just spent and how they could have improved it, and the hour to come and how they were going to spend it. Your reps automatically start allocating their time more wisely. This test is all about the ability to look at the big picture and take the time to think about what you can do to work smarter. If you want time, you must make it. Emphasize balance. Obviously, your job is to keep everyone efficient and productive at work.
Just remember that work is not everything. When the pressure at work is at its worst, people tend to neglect other areas of life that are equally important. For yourself and for your team, keep that perspective in mind. Balance your time among work, family, and personal interests. Get out from under your e-mail. E-mail has its good points, but it can be overwhelming. The idea that you must send an instant response is damaging to productivity. Rearrange your environment. It may be that you are just taking the easy way out.
Simply moving a file cabinet, changing your filing system, or moving your desk to a new position may make a huge difference. Concentrate on one thing at a time. You have to acknowledge that you are a human being with human limitations. You have to take everything in sequence. No one goes anywhere. This applies not only to business, but to life in general. Customize your time management method. There are many useful time management tools and programs on the market today. One of them may work perfectly for you, but none of them work perfectly for everyone.
Find one— or create one yourself—that is best suited for you as an individual. Some are complicated, and some are as simple as a little black book. The system you use is less important than using a system that works for you. At that time there was a huge failure rate when companies tried to adopt technology to help their sales organizations.
I left my job and went into a different field for several years. Companies are hoping to buy solutions. Identify the top three frustrations your salespeople consistently experience. Look for software that can address these problems. If, for instance, your company has a large number of products to offer and customers who need immediate delivery on many items, you would look for software that could help salespeople track inventory numbers so that they could give customers exact availability and delivery information. Create an internal marketing campaign to introduce the technology to your sales force.
Change is difficult for everyone. If you have mapped out their dayto-day processes, and understand their greatest frustrations, you will be able to explain up front exactly how the new technology will make their lives easier. Update the MAP board. The same five stages of the sales cycle or however many your process includes can be mapped out on the computer First Call, Presentation, Demonstration, Proposal, and Close. You could then set up a program so that when information is entered into each phase, a set of questions pops up that can help the salesperson qualify the prospect to move on to the next stage.
Qaqish tells the story of one company that came to her looking for customer relationship management software. They were excited about all the things this new technology would allow them to do. It has to be considered in a realistic light that includes what kind of equipment your company currently uses and if it can support the new technology you want to use.
Used correctly, technology can be a great boon to the sales process. Used incorrectly, it can turn customers away. I use technology. I appreciate the ability to send and receive e-mail anytime and anywhere. Technology should help create a more intimate, not a less intimate, relationship with your customers. Often, the one thing that gets you past barriers and through objections is the relationship that is formed between the salesperson and the customer. They spend much of their time learning, practicing, and honing their sales techniques, but they spend most of their time building relationships with their customers.
Create specific times to reply and send. Change is good; a change in environment can often spur a change in thinking. We all have to learn to multitask, but always focus on the task at hand. Find the tools and methods or create them yourself that are best suited for you as an individual. I Understand a day in the life of a salesperson. Set up programs that help your salespeople keep track of where they are in the sales cycle.
Consider what you want technology to achieve within the parameters of the kind of equipment your company currently uses and if it can support the new technology you want to use. Remember that a good relationship is the foundation on which the entire sale is built. But one thing they all have in common is room for improvement. Being a manager can be very frustrating.
You can teach your boxer all the right moves, give him guidance, and be right there with him in his corner. Your job as a manager is to make your team, individually and collectively, the best it can be. Counseling Coaching is done on an ongoing basis, and is emphasized when you recognize a particular deficiency.
Counseling is done when the deficiency is not corrected—either because the coaching is ineffective, there is a lack of skill involved, or there are personal or professional problems blocking improvement in a particular area. Sometimes, managers who have been promoted because of their great success in sales miss the thrill of the close. However, with your guidance, coaching, and training, your sales reps can grow, improve, and achieve their own great success. Then you get your greatest reward: No rep ever forgets that special manager who made a difference in their career, and in their life.
Questions you might want to ask include: Who are we seeing on this call? Is this the decision-maker?
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What makes you think this person can make the decision today? Have you seen anyone else in the organization? What can you tell me about the company and its products? What do you want the customer to do when this call is over? Why do you think this customer will take that action? What are the benefits to him? What objections do you think he might have to taking that action?
The last question is the most crucial one to ask. Another important question to ask your rep is: What can we do to bring some added value to this customer? You usually play this role with an inexperienced rep. You basically run the whole call while the rep takes notes and soaks up information. Watch how I introduce myself and build rapport, then bridge into the business topic. Take note of the questions I ask, how I gather information from the customer, and how I use my questions to control the sale.
And then watch for how I close for the commitment. Your role is to add bits of information, and to step in to get a wandering rep back on track. In this case, you want the rep to lead the call. Let the rep know you may be stepping in once in a while to readjust the presentation or questioning techniques. Remember that your goal is to make your quota through your people, not for them. After the call Always start with aspects of the call that went well, then question the rep in a way that makes him bring up the problems he saw during the call.
Ask your rep how he thinks the call went. Get the rep to bring up areas where he thinks he can improve, and how he thinks he might achieve that improvement. You can then encourage him by reinforcing what he did right in the call. What could we have asked that would have gotten us more information?
When you get back to the office, transfer your notes from the call and the feedback session onto a Coaching Form see page The form serves three purposes: Sales Rep Performance Improvement 1. Every time you go on a call with a rep, you can look back at the previous form and evaluate progress.
Follow up the in-field observation with a letter or memo, and another in-field observation. After each in-field observation, reiterate the things you talked about in the evaluation— both positive and negative. Tell the rep to keep you posted on her progress, and that if she has any questions about anything you discussed, she should feel free to ask. Follow-up is probably the most important part of coaching sales reps in the field. If you travel with a rep, give her feedback, listen to her comments, lay out an action plan—and if you forget about it, nothing will have been accomplished.
You must measure changes. This means talking to the rep several times after the call to ask how the action plan is working, and going out in the field with her again to see results firsthand. The information can be transferred onto this form from notes you take in the field. Be sure, however, to include strengths as well as weaknesses.
If you see no improvement after a few weeks, or only temporary improvement, repeat the coaching. If repeated coaching fails, counseling is the next step. Here are the 10 steps you can take for an effective counseling session: 1. Choose a quiet, private space. If possible, stay away from your office where the phone may ring and people may knock at your door. Prepare an outline of key points you want to cover.
Take your coaching forms with you, and any other written documentation you may have. Start out on a positive note. Set up an open problem-solving environment. Allow the rep to explain her side of the situation. That way, you and the rep can take the necessary steps to move on. Support your evaluations with documentation. This serves as a reminder both to you and to the rep of specific occasions during which the problem was visible. It also stops the rep from denying events that actually occurred. Throughout the session, let the rep come up with as many solutions as possible.
Summarize and review. Go back over key points. Let the rep know what the consequences are if the goals set at this session are not met. Give her a time frame in which improvements are to be made. Have the rep commit to an action plan. Ask her to come up with a one-page list of some of the changes she can start making in the next two weeks. Counseling Action Plan On page is an example of an action plan for you to use during your counseling session, with explanations for each section.
What positives are you going to mention? How are you going to state the problems? Suggested questions to start the meeting: Use open-ended questions that will get the rep talking. Assigned reading or tapes: Look for ones specifically related to his problem, if possible. Travel assignment: Pair rep with more experienced salesperson he may pick up more from peers than manager. Assign meeting topic: Give him a topic to present during a sales meeting see next session for details.
Prepare presentation or demonstration: Give him practice and increase his product knowledge. Assign research: Have the rep research companies on the Internet to generate new leads. Activity goals: Give the rep specific targets to shoot for.
5 Secrets To Successful Sales Call Frequency In Salesforce
If no improvement is made within a specified time limit, the employee will be let go. Many companies are lenient when it comes to probationary time frames, giving as much as two months for improvements to show. The problem with that is, the rep will probably spend those two months looking for another job. If possible, give reps no more than a month to show measurable results. Make your performance improvement plan SMART: Specific: Identify what particular areas need improvement, such as product knowledge, or cold calls.
Measurable: Make sure your action plan will make improvements you can actually see within a month. Attainable: Make sure your improvement plan is realistic. Timed: Let the rep know exactly how much time she has to make any necessary improvements. The following suggestions may help you make this difficult decision. Measure your own efforts Have you tried as much as possible to help this rep? Have you paid attention to his individual goals and needs?
Do you know if there are any personal problems influencing his performance at the moment? There is a balance in the degree of effort a sales manager puts into working with his reps, and the level of return of that effort. Measure specific factors There are six main factors to look at when making a termination decision. Effect on team morale. Performance history. What are your options? Send him on joint calls with other reps who are more experienced and who are proficient in areas this rep is deficient. Review his MAP board and set up an action plan based on specific areas he needs to improve.
Put him on probation and give him exact numbers he has to hit to stay on board. Fire him. You may observe a bad attitude or lack of effort and want to fire the rep on the spot. However, termination should be based on long-term performance criteria rather than snap judgments. The only time termination is carried out swiftly is when there has been an illegal act or serious breach of ethics.
Go over the following key points so you can make an objective decision: 1. Time on the job. How long has the employee been with you? Background experience. Where did this rep come from before he took this job? What in his background made you hire him? Observation in the field, in the office, or after hours. Any observation in less formal situations, such as after-hour socializing? What skills is he lacking?
What knowledge? Why is he failing? What are the positive notes about this rep? What is his success track record? How far do you think this rep can actually go? Coaching, counseling, and performance improvement plan. How much coaching and counseling has been done? Has he been on a performance improvement plan before? Were any other steps taken to try to help the rep improve?
Sales Training Trends in the UAE for 2018-12222
How much effort have you as a sales manager put into training and improving this rep? Circle one. Knowing what you know now, would you rehire this person? Develop an action plan. If you determine that the rep still has potential, your partner should be able to give you some new insight and ideas on how to get this person back on track. Action plan. The people who are making 70 to 80 percent of quota will feel they can rest on their laurels if the poorer performers are not being fired.
Here are some advantages of clearing out problem personnel once every effort has been made to help them. Both can be put to better use with other reps. Once the problem rep is gone, a more experienced rep, or one with a great deal of enthusiasm, can go into the territory and repair any damage that may have been done. Increase your own respect and credibility Once the problem rep is fired, everyone else on the team will realize they have to live up to higher expectations.
The reps there wanted to have Fridays off to go sailing and surfing. If one person is not meeting the requirements of that business, he or she will have to be let go. They now know they have to live up to and abide by the performance expectations you set for them. What is the difference? I Coaching takes place on an ongoing basis, and is aimed toward a particular deficiency. I Counseling takes place when the deficiency is not corrected. Before the call: I Ask your rep questions before you go out on the call so that you know as much as possible about the account.
I Be sure the rep remains focused on his or her objective for the call. I Be sure reps have a reason to call on the customer. I Stress value-added selling. I Give your feedback immediately after the call. I Follow up the in-field observation with a letter or memo. Prepare an outline of key points to cover. Ask open-ended questions. Use this plan before and during your counseling session to keep notes for your files.
When counseling does not seem to be helping, employees may have to be Sales Rep Performance Improvement put on probation. Use the Performance Improvement Plan sheet to keep notes for your files. Here are some suggestions to help you make this difficult decision: 1. Measure your own effort. Measure specific factors. Consider pre-termination options. Here are the key decision-influencing points: 1. Observations from the field, office, and after hours.
Achievement history. Coaching, counseling, and Performance Improvement Plan history. How much effort has already gone into training and counseling? Would you rehire? The benefits of firing a problem rep. Stop wasting time and money. Revive the territory. Increase your own respect and credibility. Increase overall team performance. I just wanted us all to get together. Anybody have any questions about the new product line? They can be interesting, informative training sessions—a chance for you to fortify camaraderie and practice your leadership skills.
Effective training happens when: Meetings are focused. Be sure you have a clear purpose. Meetings should cover specific topics that you have decided in advance. Meetings are interactive. We learn best from doing. Whether you set up role-plays, hold contests, or have reps give brief presentations, activity generates energy and excitement, and also makes it easier to learn and remember skills and concepts. Managers prepare. Meetings are meant to be training sessions in areas where reps need help. The emphasis is on practical information. Reps may be coming in early for these meetings, or staying on their own personal time.
You have to make the meeting worth their while. Reps want to learn skills they can put to use immediately. Meetings are run with passion and enthusiasm. Meetings end with a call to action. When the meeting is over, everyone should have a clear idea of what is expected of them in the near future. If the purpose of the meeting is to introduce a new product, for example, reps Running Effective Sales Meetings should be assigned to give a minidemonstration of that product at the next meeting.
You are creative. Use audiotapes, videotapes, computer games,music,brainteasers, puzzles— anything that makes the meeting fun and challenging at the same time. There is good follow-up. There is a pattern you can follow to guarantee a successful presentation. Tell them. Go through your presentation, following the outline you proposed earlier. Be brief, yet passionate. Let your reps know that what you have to say is important.
Keep your thoughts clear and succinct, and present your ideas in a logical sequence. Test them. Powerful presentations, like good meetings, are interactive. You want to keep your listeners involved. Ask questions that will get you feedback. You want to know: Is the presentation hitting home? Does it make sense? Is it addressing their needs and concerns? Tell them what you told them. Did you see how we can sell the new product line as an adjunct to the Widgets they may already have?
Pre-meeting assignments Premeeting assignments can be very useful motivational tools. They also help reps become proficient in areas where they may have had deficiencies. By giving out these assignments a week or two before the meeting, it gets the reps thinking about the proposed topic, and any Running Effective Sales Meetings questions they may want to ask. Some suggested topics for pre-assignment include: Handling objections.
Ask your reps to bring to the meeting five of their most common objections and the way they handle them now. Prospecting techniques. Ask your reps to be prepared to demonstrate a particular product. Put slips of paper with the names of various features in a hat, and during the meeting each rep will pick one. The rep will have to demonstrate that feature to the rest of the group.
Breaking into major accounts. Ask your reps for the five largest accounts they would like to break into in their territory. Have them bring any information they have to the meeting, and be prepared to strategize ways to get these accounts. Selling value. Ask your reps to bring to the meeting five reasons why customers should pay more for your product. Use the sheet on page for written assignments.
An outline sheet for you to use during your planning stages is on page A blank sheet for you to copy and use is on page Post-meeting assignment It is critical that each meeting end with a postmeeting assignment. Reps should walk out of the meeting with a specific assignment for the week ahead. Then, at the next meeting, decide what you are going to use to measure the results reps report. Did they make more cold calls? More qualified calls? Did demonstrations result in more sales?
What were their assignments?