The term “sales management” in the present business scenario, is the direction or supervision of salesmen and also includes other aspects of management Slides Outline: 1. Understand Sales Leadership and Management. 2. Smoothly transition from Sales Executives to Sales Managers 3. Motivate, train and Coach Sales staff 4. Develop comprehensive Sales Plan 5. Effectively Communicate with Sales Staff 6. Build and maintain quality pipelines for higher production 7. Manage Personal and Sales Team Time effectively

1. SALES LEADERSHP
AND MANAGEMENT
MICHAEL ABBIW
MGA CONSULTING GHANA LIMITED
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2. OBJECTIVES
The participants should be able to;
1.Understand Sales Leadership and Management
2.Smoothly transition from Sales Executives to Sales Managers
3.Motivate, train and Coach Sales staff
4.Develop comprehensive Sales Plan
5.Effectively Communicate with Sales Staff
6.Build and maintain quality pipelines for higher production
7.Manage Personal and Sales Team Time effectively
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3. INTRODUCTION
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4. THEBIGQUESTION?
How does a sales manager learn how to
lead and manage a sales team?
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5. SALESMANAGEMENT
The term “sales management” in the
present business scenario, is the direction
or supervision of salesmen and also
includes other aspects of management also,
such as planning, direction, control of
personnel selling, including recruiting,
selecting, equipping, supervising, paying
and motivating, etc.
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6. SALESLEADERSHIP
Great sales leaders know how to
motivate and influence others to
reach their full potential.
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7. SALESMANAGEMENTvsSALESLEADERSHIP
Sales Management Sales Leadership
1 Implements directions from above; is generally
in reactive mode.
Generates new ideas and directions; is
generally in pro-active mode.
2 Directs salespeople and enlists their
cooperation.
Motivates and inspires people to achieve goals.
3 Focuses on short-term day-to-day results. Focuses on long-term vision.
4 Helps salespeople cope with change. Helps salespeople initiate change.
5 Improves salesperson’s skills. Improves salesperson’s attitudes and
motivations.
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8. OBJECTIVESOFSLM
3 General SML Objectives are;
a. Driving Sales Volume
b. Contributing to Profits
c. Continuing Growth
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9. OTHERTYPESOFSLMOBJECTIVES
QUANTITATIVEOBJECTIVES(SHORT-TERM)
 To retain and capture market share.
 To determine sales volume in ways
that contributes to profitability.
 To obtain new accounts of given
types.
 To keep expenses within specified
limits.
 To secure targeted percentage of
certain accounts of business.
QUALITATIVEOBJECTIVES(LONG-TERM)
To service existing accounts,
(customers).
To assist the agents in selling the product
line.
To provide technical advice wherever
necessary.
To collect and report market
information
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10. TRANSITIONTO
SALES
MANAGEMENT
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11. SALESREPvsSALESMANAGER
Sales Rep Sales Manager
1 Prospecting skills Setting team goals, priorities
2 Questioning skills Recruiting & selecting
3 Listening/Communication Coaching
4 Managing objections Sales performance management
5 Gaining commitment Leadership & motivation
6 Time management (self) Time management (team)
7 Product knowledge Industry knowledge and trends
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12. MOVINGFROM“SELLING”TO“MANAGING”
SALES EXECUTIVES TRAITS
Attentive
Engaging
Enthusiastic
Poised
Good Listener
Aggressive
Articulate
SALES MANAGERS TRAITS
Strategic
Collaborative
Supportive
Ambitious
Caring
Dedicated
Patient
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13. MOVINGFROM“SELLING”TO“MANAGING”
SALES EXECUTIVES SKILLS
 Communication and interpersonal
skills
 A mastery of the sales process
 Fundamental business competency
 A solid understanding of the industry
and marketplace
SALES MANAGERS SKILLS
Critical management, communication,
and team-building skills
The ability to lead into the future
An in-depth understanding of forces
that impact the sales strategy
Building and managing accounts and
channels of distribution
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14. UNDERSTANDINGTHECURRENTSALESCULTURE
It relates to the overall feeling that one gets when working in an industry, company,
and department.
When there is more overlap, there is a
greater chance of success.
It is important to relate your
department to the overall company.
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THE ENTIRE INDUSTRY
THE COMPANY
THE DEPARTMENT

15. UNDERSTANDINGWHOISONTHECURRENTTEAM
MANAGING FORMER PEERS MANAGING FRIENDS
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MANAGING NON-ALLIES MANAGING EXPERIENCED SALESPEOPLE

16. BEINGONTWOTEAMSATONCE
Sales Managers are now team
players on the management team
and team leaders of the sales
team.
Sales managers have access to
more information.
Sales managers need to manage
the flow of information.
You are now in a better place to
influence many decisions.
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17. EMBRACINGCHANGE
FACTS
Change is inevitable
Change faces Resistance
Sales managers need to cope with change
The two main areas to think about when change
occurs are:
 How might it affect you?
 How might it affect your team?
COPING WITH CHANGE
 Limit your stress about the change
 Work with it, not against it
 Have confidence in yourself.
 Be a creative thinker.
 Ask questions.
 Map out your own plan to deal with the change
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18. FOCUSONTHEBIGPICTURE
SHORT TERM
Know Your Staff
Your Managers’ Expectations
Meet Others in the Organization
Meet Customers
LONG TERM
Your Team
Your Career
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19. MOTIVATING,
TRAININGAND
COACHINGTHE
SALESTEAM
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20. WHYMOTIVATE?
 Increased creativity;
 Working harder;
 Increased use of win–win
negotiation tactics;
 Higher self-esteem;
 Working smarter and a more
adaptive selling approach;
 A more relaxed attitude and a
less negative emotional tone;
 Enhancement of relationships.
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21. MASLOW’SHIERARCHYOFNEEDS
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22. MOTIVATINGFACTORSFORSALESPEOPLE
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23. OTHERMOTIVATI0NFACTORS
 Financial Incentives
 Setting Sales Targets or Quotas
 Meetings Between Managers and
Salespeople
 Promotion
 Sales contests
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24. WHYTRAIN?
 Enhanced skill levels
 Improved motivation
 Improved self-confidence
 Reduced costs
 Fewer complaints
Lower staff turnover
Reduced management support
Higher job satisfaction
Higher sales and profits
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25. THETRAININGPROGRAM
COMPONENTS
 The company – objectives, policies
and organization.
 Its products.
 Its competitors and their products.
 Selling procedure and techniques.
 Work organization and report
preparation.
 Relationship management
METHODS OF TRAINING
The lecture
Films
Role playing
Case studies
In-the-field training
e-learning
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26. COACHINGYOURTEAM
You won’t grow your business if
you don’t grow your people
Sales coaching is proven to drive
up sales performance
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27. BUILDINGASALESCOACHINGCULTURE
Hire Proactively
Sales Managers Thinking Like Leaders
Motivate Your Sales Reps
Nourishing Your Sales Coaching
Culture
Deliver Critical Feedback
Having a Coachable Attitude
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28. SALES
PLANNING
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29. SALESPLANNING
WHAT IS IT?
Sales Planning is the process of
organizing activities that are
mandatory to achieve business goals.
A sales plan is a strategic document
that figures out your business targets
and several resources.
IMPORTANCE OF PLANNING
 Setting objectives
 Identifying priorities
 Recognizing key result areas
 Developing strategies and tactics
 Monitoring results.
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30. STAGESINTHEPLANNINGPROCESS
 Developing a corporate plan
 Set objectives for each target
market
 Developing specific strategies to
achieve objectives
 Developing market sales and
profit forecasts
 Making specific programs
(tactics and plans) to achieve
objectives
 Developing controls to monitor
results
 Taking corrective action where
deviations from plans occur.
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31. STAGESINTHEPLANNINGPROCESS
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Background (Mission, Vission, Objectives, Context)
Strategies
Forecasts and Budgets
Tactics
Action Plans
Monitoring and Performance Review

32. DECISIONAREASINSTRATEGYDEVELOPMENT
Inputs to Sales Planning
Historical Market and Performance
Data in Planning
Key Planning Assumptions
Market Dynamics
Market Size
Organization Changes
Government Regulations
Competitor Activities
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33. SALESFORECASTING
 Analyse Market Potential
 Market Indexes
 Sales Potential and Sales Forecasting
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34. COMMUNICATING
EFFECTIVELY
WITHSALES
TEAM
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35. 35

36. COMMUNICATING EFFECTIVELY WITH SALES TEAM
Good communications are a major
source of motivation within a sales
team.
Bad communications are a major
source of complaint.
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37. WHAT TO COMMUNICATE
Essential Information
Product information, prices,
promotions
Instructions on administrative
procedures
Information of key account product
approvals and promotional activity etc.
Monthly performance feedback
Optional Information
Adds to the salesperson’s
understanding of the company
Improves the salesperson’s
understanding of the market place
Provides a source of training and
personal development
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38. HOW TO COMMUNICATE
Empathetic Communication
Assertive Communication Style
Aggressive Communication Style
Passive-aggressive Communication
Style
Submissive Communication Style
Manipulative Communication Style
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39. THE IDEAL COMMUNICATION MODEL
Common communication media are:
Face-to-face meetings
Computers (direct computer links or
via modems using telephone lines,
etc.)
Telephones
Telephonic data transmission services
(FAX)
Audio or video tapes.
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40. HOW TO STRUCTURE SALES BULLETINS
Group items with a common purpose together in a section
Clearly identify the sections
Prioritize items for action within each section
Give clear guidelines on when action should be taken or submitted
Provide an overview summary of main activity
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41. AUDIO, VISUAL AND OTHER INTERACTIVE
COMMUNICATIONS
Interest, and involvement and motivation, higher within sales teams
Communication through new technology platforms is real time
This greatly reduces the need for paperwork
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42. COMMUNICATION BY SALES TEAM
Sales meetings are usually organized periodically, often monthly, amongst a
group of salespersons with common interests or issues to address.
Sales conferences normally draw together all the various sections of the sales
and marketing team, at a national gathering, often only once per year.
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43. MANAGING THE SALES PIPELINE
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44. MANAGING THE SALES PIPELINE
Pipeline Management is
“The management and assessment of
all sales opportunities as they
progress through a multi-step sales
cycle to a successful close.”
A pipeline (or sales funnel) consists of
a) multiple action steps that lead to the
successful closing
b) accounts within each step of the sales
cycle
c) forecasts for each account with
expected close dates.
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45. PIPELINE PERSPECTIVES
Sales pipeline metrics are a key performance indicator
Sales pipeline metrics determine the health and viability of business
The process of building a sales pipeline is often referred to as “lead generation.”
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46. PIPELINE METRICS
The following metrics are important to successful pipeline management:
Conversion ratios from step-to-step
Overall funnel conversion rate
Number of days spent within each step
Overall length of sales cycle
Average deal size within each step
Other Metrics
Pipeline trends
Pipeline grading
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47. STAGES OF THE PIPELINE
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48. IMPLEMENTING YOUR PIPELINE
1. Define Your Sales Process
2. Define your Action Items
3. Define the Model Funnel
1. Measure Actual Pipeline vs. Model
Funnel
2. Define the Pipeline Reporting
Structure
3. Communicate the Pipeline Reports
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49. TIME MANAGEMENT
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50. ROLE OF TIME IN SALES
Time plays a key role by helping sales managers
Determine effectiveness of a sales person
Time is needed in executing of sales duties
Prospects and their circumstances complicate your relationship
Time is essential to the core of sales jobs
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51. COMMON SALES TIME DISTRACTIONS
Internal Meetings
Helping other sales reps
“Can you take care of this for me”
request
Responding to under-qualified
inquiries
Supporting or advocating for existing
customers
Reviewing and responding to emails
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52. ENSURING SALES TEAM MAXIMISE THEIR
TIME
Set aside dedicated time for some of these activities
Other activities that can be handled by other staff
 Define guidelines for addressing those other issues
 Move those issues quickly to other team members of the
organisation
 Escalate up to sales management
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53. STEPS TO EFFECTIVELY MANAGING YOUR
TIME AS A SALES PERSON
1. Make your calendar fit your schedule
2. Align your schedule with your quota
3. Stop being “always available”
4. Plan backward, not just forward
5. Find a system and stick with it
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54. 54
THANK YOU