FUNDAMENTALS of SALES M A N AG E M E N T for the N E W LY A P P O I N T E D SALES MANAG ER This page intentionally left blank FUNDAMENTALS of SALES M A N AG E M E N T for the N E W LY A P P O I N T E D SALES MANAG ER MATTHEW SCHWARTZ American Management Association New York • Atlanta • Brussels • Chicago • Mexico City • San Francisco Shanghai • Tokyo • Toronto • Washington, D. Special discounts on bulk quantities of AMACOM books are available to corporations, professional associations, and other organizations. For details, contact Special Sales Department, AMACOM, a division of American Management Association, 1601 Broadway, New York, NY 10019. Web Site: www.org This publication is designed to provide accurate and authoritative information in regard to the subject matter covered. It is sold with the understanding that the publisher is not engaged in rendering legal, accounting, or other professional service. If legal advice or other expert assistance is required, the services of a competent professional person should be sought. Library of Congress Cataloging-in-Publication Data Schwartz, Matthew Fundamentals of sales management for the newly appointed sales manager / Matthew Schwartz.8⬘1—dc22 2005022936 2006 AMACOM, a division of American Management Association, New York. All rights reserved. Printed in the United States of America. This publication may not be reproduced, stored in a retrieval system, or transmitted in whole or in part, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of AMACOM, a division of American Management Association, 1601 Broadway, New York, NY 10019. Printing number 10 9 8 7 6 5 4 3 2 1 C ONTENTS ACKNOWLEDGMENTS ix CHAPTER 1. Transitioning to Sales Management: New Responsibilities and Expectations 1 Going from ‘‘Selling’’ to ‘‘Managing’’ 1 Understanding the Current Sales Culture 4 Understanding Who Is on the Current Team 8 The Challenges of Being on Two Teams at Once 12 Embracing Change 15 The Big Picture—Short- and Long-Term 16 What’s Next? 18 CHAPTER 2. It’s All About Communication 20 Listening Skills 20 The Theory Behind Communication Styles 22 The Origins of DISC Theory 23 The Four-Quadrant System 26 How Roles and Situations Affect Your Style 37 Working with People with Different Styles 38 Strategies for Improving Communications 39 Running an Effective Meeting 42 Presentation Skills 45 CHAPTER 3. Sales Planning: Setting the Direction for the Sales Team 48 Aligning the Corporate Strategy with the Sales Team 48 Where Sales Fits in the Corporate Structure 50 The Customer-Centric Organization 51 v vi CONTENTS Marketing’s Relationship to Sales 56 Creating a Plan 63 Characteristics of a Good Plan 64 Continuous Planning 70 Assessing the Business 70 CHAPTER 4. Time Management, Territory Planning, and Sales Forecasting 75 Time Management 75 The Art of Delegating 80 Sales Territory Planning 85 CHAPTER 5. Recruiting, Interviewing, and Hiring the Very Best 98 Enhancing Your Current Team 98 Developing Specific Criteria for the Selection Process 99 Optimal Sources for Recruiting 104 The Number One Rule in Recruiting: Constantly Recruit 112 Ensuring a Positive Interview Process 113 The Written Offer 122 Firing Is Inevitable 126 CHAPTER 6. Building the Environment for Motivation: Compensation Plans, Recognition, and Rewards 128 Classical Motivation Theory 129 Sales Compensation and Incentives Planning 140 Benefits and the Total Compensation Package 151 Nonfinancial Incentives—Rewards and Recognition 152 CHAPTER 7. Training, Coaching, and Counseling: When and How to Apply Each 157 Methods of Training Based on Learning Styles 157 The Core Concepts of Reinforcement 162 The Development of Winners 167 Contents vii Coaching and Counseling 179 Goal-Setting Sessions 179 CHAPTER 8. Stepping Up to Be a True Leader 187 The Characteristics of a Team 188 Matching Your Team with Your Customer’s Team 190 The Evolution of a Team 194 Time to Lead 195 INDEX 207 This page intentionally left blank A CKNOWLEDGMENTS Many of us have heard the notion that sales is evident in so much of what we do, no matter what our career may be. Well, being a great manager and leader also fits into this category. My hope is that this book not only encompasses the core skills and behaviors that make up a great manager, but lessons and techniques that can be applied throughout your career, wherever it may take you. I would like to thank AMACOM, especially my editor Chris- tina Parisi and associate editor Mike Sivilli, for guiding me through the publishing process; it has been a rewarding one. I would also like to thank the many sales trainers I have come to know at the American Management Association, in particular Thomas Madden, who helped bring to fruition the current Fundamentals of Sales Man- agement seminar at the AMA. To Beth Potashkin, for your confi- dence in the success of this endeavor. Also, to my family and friends for your understanding during those long nights and weekends when my ringer on my phone was turned off. Finally, to anyone looking to engage in the writing profession: It is well worth the time and effort as knowledge sharing is what helps to make all of us better. ix This page intentionally left blank FUNDAMENTALS of SALES M A N AG E M E N T for the N E W LY A P P O I N T E D SALES MANAG ER This page intentionally left blank 2 F U N D A M E N TA L S O F S A L E S M A N AG E M E N T selves, but other times senior management chooses them because they are seen as well respected by their peers and they possess many of the necessary traits of a good manager and leader. So while un- derstanding the elements of selling are very important, what it takes to manage is a very different skills set. The following is a brief look at sales versus sales management and where they overlap. First it is necessary to understand what the ideal salesperson should look like. He typically exhibits the following behaviors and traits: Attentive Courteous Credible Driven Empathetic Engaging Enthusiastic Passionate Poised Presentable Results-Oriented Smart Good Listener Knows the Products Aggressive Articulate Furthermore, the truly well-rounded sales professional needs to possess four core areas of skills: 1. The communication and interpersonal skills necessary to carry out sales 2. A mastery of the sales process and how it relates to the busi- ness 3. Fundamental business competency 4. A solid understanding of the industry and marketplace Figure 1-1 depicts these four categories. On the other hand, the ideal sales manager has her own exem- plary characteristics and traits, including the following: Ambitious Caring Dedicated Driven Ethical Moral Passionate Patient Results-Oriented Supportive Smart Understanding Able to Help Motivate Collaborative Empathetic Strategic Of course, when you compare these to those of the salesperson, you will see many overlapping characteristics; yet look at them more closely, and you will clearly see areas of difference. The four core areas of skills that truly well-rounded sales manag- ers must possess are: Transitioning to Sales Management 3 Figure 1-1. The sales skills model. Technical Skills Knowledge THE EXCEPTIONAL SALES PROFESSIONAL 3. Market Acumen Experience 1. Critical management, communication, and team-building skills 2. The ability to lead into the future 3. An in-depth understanding of the business dynamics and competitive forces that impact the sales strategy 4. The core tools for building and managing accounts and channels of distribution Figure 1-2 illustrates these four categories. The interesting thing about sales managers is that they never fully remove themselves from the sale. ‘‘Selling’’ or ‘‘working’’ managers are good examples of this truism. For instance, in many companies, managers are expected to do just that—manage—while in other organizations managers are actually in charge of a certain number of accounts. They are expected to meet their ‘‘numbers’’ as well as ensure that their team does the same. This scenario is common with many smaller sales organizations 4 F U N D A M E N TA L S O F S A L E S M A N AG E M E N T Figure 1-2. The sales management model. Developing Creating the Team the Vision THE EXCEPTIONAL SALES PROFESSIONAL Formulating Managing the Strategy the Operations in which the limited budget and resources require a manager to cover a certain number of accounts. However, this is also the case with some of the largest corporations—the logic being that the sales manager built and forged many of the relationships as a salesperson, so why lose some of that momentum now? In a company with this philosophy, you would be very involved with customers during the entire sales process. The tools and techniques in this book will improve you as both a manager and a salesperson. By covering some of the critical areas of selling, the book will help you develop your staff as a manager as well as fine-tune many of the skills you already possess as a salesper- son. Remember, whether you are in an actual sales capacity or not, ‘‘selling is everything.’’ U NDERSTANDING THE C URRENT S ALES C ULTURE Before taking a look at some of the challenges you face as a new sales manager, it is important to take a deeper look into your corpo- Transitioning to Sales Management 5 rate and departmental culture. The sales culture you are inheriting (good, bad, or indifferent) has its roots in the larger corporate envi- ronment. Culture within an organization or even industry is an extremely broad topic. In this context it does not relate to a person’s country of origin. Rather, it relates to the overall feeling that one gets when working in a particular industry, company, and department. Figure 1-3 shows three major culture sets—that of the industry as a whole, the company, and the sales department within that com- pany. This cultural misalignment is often the reality. The ideal is depicted in Figure 1-4, where all three cultures meld together. It is important to understand how much cultural overlap there is between your department and your company, and your company and the industry. Obviously, when there is more overlap, there is a greater chance of success. Here are some questions you should ask in determining the business culture that surrounds you. Sales Department Culture Industry Culture Company Culture 6 F U N D A M E N TA L S O F S A L E S M A N AG E M E N T Figure 1-4. Industry Culture Company Culture Sales Department Culture About the Industry • Is it a conservative environment? Is the dress code formal or casual? • Is it a very analytical type of business? Typical industries in- clude research, consulting, engineering, etc. • Is it a creative environment? Typical industries include con- sumer products, advertising, etc. About the Company • What does senior management value? • How does your company communicate to outside stakehold- ers, the media, etc. (public relations and corporate communi- cations)? Transitioning to Sales Management 7 • Is the corporate culture actually defined by your organization? • How are performance management and reviews done at your company (hierarchical, 360, peer review, etc.)? About the Department • Is there a great deal of interaction among departments, or do individuals or separate groups work in silos? • Is there an ‘‘us versus them’’ mentality? For instance, is there competition for budgets, resources, etc.? • What are the differences or similarities among departments such as marketing, sales, finance, human resources, research and development, operations, etc.? The problem of cultural misalignment is often exhibited in large corporations with numerous business units, where a distinct culture could exist in different parts of the company. Industries that would commonly fall into this category are media conglomerates, financial services, consumer products, and most multinational corporations. But ironically, many small companies have similar ‘‘culture clashes’’ to contend with.
Cẩm Nang Quản Lý Bán Hàng Dành Cho Người Quản Lý Mới Nhậm Chức
Tài liệu nghiên cứu Ebook fundamentals of sales management for the newly appointed sales manager part 1, tổng hợp lý thuyết và thực hành, cung cấp kiến thức chuyên sâu về .
Trường đại học
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Sales ManagementNgười đăng
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THÔNG TIN CHI TIẾT
Tác giả: Matthew Schwartz
Người hướng dẫn: Christina Parisi
Trường học: American Management Association
Chuyên ngành: Sales Management
Đề tài: Cẩm Nang Quản Lý Bán Hàng Dành Cho Người Quản Lý Mới Nhậm Chức
Loại tài liệu: book
Năm xuất bản: 2006
Địa điểm: New York
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