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Duration: 2 or 3 days (depending on the extent and content of sales people’s skills training)

Designed for: Sales training participants’ managers

Introduction

Often it is in the sales management area that new sales initiatives fall down. Sales managers are still focussing on budget period targets and inspecting their sales people’s performance against metrics designed to drive a short term focus. 

These short term focused inspection criteria work against the principles of building life time value.  It is important to align sales management practice to the customer relationship value system you are trying to build, and have appropriate metrics in place.

There are five workshop modules:

• Supporting behavioural change
• Sales management issues
• Pipeline management
• The sales process
• Coaching

A short description of each module follows:

Supporting behavioural change

Once sales people have been through a bespoke programme or set of standard courses they will have gained new skills, learnt different behaviours and begun to establish a common language for sales.

It is important that management understands and recognises this so that they can support their people and reinforce effective behaviour. Clearly, this will increase your return on investment in this training.

Content:

• How to translate the training into an effective management process
• Understanding the sales people’s new skills
• Using the new common language
• Reinforcing effective behaviour

Sales management issues

We examine the sales management issues pertinent to each module of any programme, and how managers should respond to ensure they are getting the most from their business development teams.

Content:

• Sales management issues pertinent to each module of the programme
• How managers should respond to ensure they are getting the most from their people

Pipeline management

There are a number of practical management tools that can be used to help with sales process management contained in the learning from the course. By implementing these, management will be able to get a much clearer view of what business is in the pipeline and what work still needs to be done to turn that potential business into real orders and sales.

Content:

• Practical management tools that can be used to help with sales process management
• How to get a much clearer view of what business is in the pipeline
• How to see what needs to be done to turn potential business into orders and sales

Sales process

We discuss the whole sales process to ensure that it is designed to fulfil the organisation’s expectations.

Content:

• How the whole sales process is designed
• How to fulfil the organisation’s expectations

Coaching

It is clearly not enough to tell people what they have to do, and then reward them if and when they succeed. The limitations of this short-term approach are severe. It limits people to taking action only when they are told and destroys individual initiative and innovation. People will rarely be able to correct their own performance errors or deficiencies.

Everyone brings their own preferences to work, and their interpretation of what is or isn’t important. The coach's role is to understand the individual's frame of reference, then in partnership with that individual, provide enough questioning, practice and feedback to enable him or her to achieve the desired outcome. On-going, focused, intentional practice helps us all to be more aware and effective.

Content:

• How to inspect the process (quality) and measure the results (quantity)
• How to coach in your new customer relationship value system
• How to ensure that consistent skills and processes are pervasive

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