Last week, I wrote part 1 of this 2-part blog post article about what kind of substance there is between sales managers and salespeople. The conclusion was that there is often nothing of significant substance.
First, there was the typical revenue targets, which are important, but not enough by themselves to improve sales efforts across an organization.
Second, there were ?stories?. When the manager asks ?how?s it going? in a very general way, then any answer that sounds good will do. The only thing worse than a low benchmark is none at all.
What?s missing here is the substance of selling; the stuff that the salespeople should be doing to get to a sale. As readers of this blog and my books well know, we?re talking about a metrics based sales process that has been customized for each salesperson.
Why is this so important for effective sales management and the growth of a sales organization? When salespeople are clear about what steps they need to take to get a sale, and managers are also clear about those steps, then discussions about those steps can (and should) be the substance of the sales manager / salesperson relationship.
When a sales process is well developed and agreed on, sales managers can discuss lead sources, prospecting methods and efforts, qualification issues, needs analysis, proposals, objections, negotiations and closing with respect to individual opportunities.
They can also discuss the opportunities in aggregate, otherwise known and pipeline. They can work with salespeople on the parts of their pipelines that are disproportionately full or empty ? a great indicator for coaching needs:
- Lots of proposals and not enough deals might be a needs analysis or qualification problem, or maybe the wrong leads are being targeted.
- Not enough proposals might be a problem related to prospecting efforts, methods or tactics.
- Excessive discounting might indicate a problem with needs analysis and value creation, or negotiation.
You get the point.
These are substantial sales issues that an experienced manager can help the salesperson with, but only if they have the information from which to do so.
A well developed and customized, metrics based sales process is the source of that information. It is the tool that can get sales management efforts beyond the empty and far too typical ?So how?s it going, and did you hit your numbers? weak effort that most managers make, and which keeps most sales organizations from growing to their full potential.
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Source: http://www.rewiringbusiness.co.uk/sales-management-and-the-sales-process-part-2/
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