Selling and Sales Management are not the same job
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Transcript of Selling and Sales Management are not the same job
“7 of 8 companies failed to achieve profitable growth, although more than
90% had detailed strategic plans.”- Harvard Business School (Bain Consulting Study )
IS IT POSSIBLE TO ASSUME THAT THE REAL CHALLENGE, AND HENCE THE REAL DIFFERENTIATOR,IS EXECUTION?
Because growth is not ONLY about how your organisation sells…
BUT FIRST AND FOREMOST, IT’S ABOUT
THE SYSTEM THROUGH WHICH YOUR SELLING RESOURCES ARE MAXIMISED
Sales Management
THE SALES MANAGER IS ULTIMATELY THE
CUSTODIAN OF THE SYSTEM THROUGH WHICH YOUR SELLING RESOURCES ARE MAXIMISED
10:1LEVERAGE
Investing in sales management unlocks other enablement investments
Three assumptions that underpin the workshop…
1. Sales Managers should do the job they are hired to do – first
2. Sales Managers must focus on what they can influence
3. Sales Managers must constantly make a trade-off of where to ‘spend their R10’
If you want to control the number, you have to control the deals.
If you want to control the deals you have to control the people.
If you want to control the people, you have to enable sales managers.
[ ]The success of a team is directly proportionate to the quality,
consistency, and accuracy of the management and coaching
conversations between a sales manager and their people.
[ ]Sales Management is the Hardest Job in the
World
Three assumptions underpin this workshop…
1. Sales Managers should do the job they are hired to do - first
2. Sales Managers must constantly make a trade-off of where to ‘spend their R10’
3. Sales Managers must focus on what they can control
[ ]Principle 01:Selling and Sales
Management are not the same job.
Salespeople have little to no experience managing people
[ ]Principle 02:Hindsight costs too much
and creates too much noise
[ ]Principle 03:Metrics, metrics
everywhere -what can we control
Metric Mountain
[ ]Principle 04:No all metrics are the
same
Holistic performance formula
This gives us the SNAP organising framework
[ ]Principle 05:Plan Quarterly, Manage
Daily
[ ]Principle 06:Micro Management
is Micro Management
The Management Pyramid
[ ]Principle 07:The manager is
responsible for the environment they create
Driving Accountability
Define Expectatio
n
Measure
Expectation
Give Feedback on
Expectation
Determine Consequence and
Incentive
Accountability Matrix
[ ]Principle 08:Consistency drives
results
The critical question isIF CONTROLING
YOUR NUMBER MEANS CONTROLLING
YOUR PEOPLE, WHEN IS A GOOD
TIME TO START?