- Vice Chairman, Global Head of Technology, Media and Telecom - CTPartners
- Managing Partner & President of Leadership Services - Heidrick & Struggles
- Managing Partner - Korn Ferry
- SVP Sales - Software Publishing Corporation
- Director - IBM Channel Operations
- All 7 Best Practices
- Pre-Call Discovery Process
- One-on-One Call with Expert
- Session Summary Report
- Post-Session Engagement
Sales Management - Improving Managers and Teams
- Sales results are not keeping pace with the expectations of management and investors quarter over quarter.
When this occurs there is a feeling of losing ground against competitors. Management sees that the net number of new customers is down and your organization is not growing the installed base.
- The sales force suffers from high attrition.
Half of your sales force you are glad to see go (they were brought on board as a result of poor hiring practices). The other half are talented sales people who are unhappy because of problems with their immediate manager, poor recognition, and failure to see growth opportunities. Sales management spends too much time recruiting and training. Plus the departure of experienced sales people makes it hard to make quarterly goals.
- Customer satisfaction with the sales force is low.
Poor customer satisfaction is reflected in low measurement scores in surveys and follow-ups, as well as poor retention and renewal rates. There is a tendency for the sales force to oversell or undersell.
- Sales managers are poorly prepared to manage.
Sales managers rise to their position from out of the sales ranks, but are usually given very little additional training. Most are naturally good at selling, but don't have a system that they can teach someone else. There is a tendency to confuse activity with productivity, and confuse shooting the bull with effective communication.
- Sales groups do not meet revenue targets on a consistent basis.
The sales organization has weak pipeline management and can’t predict the business. The management team feels as though the VP of sales doesn't understand the business and has no confidence in the VP’s numbers.
- The sales win/loss ratio is declining.
Your sales people are seen by customers as unresponsive, lacking product knowledge, having short-term focus, and not listening to customers enough to deeply understand their requirements.
- Start-ups face the difficulty of building a sales organization from scratch.
Since start-ups are building from the ground up, they have many new people to train. Start-ups face the question of how they can develop effective processes and procedures and then train everyone to use them.