cracking the sales management code – improved sales performance through better sales management

Cracking the Sales Management Code

Improved Sales Performance through Better Sales Management

Tom Disantis

An Innovative Sales Leader

• Assigned Territories

• Defined Sales Processes

• Assigned Quotas

• Trained Salespeople

• Held National Sales Meetings

• Paid Commissions

• Ran Sales Contests

John Henry Patterson

1844–1922 What did he forget?

Times, They are a-Changin’

Our Reps

Our Managers

Our Customers ?

Sales has Radically (and Quickly) Transformed

Then v. Now

FOCUSED ON OUTCOMES

FOCUSED ON… WHAT?

Sales Management Then…

Sales Management Now…

An Intense Job

Sales managers face many pressures daily

Pressure from Above

Pressure from Below

Pressure from Within

• Reporting & Analytics

• Forecasting

• Fielding rep requests

• Activity tracking

• Helping with customer issues

• Scratching the sales itch

• Hitting sales goals

• Urgent v. Important

The Real da Vinci Code

Leonardo da Vinci

Simplicity is the

ultimate sophistication.

A Brief Introduction

• Focus on Sales Management

• Advancement through Research

• Sales Methodology Neutral

• We Simplify to Achieve Results

Vantage Point’s Four Pillars

I don’t have less to do now, but I’m no longer rushed to

do it. I now have time to do what I am supposed to do.

Sales Manager, Medical Equipment Manufacturer

Starting from Scratch...

306 Pieces of Chaos

The Critical Question

Getting this Right is the Key

Can Sales Managers Manage this?

Can Managers Manage this?

Some YES

Can Managers Manage this?

Some NO

Can Managers Manage this?

Some Maybe

A Framework Emerges

Critical Differences Exist

Sales Rep and Manager activities that

can be proactively managed

Intermediate objectives that can be

influenced, but not directly controlled

Organizational outcomes that can

not be ‘managed’ whatsoever

Step 1: Build the Right Path for Success

Identify the Activities that Yield Results

Link the objectives to relevant activities,

and manage them relentlessly.

Select and quantify the best objectives

that will lead to those results

Identify the results you want to achieve

A Few Examples

Reverse-Engineering Success

Create 1 each month

Review Quarterly

A Few Examples

Reverse-Engineering Success

4 calls/week to underpenetrated accounts

Review Monthly

Why Does this Matter?

Focus on Execution of the Activity

4 calls/week to underpenetrated accounts

Review Monthly

Step 2: Establish Management Rhythm

When, Where, and How to Manage these Activities

• Phone ?

• Office ?

• Field ?

• Online ?

Step 3: Formalize the Conversation

Establish a Deliberate Conversation with an Agenda, Inputs, and Outputs

Seeing it in action

Vantage Point Engages ABC Company

ABC wanted to increase revenue results

by > 20%

Vantage Point identified improving close rates as

the biggest objective to achieve growth results

Vantage Point found that early stage qualification

activities needed to improve dramatically

What a Difference an Hour Makes

The impact of focused sales management

This was the most practical training I’ve received as a sales manager.

Sales Manager, ABC Company

Then v. Now

FOCUSED ON OUTCOMES

FOCUSED ON… REP DECISION MAKING

Sales Management Then…

Sales Management Now…

The Task at Hand

Focus on Enhancing Sales Management

In Summary

• Simplify your sales managers’ jobs

• Build the right path: Results Objectives Activities

• Focus your managers intensely on the execution of those activities

• Formalize and reinforce a management rhythm

The Keys to Unlocking Your Sales Investments

For More Information

• Copy of this presentation

• Download first two chapters of “Cracking the Sales Management Code”

www.VantagePointPerformance.com/SAVO

Booth 1 @salescode

Thank you

For more information

SAVO Web Site: www.savogroup.com

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SAVO Phone: 312-276-7700