Intro to sales administration v1 0

FIL Sales Management

Learning & Development Program

Objectives

After this workshop participants will be able to:

Define the process of sales Management

List the sales management check list

Recognize the 10 top mistakes of sales managers

Content

The topics to be discussed are:

Sales Management Process

10 top mistakes of Sales managers

Group Work

• What Sales Management tasks do you perform in the office as an Sales Manager/ Team Leader?


Planning Staffing Training

LeadingControlling

Planning

• The conscious, systemic process of making decisions about goals and activities that an individual, group, work unit, or organization will pursue in the future and the use of resources needed to attain them.

FIL Sales Planning

• Where is the business?• Where are the public servants?

Sales Territories

• How can I reach them efficiently?• Where should the mobile trip go?

Sales Routes

• Which sales team should be in what territory and on what route?

Sales Team Assignment



LeadingControlling

Staffing

• Activities undertaken to attract, develop, and maintain effective sales personnel within an organization.

Group Work

• What tasks should you do to attract, develop, and maintain effective sales executives and team leaders within a Sector or PayPoint?



LeadingControlling

Training

• The effort put forth by Sales Manager to provide the salesperson job-related culture, skills, knowledge, and attitudes that result in improved performance in selling.

FIL Sales Training

• FIL Sales Process• Operational Errors & Fraud• Frequently Asked Questions

Product Knowledge

• Traditional versus consultative selling

Selling Skills

• The three pillars of customer satisfaction • Product/Convenience/Human

Customer Service Skills



LeadingControlling

Leading

• The ability to influence other people toward the attainment of objectives

Group Work

• What will you be doing different in your offices after the “Leading your team Course”?



LeadingControlling

Controlling & Evaluation

• Monitoring sales personnel’s activities, determining whether the organization is on target toward its goals, and making corrections as necessary.

Controlling & Evaluation

• Review of Disbursements by:– Team Leader– Sales Executive–Mobile Trips– Territory– Institution

• Are we on target?



LeadingControlling

FIL Sales Manager’s Checklist

Sales Manager’s ChecklistYour People

• General periodic discussion & review

• Goals & expectations understanding

• Sales skill training• Motivation &

inspiration

• Knowledge training (product/ service/ industry)

• Recruiting• Promotions/ new

roles/ new positions

• Performance reviews

• Recognition

Sales Manager’s ChecklistOperational Issues

• Sales Activity – Affordability/ mobile trips etc.

• Disbursement Analysis (team leader/ sales executive/ territory/ institution)

• Sales process review

• Sales communication review & distribution

• Before-and after-the-sale review (processes)

• Lead generation (new areas?)

• Barriers to remove from sales efforts

Sales Manager’s ChecklistYour People

Self Development• Management skills• Additional

contributions

External Relationships• FIL Admin review• Top competitor review

FIL Sales Management Checklist

• Your people• General periodic discussion &

review• Goals & expectations

understanding• Sales skill training• Motivation & inspiration• Knowledge training (product/

service/ industry)• Recruiting• Promotions/ new roles/ new

positions• Performance reviews• Recognition• Self-development• Management skills• Additional contributions

• Operational issues• Sales Activity – Affordability/

mobile trips etc.• Disbursement Analysis (team

leader/ sales executive/ territory/ institution)

• Sales process review• Sales communication review

& distribution• Before-and after-the-sale

review (processes)• Lead generation (new areas?)• Barriers to remove from sales

efforts• External relationships• FIL Admin review• Top competitor review

FIL Sales Manager’s Checklist

10 Mistakes of Sales managers

10 Mistakes of Sales managers#1

• Fail to shift from “super salesperson” mode to managerial mindset

• Learn what it takes to be an effective sales manager


• Continually fight fires

• Firefighting comes from a lack of priorities and failing to look for the underlying causes of recurring problems


• Leave staff to sink or swim on their own

• The #1 priority of a sales manager is to coach the skill and will of the sales team


• Ignore the importance of performance standards/get blindsided by poor performance

• Observe your best salespeople to define what they do specifically to achieve sales excellence


• Fail to leverage the strengths and resources of your team’s top producers

• Help your “strong men” become role models



• Spend too much time working with the bottom 20%

• Focus on middle performers as “emerging contributors”—improving their performance will have a bigger impact on the bottom line than trying to bring underperformers up to minimum standards


• Allow senior salespeople to get stuck in a de-motivated mode

• Help reenergize experienced but complacent reps; get them to “step up”


• Be inconsistent in recruiting and hiring

• Develop a rigorous hiring process—your next new hire is the future of your team


• Assume your sales reps will figure things out the same way you did

• Avoid the temptation to leave people on their own; provide regular feedback and coaching to your reps


• Hang on to low producing salespeople for far too long.

• Set minimum standards, and then enforce standards by managing poor performers either up, or out the door.
