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Sales Management is the most important job in sales, but how many sales managers manage in practice?
A ratio too Large sales managers are just high best sellers with titles, rather than the managers of sales performance.
When Sales Managers have come from
Most sales managers began to be sellers and there is nothing wrong with that. They have also been star performers in sales and there is nothing wrong with that. However, there is something wrong to think that someone who has been a top seller will automatically become a star director of sales. The two jobs are completely different.
The role of sales management
Management Sales is responsible for creating outstanding sales results through the actions of the sales team. Sales management is about creating the supportive environment in which Sellers will flourish and give their best. Unfortunately, sales managers spend much of their time selling to their customers and do not spend enough time managing performance of others.
How do sales managers spend their time
If you ask how sales managers spend their time, usually you will read: spend most of their time actually selling to the rest of his time spent in meetings either internal or by the administration. When asked how much time they spend watching their sales staff, coaching skills or discuss its strategy to account for their most important customers are all silent. The sad truth is that the average sales manager spends very little time for activities that are most responsible for the sales performance of your sales team.
Identification of the "media" and "ends"
Sales managers are normally so keen on the results of monitoring sales. They know it is the goal and that is not. What they are however less is good to know the reasons why which some vendors do much better than others. Sales managers are good in the control of Ends – the results, but are less good in the management of Media – How establishing these results.
The identification of the secrets of the best sellers
The only way to identify key elements of sales performance is to spend some time with the best vendors and identify what they do: How involved with their clients, how build credibility and trust and how to present what they have to offer.
Then spend some time with vendors and compare them the difference. This simple analysis to identify some of the key skills and techniques that top salespeople use them apart from average performers.
Passing average selling performers in Stars
The next job of sales management is to transfer skills is key Star performers in for all the sales team. This is not possible in all cases, but even small improvements in the performance of each vendor to make a big difference general performance of the team. These simple steps have identified the key factors in sales performance and created an outline development plan for each Member of sales team – all a good start for a sales manager.
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Rennie Gould is the founder of Customize, a specialist training & consultancy organisation working in sales, sales management & b2b marketing.
Rennie has worked in the UK, Europe, The USA, Canada & the Middle East with clients such as Nokia, Mercedes-Benz, AXA Insurance, Pirelli, Royal Mail, Barclays and Natwest in developing their sales & marketing capability.
He was formerly marketing research manager at Ford of Europe & helped set up the CRM practice at BT Consulting.
Rennie has an MBA from Cranfield Business School & has spoken at a number of international conferences on sales, sales management & marketing issues.
