By Ronald Brown
This revised variation of the vintage that is been snatched up by means of approximately 25,000 beginner revenues managers deals new insights on adjustments in expertise, distribution, and the complexion of the trendy revenues strength. comprises sensible examples.
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Additional resources for From Selling to Managing: Guidelines for the First-Time Sales Manager
This is by far your chief responsibility. Of course you are concerned about a good sales volume and satisfactory profits, but you cannot achieve these without having developed men and women who can produce that volume and those profits. The moment you step up the line into management you step into the area of responsibility for people, for their growth and development. You are expected to provide the leadership under which your people will produce the sales and profits. Your success no longer depends on your own sales ability but on your capacity to help others to develop and grow in their jobs, to become more skilled and effective, and to perform better as sales reps.
Planning is a normal function of an orderly mind. The next step is to act in accordance with the plan at the appropriate time. Like every field sales manager, you have probably had the following frustrating experience. You've planned an important sales interview with one of your reps. Perhaps you've both spent considerable time reviewing exactly what you were going to say, only to have the sales rep divert the discussion to an entirely different subject immediately upon meeting the prospect. While there are, of course, situations where a plan must be discarded, ordinarily Page 7 the interview will be far more effective if it has been carefully planned and executed as planned.
Management is the complete and continuous repetition of the cycle. Omit any step and you will have confusion instead of management. Applying this cycle to your task as field sales manager, we find that you must (1) determine what you want each of your reps to accomplish; (2) select the most qualified reps and see that the work gets done; (3) check periodically on their performance; and (4) develop methods that will help them to function more effectively. The cycle is equally applicable to the planning for and development of key accounts (see Chapter 2).