Download The Sales Manager's Desktop Guide by Mike Gale, Julian Clay PDF

By Mike Gale, Julian Clay

A prepared reference for concerns confronted through revenues managers, this booklet info revenues making plans, account administration, dealing with the sale, construction relationships, motivating the workforce, coping with swap, and revenues objectives management.

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You can also use the opportunity to encourage the person to suggest their own plan of action. • Let the individual get on with the task and encourage them to take the initiative. Step 4 • Plan a way to monitor the individual’s progress. This can be done by agreeing specific times in the day (or during the week) when you will be available for questions. Your focus should be on providing support,not apportioning blame. Your role is to resolve problems and to reinforce success with praise. 24 Leadership c h a p t e r 1 Different ways of delegating How you monitor a task will depend on: • The nature of the task • The individual’s level of experience • Your preferred leadership style.

This will depend on your judgement as to whether the individual can still cover their existing area effectively and cope with the added responsibility. This will help them cope with the pressures they may face in their role. 33 Sales planning c h a p t e r 2 There are two areas to consider when deciding how to manage a sales territory effectively. 1. For example: • The size/geography of their territory • Journey times • How many companies they should see in any day, week or month. 2. For example: • Which accounts to prioritise on (and grading them to predict their potential) • Spending the correct amount of time with an account.

This will affect their attitude to your company’s products and their desire to buy. These include: 1. A Customer – Someone who is currently using your company’s products/services. 2. This would normally be up to six months (depending on how long your sales cycle is). A prospect can also be an existing customer, looking for additional/alternative products or services! 3. A suspect may be interested in your products/services but no agreement to buy from you or from a competitor has been given. For example,their main area of focus could be on product application, value for money or service.

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