The Accidental Sales Manager: A Survival Guide for CEO's, Owners, and Presidents Who Find Themselves Managing Salespeople

The Accidental Sales Manager: A Survival Guide for CEO's, Owners, and Presidents Who Find Themselves Managing Salespeople

by Suzanne Paling

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Product Details

ISBN-13: 9781599183985
Publisher: Entrepreneur Press
Publication date: 10/06/2010
Pages: 240
Product dimensions: 9.20(w) x 11.80(h) x 0.63(d)

About the Author

Suzanne Paling is the principal consultant of Sales Management Services, founded in 1998. She has more than 20 years of experience in sales, sales management, and sales consulting. Working with both field and inside sales organizations, she has helped clients in a vast number of industries including software, construction, medical, telecommunications, manufacturing, delivery, and recruiting.

Table of Contents

Part 1 Preparing for the New Hire 1

1 Understanding Sales Management in Small Companies 3

The Company President 6

The Sales Buddy 7

The Human Resources Professional 8

The Sales Manager 8

The Politics of Orientation 10

2 Organizing the Sales Department 11

Welcoming the New Hire 14

Completing and Presenting the Compensation Plan 14

Establishing New Hire Orientation 15

Creating a Sales Toolkit 16

Assembling Marketing Collateral 16

Setting Realistic Goals 17

Calling on the Largest Accounts 18

Providing Sales Skills Training 18

Tracking Progress and Performance 19

Sponsoring Motivating Sales Contests 20

Conducting Performance Reviews: The 30-Day Review 20

Conducting Performance Reviews: The 60-Day Review 21

Conducting Performance Reviews: The 90-Day Review 22

Offering the New Hire a Full-Time Position 22

Completing Orientation and Moving on to the Next Phase 23

3 Welcoming the New Hire 25

The Orientation Package 26

The Work Area 28

Dollars and "Sense" 30

The Virtual Sales Representative 30

4 Completing and Presenting the Compensation Plan 33

Be Realistic, Not Optimistic 34

The Compensation Plan 37

Getting Feedback 40

Be Prepared to Negotiate 42

Include the Current Staff 42

Creating a Compensation Plan 43

5 Establishing a New Hire Orientation Program 45

Getting Buy-In 47

Money Talks 48

Include Sales Representatives 49

Orientation 50

Engineering 50

Accounting 51

Your Orientation Program 52

Importance of Goals 57

Lunch 58

Be Flexible 58

Detractors 59

Small Companies 60

The Mistake-Free Orientation 60

Part 2 Setting Expectations for the New Hire 63

6 Creating a Sales Toolkit 65

History 68

Getting Started 69

The Introduction 71

Correspondence Templates 73

Qualifying Questions 75

Interview Questions 76

Customer Objections and Responses 77

Closing 78

Trial Close 80

Buying Signals 81

Formally Ask for the Business 81

Overall Benefit 82

7 Assembling Collateral Material 85

Product Knowledge 86

Competitive Data 89

Competitive Fact Sheets 91

Frequently Asked Questions 92

The Proposal 95

Writing the Proposal 96

The Importance of the Cost-Benefit Section 101

Final Thoughts on the Proposal 103

Company History 103

Completing the Toolkit 106

8 Setting Realistic Goals 109

Finding the Right Number 110

Getting Started 110

Setting Productivity Goals 111

Lack of Data 114

No Staff 115

Under- /Over-Performing 115

Ironies in Sales 116

9 Calling on the Largest Accounts 117

Competitors 118

Account Information 119

Revenue History 120

Speaking to the Relevant Players 123

Handling of the Account 123

Introducing the Sales Representative 125

The First Sales Call 126

The List of Questions 127

A Sales Pitch 129

10 Providing Sales Skills Training 131

History of Sales Training and Assessments 133

The Sales Personality 134

The Assessments 135

Sales Training 139

Organizational Fit 140

11 Tracking Progress and Performance 143

The Daily Call Report 145

The Productivity Report 147

The Pipeline 149

The Sales Forecast 156

The Long-Range Sales Forecast 160

The New Hire 163

Additional Reports 164

12 Sponsor Motivating Sales Contests 165

Negative Attitudes 168

Money vs. Gift Certificates 169

Long vs. Short 170

It's Not Just Money 171

Additional Benefits 173

Prove Out the ROI 174

Part 3 Evaluating the New Hire 177

13 Conducting Performance Reviews: The 30-Day Review 181

Reviewing the Salesperson 181

Inflated Opinions 182

Criticism Only 183

Unsure of Where They Stand 183

Lack of Experience 184

Importance of Performance Reviews 186

The 30-Day Review 187

Conducting a Review 194

Final Thoughts 196

14 Conducting Performance Reviews: The 60-Day Review 197

Performance Criteria 204

The Salesperson at 60 Days 206

15 Conducting Performance Reviews: The 90-Day Review 209

Long Sales Cycle 214

The 90-Day New Hire 214

Then vs. Now 215

Part 4 The Next Phase 217

16 Offering the New Hire a Full-Time Position 219

Making an Offer 220

Mark the Occasion 221

Termination 222

On the Fence 223

Set Expectations 225

Candidate's Opinion 226

Make a Bet 227

17 Completing Orientation and Moving Forward 229

Changing Relationships 231

A Different Relationship with the New Hire 232

Future Initiatives 233

The Current Staff 236

Reality Check 237

One Step at a Time 237

Involving Everyone 242

18 Creating a Sales Culture 243

Sales Culture 244

Negative Sales Culture 244

Positive Sales Culture 244

Office Environment 245

Sales Personnel 245

Business Executive 246

Other Departments 246

In Conclusion 247

Glossary 249

Index 255

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