MANAGEMENT
To drive growth, concentrate your ef- forts on these four key areas.
It may seem obvious,
but salespeople respond to competition and
challenge.
1. LOOK AT THE NUMBERS It may seem obvious, but salespeople respond to competition and challenge. Each rep needs metrics to achieve.
How are they doing in meeting those metrics? If they’re falling short, or maybe just hitting the mark, consider a gamification program. Gamifica- tion is simply taking the principles of games (e.g., competing, winning, rules) and applying them to another area such as sales performance. Implementing a sales contest can
create friendly competition among your reps that will drive them to improve. The beauty of sales is there is a natural transparency around performance and results. Gamification capitalizes on that transparency and leverages it to grow your reps and your revenue.
How to Improve Sales Results AUSTIN ROLLING
Effective sales leaders understand that sales team behaviors are a major influence on sales results. They know how important it is to encourage and reinforce productive behaviors across the entire team. In addition, sales leaders routinely challenge salespeople to push beyond comfort zones and hold the entire team accountable for their performance. By doing this, effective sales leaders put in place the environment for substantial growth opportunities.
16 | MAY/JUNE 2020 SELLING POWER © 2020 SELLING POWER. CALL 1-800-752-7355 FOR REPRINT PERMISSION.
2. PROFESSIONAL CHARACTERISTICS Professionalism is about more than just a dress code and a handout on ethical behaviors; it’s also about effective time management. Effective time manage- ment can drive revenue growth by allocating more hours in the week to productive calls or calls where there’s a higher possibility of a close. Judging how a rep does in manag- ing time is more than ensuring they plan out their week. A common allo- cation of a sales professional’s time is client engagement (and preparing to engage clients), but how many times has a sales rep spent hours prepping for a call only to have a no-show on the other end?
This is bound to happen at some point. An effective sales manager will teach the team how to respond profes- sionally by following up and acknowl- edging the missed appointment and dealing with the fallout by a) making another appointment or b) digging deeper to find out why the meeting got cancelled. Communicate in a way that brings attention to the prospect’s absence but also displays empathy
MARGOE EDWARDS /
SHUTTERSTOCK.COM
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39
