The Strategic Perspective
Understanding the strategic intent of your firm
Applying models and tools used in strategic planning
Recognising the impact of "street smarts" in strategic thinking
The Sales Organisation as a Brand
Developing sales team satisfaction measures
Measuring customer service gaps
Measuring the value of "value-added"
Financial Aspects of Sales Management
Measuring the profitability of market segments and customers
Performing financial benchmarking of your sales organization
Building and Managing the Account Portfolio
Initiating systems to identify key, target, maintenance, and "why bother" accounts
Developing appropriate sales strategies for each customer category
Building internal systems to support the value proposition
Allocating selling resources for maximum return on investment
The Seller's Planning Responsibility
Implementing market plans at the territory level
Devising key account plans
Using tools to facilitate: Sales Force Automation (SFA) and Customer Relationship Management (CRM)
The Market Plan
Understanding the marketing/sales interface
Recognising the purpose of the market plan: "Focus and Own"
Interpreting the market: segmentation analysis tool
Constructing the go-to-market strategy
Structuring the Sales Team
Identifying sales success drivers
Forming the "Balanced Sales Team": roles and functions
Using structural criteria: effectiveness, efficiency, and flexibility
Understanding selling process models for value creation: transactional, consultative, and enterprise
Owning or renting the sales channel
Programming Sales Performance
Developing sales leadership behavioural competencies
Sizing the sales team
Understanding the hiring/training trade off
Understanding Buying Behaviour
Recognising customer purchasing models
Fostering the one-to-one environment
Implementing organizational buying
Selling through distribution
The Sales Team Audit
Understanding the issues in a turbulent economy
Recognising barriers to success and developing strategies to overcome them
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