Part V SALES FORCE ACTIVITIES - PowerPoint PPT Presentation


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I guess we just tend to spend most of our time on our problems. ... that by pulling together, you can make the situation work out right for everyone. ... – PowerPoint PPT presentation

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  • Chapter 9
  • Leadership

Figure 9-1 Leadership Skills
Leadership skills
Value Congruence
  • Jennifer, I thought wed have a little chat. I
    dont get the pleasure of just talking with you
    very often. I guess we just tend to spend most of
    our time on our problems. Good people like you
    tend to be taken for granted. This is your sixth
    year with us, right? I wanted to let you know
    that it has been a pleasure working with you over
    that time. Incidentally, I was a little surprised
    to hear that some of your customer reports have
    been incomplete. Some of the clerks have even had
    to call some of your people in order to fill in
    the missing information.
  • I told them that youre probably so busy out
    there getting us so much business that youre
    tired when it comes to the reports. But it would
    save us time and money if you could be more
    complete. Im sure youll take better care of
    this in the future. Thats what gives me so much
    pleasure in dealing with pros like you. See a
    problem. Fix it. No big deal. Anyway, I know
    youll take care of it.

  • One day in the office, you overhear one of your
    salespeople being loudly abusive to a customer
    over the phone. Right after he slams the phone
    down, you mention That was a pretty heated
    exchange. Sounds to me as if you lost it.
  • Well, shes a pain. Shes always complaining
    about one thing or the other, none of which is
    important and often not true. On top of it all,
    shes rude.
  • I thought you were pretty rough, telling her
    that if she doesnt like how her orders are
    handled, she can take her business elsewhere.
  • She wont.
  • Thats not the point. We dont get nasty with
    customers. Next time that happens, and you start
    getting hot, I want you to tell the customer that
    youll look into the problem and get back to him.
    Hang up. Cool down. Find out what you need to
    know. And then call back. Do you understand? I
    dont ever want to hear a conversation like that

  • Describe what you see going on
  • We agreed youd make 16 calls per week. Youre
    averaging 11.
  • Describe how you feel about what is going on
  • Im puzzled, I cant tell from your reports what
    youre doing. Im frustrated because each time
    we have this talk you say you will live up to
    your end of the agreement.

  • Be precise in the change you want
  • One more time. I expect you to do what weve
    agreed on an average of 16 calls per week.
  • Mention the benefit of the change to the other
  • Living up to our agreement is the only way I can
    give you a good appraisal. And you cant afford
    more than one bad or mediocre appraisal

  • What does the other person see going on?
  • Yes, I know Im not making the 16 calls.
  • How does the person feel about it?
  • Im upset. In fact, Im furious. Weve been
    having all sorts of delivery and installation
    problems. It seems I spend half my time on the
    phone with the plant straightening out problems.
    Ive called you, but you always seem tied up.

  • What change does the other person desire in you?
  • I dont call you unless the problem is very
    serious. So I would like you to get back to me
    when Ive got a problem that I think it serious
    enough to bother you with.
  • What are the benefits of the change for the other
  • There are at least two. I produce better,
    because I have time. And the company has better
    customer relations, because I know that other
    people in the field have also experienced my kind
    of problem.

  • Assessment - examination of the customer
    environment in which the company operates.
  • Redesign - initiatives based on three
    interrelated tasks
  • Customer orientation - know customer buying
  • Sales strategy - deployment of sales resources
    and buyer segmentation.
  • Selling processes - determined by the segment of
  • Measurement - determine the indicators of
    successful change.
  • Sales Support Programs - programs to support and
    reward implementation of the change program.
  • Implementation Strategies - pilot test programs.

How Change Oriented are You?
Instructions To find out to what degree you
like change, use the following scale in
responding to the following eighteen statements.
There is no right or wrong answer. Rather, the
intent is to help you explore your attitudes
toward change. SA Strongly Agree A
Agree ? Undecided D Disagree SD
Strongly Disagree
How Change Oriented are You?
How Change Oriented are You?
How Change Oriented are You?
How Change Oriented are You?
Scoring Give yourself the following points for
each circled response. SA 5 points A 4
points ? 3 points D 2 points SD
1 point Interpretation Total your scores for
all responses. The higher the score, the more
willing you are to be innovative and welcome
change. A score of 72 or greater is high a score
of 45 or less is low. Innovative people like to
create change non-innovators have a tendency to
maintain status quo.
Figure 9-2 Four Leadership Styles
Supportive Behavior
Directive Behavior
Figure 9-4 Internal Systems of a Group
Leadership Factors in Sales Management
  • Sales Team
  • Activities
  • Interaction
  • Norms
  • Sentiments
  • Situation
  • Task structure
  • Time pressure
  • External system

Salespersons Behavior
  • Salesperson
  • Professional maturity
  • Needs
  • Goals
  • Relationship with manager

Jose Guerrilla
  • You are the boss with the title, rank,
    experience,and all the
  • accountability that comes with the job. You have
    the feeling that your salespeople are not
    following many of your orders. You wonder if you
    are becoming paranoid. Although you are the
    formal leader, an informal leader has emerged.
    Its Jose Guerrilla.
  • Deliberately or not, he has become influential,
    even playing amore dominant role than you. Jose
    is one of your top salespeople, but is behaving
    like an underground rebel. The groups overall
    performance is quickly dropping. Is there a
  • You must correct the situation soon. You do not
    want to lose Jose, he is a valuable salesperson,
    besides you really like Jose. Ground rule 1,
    you have got to turn the situation around. Why
    did an informal leader emerge? How do you handle
    Jose? What can you do to prevent this from

  • Get the group together and remind them that you
    are the boss. Tell them like it or not the
    ignoring of your orders must and will stop.
  • Take Jose aside and tell him you appreciate the
    help in managing the group. Tell Jose that by
    pulling together, you can make the situation work
    out right for everyone.
  • Let nature take its course. Sit back and let
    Jose make a big mistake that will cause him to
    lose favor with the group.
  • Take time to get to know Jose. When you know his
    career objectives you will probably find that he
    is not after your job. Use Jose to make your
    communications between yourself and the group
    more efficient.
  • Talk to each member of the sales team separately.
    Let them know that you know what is going on and
    that it is tantamount to insubordination.

PROS CONS Jose Guerrilla
  • Appeals to the authoritarian manager but
    disregards the possibility that the problem is
    that your interpersonal communication skills are
    to blame.
  • Jose may not admit to being the guerrilla, but if
    he does and accepts the bribe that you offer, the
    possibility that another member of the group will
    assume the role cannot be ruled out.
  • Highly risky and puts your rear in the frying pan
    as well as Joses.
  • Jose could become a valuable link between you and
    your team and possibly help you define
    interpersonal problems and help you suggest
    possible solutions.
  • This solution might work with an unschooled or
    unskilled labor force but not with the highly
    productive members of your sales team.

Effectiveness in Selling New Ideas or Programs
  • Are the Following Statements True or False?
  • You should try to sell an idea to the "natural"
    leaders first.
  • Thoroughly explaining the reasons for a change
    will invariably turn resistance into cooperation.
  • Getting to know your people well is one of the
    best ways to obtain control over their resistance
    to change.

Effectiveness in Selling New Ideas or Programs
  • Are the Following Statements True or
    False? (Continued)
  • It's usually better to hold a meeting to address
    the entire sales force about a change that will
    affect them.
  • You should inform your sales force as far in
    advance as possible about changes that will
    affect them.
  • When you propose a program or an idea, you are
    unlikely to encounter resistance except on the
    most important issues involved.

Additional Suggestions for Coaching Salespeople
  • Instead of criticizing them, repeatedly tell
    salespeople what you like about their
  • Help salespeople improve by giving them how to
  • Insist that salespeople evaluate themselves in
    order to develop their evaluative abilities
    regarding their own work habits and performance.
  • Ask questions to ensure the salesperson is
    actively involved.

Additional Suggestions for Coaching Salespeople
  • Make the most of resources that are available to
    you, such as special training materials and so
  • An agreement between you and the salesperson
    should be arrived at regarding corrective actions
    to be taken.
  • Keep records of specific standards of
    performance, including how performance will be
    measured and by what date.
  • The salesperson should be shown these records
    when they are written to avoid any

Table 9-1 Sales Managers Rankings of the Causes
of Plateauing Among Salespeople
Hot Shot
  • When asked the question, Are you a winner? Hot
    Shot answers, Well, how did you know? When
    dealing with this type of personality it is best
    to keep a cool head.
  • Although she is a top salesperson, meeting or
    beating quotas, she is clearly a victim of tunnel
    vision. High productivity is a great asset to
    have in an employee, but she believes that this
    asset alone is reason for a managerial position.
  • Hot Shot has heard an incorrect rumor that a
    district sales manager position is opening and
    believes that she deserves the job. She shows no
    tact in letting everyone know her feelings.
    History has shown that although she is an
    excellent salesperson, she is quite a loner. In
    your opinion she isnt ready for a job with the
    responsibilities of a district sales manager.
    You have a reputation of being fair and rewarding
    outstanding achievements.

Hot Shot
  • There is not need to change your style now, but
    you have just received a letter from Hot Shot.
    She is very direct and states, I have worked
    long and hard for this company and have always
    been the top salesperson. I have no complaints
    at all about salary, or the commission and bonus
    plans. I want you to recognize that I feel I am
    totally ready for a sales managers job, the next
    one that opens up. It is important for me to
    tell you that if this company cannot use my
    talents, I have only one choice to make. What
  • The letter enrages you but you realize that you
    cannot fire her or give her a job that does not
    even exist. In fact it is your job to keep her
    self-esteem and energy as a salesperson intact
    since your job depends on the productivity of
    your sales force. Your boss wants to know
    exactly how you are going to handle this one.

  • Make a sincere promise to Hot Shot that she will
    get the next manager's spot that opens.
  • To give Hot Shot more recognition you send her
    and her husband to the national sales convention
    with the company picking up the tab.
  • Do not let the other salespeople think you give
    into ultimatums. You consider the letter as a
    letter of resignation and let Hot Shot go.
  • Make special managerial training available to the
    sales group. Tell Hot Shot that when an opening
    becomes available her excellent sales record
    along with the techniques learned in the course
    will place her among the top applicants.

  • Hot Shot has every reason to take your promise
    seriously a problem that arises if at the time a
    position opens you think another member of the
    sales team is better suited for the job.
  • Some will consider this industry bribery. Hot
    Shot could construe this to be an insult since
    she clearly stated that she was happy with the
    money and benefits she was already receiving.

  • A good sales manager is as hard to find if not
    harder to find than a good sales representative.
    If you allow Hot Shot to leave, one of your
    competitors will doubtless hire her immediately,
    leaving you with a stronger competitor and a
    weaker sales team.
  • Probably the best choice. You explain to Hot
    Shot that the criterions used to choose the next
    sales manager will include sales record, group
    interaction, and effort put forth in seminars,
    workshops, home study, and night courses.

Termination Suggestions
  • Establish a paper trail.
  • Reasons for termination should be specifically
    spelled out.
  • When possible, offer an attractive severance
    package and outplacement services.
  • The firing session should be brief.
  • The firing session should be held at the
    beginning of the week.

Table 9-2 Women in Sales Percentages by Industry
Harassment Suggestions
  • Conduct yourself professionally.
  • Dress appropriately.
  • Be cautious when drinking at business functions.
  • Dont listen to sob stories.
  • Avoid being alone when possible.
  • Use independent transportation.
  • Trust your instincts.