Interesting article covering areas like:
Develop an aggressive attitude towards sales growth
Generate leads
Stress daily achievements, activities and results
Respond rapidly to problems raised by sales or production
Sales Team Leadership Article <link updated to site home>
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From India , New Delhi
Hi all,
I have listed few points on Sales team Leadership.
Stay Focused on Making More Sales
Know Your Key Accounts
Ensure Effective Daily Planning That Is Acted Upon
Maintain Urgency
Build Better Forecasts
Creat Regular Improvement Opportunities
Manage For Success
Be Involved
Team Building


Ensure Effective Territory Organisation
Have Effective Financial Incentives to Support Your Leadership
Improve Recruiting
Deal Quickly and Effectively with Performance Shortfalls
Ensure Strong Coordination of Internal Operations
Improve Both Internal and External Service
Control Team Activities
:D :D :D

From India , Madras
Hi all,

Very specifically, Sales managers should be aggressive for his team to be aggressive, ultimately to develop an aggressive attitude towards sales growth

The issue is how to be aggressive. It is important not to be aggressive toward people. Towards people, the sales manager and the sales team should be gracious and polite but firm if necessary. To be aggressive is to be aggressive with the number of calls that are made in a day, with the problems that are solved, or with the creativity applied to gain the attention of that difficult prospect. Ideally, recruit salespeople who are hungry. It is not always possible, but try to give each individual a reason why he or she should put in the necessary intensity of effort. The reason may be personal financial goals (a holiday, house, motor vehicle, trip, boat, etc.) or pride and self-satisfaction. It all depends on the individual. The sales manager should stress the simple philosophy 'No one gets away'. Make this the aggressive attitude base of the team, backed by a gracious but firm approach to dealing with clients and prospects.

Generate Leads

Sales are the engine of the business. Without sales the business will collapse. It is essential to have before your sales team at all times business they are able to secure. This business can only come from existing clients or from securing new clients. Selling is a percentage business. See it as a funnel: prospects are put into the top of the funnel and closed sales come out of the bottom. With no improvement in the sales processes of your team, merely putting more prospects into the top of your funnel will result in more sales coming out of the bottom. The nature of those prospects, how you secure them, and the effort you need to make to qualify them will all depend on the precise nature of your business. If you have a brand-new product that you're placing on the market for the first time, and you have an idea of the type of customer that will use that product, but not a precise idea, then you may adopt the general prospecting approach. That is, any company with, say, a certain minimum number of staff will be telephoned and asked for an appointment to discuss the product. Cold prospecting is the name of this particular game. An essential aspect is that you must secure an adequate number of prospects to feed your sales team. The sales manager must show aggression and vigor in establishing this management structure for the sales team and in securing an adequate number of suitable prospects. This is the sales manager's job

Stress daily achievements, activities and results

Your team should know its exact targets on a daily basis - how many new suspects they must contact per day, how many telephone calls that requires, how many prospects they must identify every day, how many service calls they must make each day, and how many sales they must achieve each day. Your sales team should know exactly what is expected of them. If necessary, a job description should be written for each salesperson listing their major responsibilities, including selling, customer service, pricing, credit records and reports, sales estimates, product specifications and expense control. There should be several key points under each of these headings that define the salesperson's job in your company. In addition, there should be various job performance standards. These should include quantitative effort standards and qualitative effort standards. This measures the amount of effort the salesperson is putting in. Under quantitative effort standards, you should list numbers of orders, numbers of calls per person per day, numbers of presentations per day, numbers of demonstrations per day, number of hours spent in the field per day, numbers of hours spent traveling per day, numbers of letters to prospects, numbers of telephone calls to prospects, and numbers of prospects under active development. All these things define and identify the effort the salesperson is putting in. Then there are qualitative effort standards - for example, use of sales aids, use of time, effectiveness in planning routes, limiting non-selling activities, handling objections well, closing well, following through satisfactorily, and so on. These are not so easy to quantify but are nonetheless important.

Then there are the measurements of results - that is, what is achieved - which again can be quantitative or qualitative- Quantitative results include sales volumes in dollars, sales volumes in units, sales volumes by customer, industry a product line, sales volume per order, sales volume per person per day, and average sales. Then there are gross profit criteria: gross profit in dollars per unit, by industry, by product line, by system, by order, by call, and so on. Qualitative results, on the other hand, include things like customers' satisfaction. Any or all of these measurements should be available for you to assess the performance of your sales team and for your sales team to assess their own performance. Set clear goals. Have clear methods of measuring and assessing performance against those goals. And have regular reviews of your team's performance. This is necessary to maintain urgency among your salespeople.

Respond rapidly to problems raised

Tensions must not be allowed to degenerate into political infighting, which is completely counterproductive. Be sure that all problems that, if resolved, would lead to improvements in the performance of the company, are dealt with quickly, objectively and effectively. As a manager, ensure that politics, or the tendency to blame some other division or party, is not exhibited by you when it comes to solving problems. In the event, for example, of a short delivery or poor-quality product, the first response should be to ensure that the customer is satisfied quickly. The second response should be to sit down and quietly and objectively identify what factors contributed to the problem in the first place. Resolving these factors will take much longer than correcting the customer's problem. Problems will occur, when such issues arise, if the sales manager tends to blame production. Your attitude is critical in providing an appropriate balance between maintaining effective tension and avoiding damaging political conflict.


:D :D :D

From India , Madras
Hi anyone here for replying? please introduce more sales and marketing friends. we need many views. Regards :D :D :D
From India , Madras

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