Slides from the 2-day, Practical Sales Management course by Richard Mulvey http://www.richardmulvey.com

2. Practical Sales
Management
By Richard Mulvey

3. Buzz Groups

4. Buzz Groups
What are the challenges
of managing a sales team

5. Practical Sales Management
What are the challenges in
Sales Management?

6. Practical Sales Management
What are the challenges in
Sales Management?
Motivation

7. Practical Sales Management
What are the challenges in
Sales Management?
Motivation
Control

8. Matching the team
to the
Product/Buyer/Market

9. Practical Sales
Management
By Richard Mulvey
Matching the team
to the
Product/Buyer/Market

10. Practical Sales Management

11. Practical Sales Management
The Hunter

12. Practical Sales Management
The Hunter
The Farmer

13. Practical Sales Management
The Hunter
The Farmer
The Farmer’s Wife

14. Practical Sales Management
Understanding
your Customer

15. Understanding your Customer
Market Purchaser Types (The Quadrant Solution - Howard & Cox)

16. Understanding your Customer
Market Purchaser Types (The Quadrant Solution - Howard & Cox)

17. Understanding your Customer
Market Purchaser Types (The Quadrant Solution - Howard & Cox)
New Product
Buyer

18. Understanding your Customer
Market Purchaser Types (The Quadrant Solution - Howard & Cox)
New System
Buyer
New Product
Buyer

19. Understanding your Customer
Market Purchaser Types (The Quadrant Solution - Howard & Cox)
New System Established
Buyer System Buyer
New Product
Buyer

20. Understanding your Customer
Market Purchaser Types (The Quadrant Solution - Howard & Cox)
New System Established
Buyer System Buyer
New Product Commodity
Buyer Buyer

21. Understanding your Customer
Market Purchaser Types (The Quadrant Solution - Howard & Cox)
New System Established
Buyer System Buyer
New Product Commodity
Buyer Buyer
The Product Market Life Cycle

22. Understanding your Customer

23. Understanding your Customer
The New Product Buyer

24. Understanding your Customer
The New Product Buyer
Brand New Products

25. Understanding your Customer
The New Product Buyer
Brand New Products
Purchased by Technical Experts

26. Understanding your Customer
The New Product Buyer
Brand New Products
Purchased by Technical Experts
The Visionaries

27. Understanding your Customer
The New Product Buyer
Brand New Products
Purchased by Technical Experts
The Visionaries
The “Gateswingers”

28. Understanding your Customer
The New Product Buyer
Brand New Products
Purchased by Technical Experts
The Visionaries
The “Gateswingers”
Keep it simple

29. Understanding your Customer
The New Product Buyer
Brand New Products
Purchased by Technical Experts
The Visionaries
The “Gateswingers”
Keep it simple
The New System Buyer

30. Understanding your Customer
The New Product Buyer
Brand New Products
Purchased by Technical Experts
The Visionaries
The “Gateswingers”
Keep it simple
The New System Buyer
Inexperienced but “real” user

31. Understanding your Customer
The New Product Buyer
Brand New Products
Purchased by Technical Experts
The Visionaries
The “Gateswingers”
Keep it simple
The New System Buyer
Inexperienced but “real” user
Not looking for a wide range of features

32. Understanding your Customer

33. Understanding your Customer
The Established System Buyer

34. Understanding your Customer
The Established System Buyer
Much more experienced

35. Understanding your Customer
The Established System Buyer
Much more experienced
Looking for greater usage

36. Understanding your Customer
The Established System Buyer
Much more experienced
Looking for greater usage
Wants a choice of features

37. Understanding your Customer
The Established System Buyer
Much more experienced
Looking for greater usage
Wants a choice of features
Wants more control

38. Understanding your Customer
The Established System Buyer
Much more experienced
Looking for greater usage
Wants a choice of features
Wants more control
The Commodity Buyer

39. Understanding your Customer
The Established System Buyer
Much more experienced
Looking for greater usage
Wants a choice of features
Wants more control
The Commodity Buyer
Totally experienced with the product

40. Understanding your Customer
The Established System Buyer
Much more experienced
Looking for greater usage
Wants a choice of features
Wants more control
The Commodity Buyer
Totally experienced with the product
Purchase completely standardized, often delegated

41. Understanding your Customer
The Established System Buyer
Much more experienced
Looking for greater usage
Wants a choice of features
Wants more control
The Commodity Buyer
Totally experienced with the product
Purchase completely standardized, often delegated
Wants vast choice of features and brands

42. Individual Assignment

43. Individual Assignment
Choose one of your Products or Services and
identify it’s position on the product market
life-cycle. What type of Customers are
predominantly buying this product?

44. Understanding your Customer
Customer
Needs

45. Understanding your Customer
Customer
Needs
High Tech

46. Understanding your Customer
Customer
Needs
High Tech Low Tech

47. Understanding your Customer
Customer
Needs
High Tech Low Tech
High Trust

48. Understanding your Customer
Customer
Needs
High Tech Low Tech
High Trust Less Trust

49. Understanding your Customer
Customer
Needs
High Tech Low Tech
High Trust Less Trust
Less Price Competitive

50. Understanding your Customer
Customer
Needs
High Tech Low Tech
High Trust Less Trust
Less Price Competitive Highly Price Competitive

51. Understanding your Customer
Customer
Needs
High Tech Low Tech
High Trust Less Trust
Less Price Competitive Highly Price Competitive
No Experience

52. Understanding your Customer
Customer
Needs
High Tech Low Tech
High Trust Less Trust
Less Price Competitive Highly Price Competitive
No Experience Very Experienced

53. Understanding your Customer
Customer
Needs
High Tech Low Tech
High Trust Less Trust
Less Price Competitive Highly Price Competitive
No Experience Very Experienced
Few Features

54. Understanding your Customer
Customer
Needs
High Tech Low Tech
High Trust Less Trust
Less Price Competitive Highly Price Competitive
No Experience Very Experienced
Few Features Feature Rich

55. Understanding your Customer
Customer Needs

56. Understanding your Customer
Customer Needs
Need an
Emotional Appeal
from a Closing
Sales approach

57. Understanding your Customer
Customer Needs
Need Technical &
Application,
Purchase &
Delivery Support
from a
Consultative
Sales Approach
Need an
Emotional Appeal
from a Closing
Sales approach

58. Understanding your Customer
Customer Needs
Need Technical & Need Purchase
Application, and delivery
Purchase & support from a
Delivery Support Relationship
from a Sales Approach
Consultative
Sales Approach
Need an
Emotional Appeal
from a Closing
Sales approach

59. Understanding your Customer
Customer Needs
Need Technical & Need Purchase
Application, and delivery
Purchase & support from a
Delivery Support Relationship
from a Sales Approach
Consultative
Sales Approach
Need an Need Price and
Emotional Appeal convenience from
from a Closing a Commodity
Sales approach Sales Approach

60. Understanding your Customer
Matching the right sales person
Need Technical & Need Purchase
Application, and delivery
Purchase & support from a
Delivery Support Relationship
from a Sales Approach
Consultative
Sales Approach
Need an Need Price and
Emotional Appeal convenience from
from a Closing a Commodity
Sales approach Sales Approach

61. Understanding your Customer
Matching the right sales person
Need Technical & Need Purchase
Application, and delivery
Purchase & support from a
Delivery Support Relationship
from a Sales Approach
Consultative
Sales Approach
Need Price and
convenience from
Closing
a Commodity
Sales
Sales Approach

62. Understanding your Customer
Matching the right sales person
Need Purchase
and delivery
Consultative support from a
Sales Relationship
Sales Approach
Need Price and
convenience from
Closing
a Commodity
Sales
Sales Approach

63. Understanding your Customer
Matching the right sales person
Consultative Relationship
Sales Sales
Need Price and
convenience from
Closing
a Commodity
Sales
Sales Approach

64. Understanding your Customer
Matching the right sales person
Consultative Relationship
Sales Sales
Closing Commodity
Sales Sales

65. Individual Assignment

66. Individual Assignment
List the names of the people in your Sales Team

67. Individual Assignment
List the names of the people in your Sales Team
Decide what type of sales people
they are.

68. Individual Assignment
List the names of the people in your Sales Team
Decide what type of sales people
they are.
The Closer - Hunter
The Consultative - Hunter / Farmer
The Relationship - Farmer
The Commodity - Farmer’s Wife

69. The Best Match
Created by the HR Chally Group

70. The Best Match
Sales Person Type Closing Relationship Order Taker
Hunter
Hunter Farmer
Farmer
Farmer’s Wife
Created by the HR Chally Group

71. The Best Match
Sales Person Type Closing Relationship Order Taker
Hunter
75% 20% 5%
Hunter Farmer
Farmer
Farmer’s Wife
Created by the HR Chally Group

72. The Best Match
Sales Person Type Closing Relationship Order Taker
Hunter
75% 20% 5%
Hunter Farmer
45% 45% 5%
Farmer
Farmer’s Wife
Created by the HR Chally Group

73. The Best Match
Sales Person Type Closing Relationship Order Taker
Hunter
75% 20% 5%
Hunter Farmer
45% 45% 5%
Farmer
20% 70% 10%
Farmer’s Wife
Created by the HR Chally Group

74. The Best Match
Sales Person Type Closing Relationship Order Taker
Hunter
75% 20% 5%
Hunter Farmer
45% 45% 5%
Farmer
20% 70% 10%
Farmer’s Wife
10% 30% 60%
Created by the HR Chally Group

75. The Best Match
Sales Person Type Closing Relationship Order Taker
Hunter
75% 20% 5%
Hunter Farmer
45% 45% 5%
Farmer
20% 70% 10%
Farmer’s Wife
10% 30% 60%
Created by the HR Chally Group

76. The Best Match
Sales Person Type Closing Relationship Order Taker
Hunter
75% 20% 5%
Hunter Farmer
45% 45% 5%
Farmer
20% 70% 10%
Farmer’s Wife
10% 30% 60%
Created by the HR Chally Group

77. The Best Match
Sales Person Type Closing Relationship Order Taker
Hunter
75% 20% 5%
Hunter Farmer
45% 45% 5%
Farmer
20% 70% 10%
Farmer’s Wife
10% 30% 60%
Created by the HR Chally Group

78. The Best Match
Sales Person Type Closing Relationship Order Taker
Hunter
75% 20% 5%
Hunter Farmer
45% 45% 5%
Farmer
20% 70% 10%
Farmer’s Wife
10% 30% 60%
Created by the HR Chally Group

79. What Makes the Sales Person Tick?

80. What Makes the Sales Person Tick?
The Closer

81. What Makes the Sales Person Tick?
The Closer
Likes to start with nothing

82. What Makes the Sales Person Tick?
The Closer
Likes to start with nothing
Aggressively initiates customer contact

83. What Makes the Sales Person Tick?
The Closer
Likes to start with nothing
Aggressively initiates customer contact
High risk of failure

84. What Makes the Sales Person Tick?
The Closer
Likes to start with nothing
Aggressively initiates customer contact
High risk of failure
Plays the numbers game

85. What Makes the Sales Person Tick?
The Closer
Likes to start with nothing
Aggressively initiates customer contact
High risk of failure
Plays the numbers game
Little fear of personal rejection

86. What Makes the Sales Person Tick?
The Closer
Likes to start with nothing
Aggressively initiates customer contact
High risk of failure
Plays the numbers game
Little fear of personal rejection
Must quickly establish the prospects emotional needs

87. What Makes the Sales Person Tick?
The Closer
Likes to start with nothing
Aggressively initiates customer contact
High risk of failure
Plays the numbers game
Little fear of personal rejection
Must quickly establish the prospects emotional needs
Over the top personality

88. What Makes the Sales Person Tick?
The Closer
Likes to start with nothing
Aggressively initiates customer contact
High risk of failure
Plays the numbers game
Little fear of personal rejection
Must quickly establish the prospects emotional needs
Over the top personality
Instantly likable

89. What Makes the Sales Person Tick?
The Closer
Likes to start with nothing
Aggressively initiates customer contact
High risk of failure
Plays the numbers game
Little fear of personal rejection
Must quickly establish the prospects emotional needs
Over the top personality
Instantly likable
Driven by financial reward

90. What Makes the Sales Person Tick?
The Closer
Likes to start with nothing
Aggressively initiates customer contact
High risk of failure
Plays the numbers game
Little fear of personal rejection
Must quickly establish the prospects emotional needs
Over the top personality
Instantly likable
Driven by financial reward
Does not like to be over managed

91. What Makes the Sales Person Tick?
The Closer
Likes to start with nothing
Aggressively initiates customer contact
High risk of failure
Plays the numbers game
Little fear of personal rejection
Must quickly establish the prospects emotional needs
Over the top personality
Instantly likable
Driven by financial reward
Does not like to be over managed
Is dedicated only to himself and will go with the money

92. What Makes the Sales Person Tick?
The Closer
Likes to start with nothing
Aggressively initiates customer contact
High risk of failure
Plays the numbers game
Little fear of personal rejection
Must quickly establish the prospects emotional needs
Over the top personality
Instantly likable
Driven by financial reward
Does not like to be over managed
Is dedicated only to himself and will go with the money
Risk Taker

93. Where does he work?
The Closer

94. Where does he work?
The Closer
New high-tech salespeople

95. Where does he work?
The Closer
New high-tech salespeople
Demonstration Sales

96. Where does he work?
The Closer
New high-tech salespeople
Demonstration Sales
High ticket executive items

97. Where does he work?
The Closer
New high-tech salespeople
Demonstration Sales
High ticket executive items
Any new industry

98. Where does he work?
The Closer
New high-tech salespeople
Demonstration Sales
High ticket executive items
Any new industry
Pyramid selling

99. Where does he work?
The Closer
New high-tech salespeople
Demonstration Sales
High ticket executive items
Any new industry
Pyramid selling
Trade Shows

100. What Makes the Sales Person Tick?
The Consultative

101. What Makes the Sales Person Tick?
The Consultative
Needs both patient interpersonal skills and
Aggressiveness

102. What Makes the Sales Person Tick?
The Consultative
Needs both patient interpersonal skills and
Aggressiveness
Career orientated

103. What Makes the Sales Person Tick?
The Consultative
Needs both patient interpersonal skills and
Aggressiveness
Career orientated
More academically inclined

104. What Makes the Sales Person Tick?
The Consultative
Needs both patient interpersonal skills and
Aggressiveness
Career orientated
More academically inclined
High attention to detail

105. What Makes the Sales Person Tick?
The Consultative
Needs both patient interpersonal skills and
Aggressiveness
Career orientated
More academically inclined
High attention to detail
Takes risks only after careful thought

106. What Makes the Sales Person Tick?
The Consultative
Needs both patient interpersonal skills and
Aggressiveness
Career orientated
More academically inclined
High attention to detail
Takes risks only after careful thought
The super stars will handle rejection well

107. What Makes the Sales Person Tick?
The Consultative
Needs both patient interpersonal skills and
Aggressiveness
Career orientated
More academically inclined
High attention to detail
Takes risks only after careful thought
The super stars will handle rejection well
They are self confident and patient

108. What Makes the Sales Person Tick?
The Consultative
Needs both patient interpersonal skills and
Aggressiveness
Career orientated
More academically inclined
High attention to detail
Takes risks only after careful thought
The super stars will handle rejection well
They are self confident and patient
Quick to develop interpersonal relationships

109. Where does he work?
The Consultative

110. Where does he work?
The Consultative
High Technology items

111. Where does he work?
The Consultative
High Technology items
The bigger sale

112. Where does he work?
The Consultative
High Technology items
The bigger sale
Intangible “intelligent” services

113. Where does he work?
The Consultative
High Technology items
The bigger sale
Intangible “intelligent” services
Example:
Telephone systems
Law services
Larger computer systems
Consulting services

114. What Makes the Sales Person Tick?

115. What Makes the Sales Person Tick?
The Relationship

116. What Makes the Sales Person Tick?
The Relationship
Like independence

117. What Makes the Sales Person Tick?
The Relationship
Like independence
Like to feel they are their own boss

118. What Makes the Sales Person Tick?
The Relationship
Like independence
Like to feel they are their own boss
Good at self discipline

119. What Makes the Sales Person Tick?
The Relationship
Like independence
Like to feel they are their own boss
Good at self discipline
Will resist too many management rule changes

120. What Makes the Sales Person Tick?
The Relationship
Like independence
Like to feel they are their own boss
Good at self discipline
Will resist too many management rule changes
Requires a lot of patience.

121. What Makes the Sales Person Tick?
The Relationship
Like independence
Like to feel they are their own boss
Good at self discipline
Will resist too many management rule changes
Requires a lot of patience.
Will take business with them if they move to
competitor

122. Where does he work?
The Relationship

123. Where does he work?
The Relationship
Local Stock brokers

124. Where does he work?
The Relationship
Local Stock brokers
New Car Sales

125. Where does he work?
The Relationship
Local Stock brokers
New Car Sales
Distributors

126. Where does he work?
The Relationship
Local Stock brokers
New Car Sales
Distributors
Industrial suppliers

127. What Makes the Sales Person Tick?

128. What Makes the Sales Person Tick?
The Commodity

129. What Makes the Sales Person Tick?
The Commodity
Requires little personal involvement

130. What Makes the Sales Person Tick?
The Commodity
Requires little personal involvement
Low risk of personal rejection

131. What Makes the Sales Person Tick?
The Commodity
Requires little personal involvement
Low risk of personal rejection
Low paid

132. What Makes the Sales Person Tick?
The Commodity
Requires little personal involvement
Low risk of personal rejection
Low paid
Not driven by commission

133. What Makes the Sales Person Tick?
The Commodity
Requires little personal involvement
Low risk of personal rejection
Low paid
Not driven by commission
Often counter sales or low impact tele-order
takers

134. What Makes the Sales Person Tick?
The Commodity
Requires little personal involvement
Low risk of personal rejection
Low paid
Not driven by commission
Often counter sales or low impact tele-order
takers
Not especially career driven but will stay with a
company

135. Where does he work?
The Commodity

136. Where does he work?
The Commodity
Retail sales people

137. Where does he work?
The Commodity
Retail sales people
Bank Tellers

138. Where does he work?
The Commodity
Retail sales people
Bank Tellers
Telemarketing order takers

139. Where does he work?
The Commodity
Retail sales people
Bank Tellers
Telemarketing order takers
Some internal sales

140. Specializing the Sales Force
Sales Specialty Map

141. Specializing the Sales Force
Sales Specialty Map
Outside: Field Sales Inside: Internal Sales

142. Specializing the Sales Force
Sales Specialty Map
Outside: Field Sales Inside: Internal Sales
Outbound Inbound

143. Specializing the Sales Force
Sales Specialty Map
Outside: Field Sales Inside: Internal Sales
Outbound Inbound

144. Specializing the Sales Force
Sales Specialty Map
Outside: Field Sales Inside: Internal Sales
Outbound Inbound

145. Specializing the Sales Force
Sales Specialty Map
Outside: Field Sales Inside: Internal Sales
Indirect Sales Direct Sales Outbound Inbound

146. Specializing the Sales Force
Sales Specialty Map
Outside: Field Sales Inside: Internal Sales
Indirect Sales Direct Sales Outbound Inbound
Sales to
Resellers or
Distributors

147. Specializing the Sales Force
Sales Specialty Map
Outside: Field Sales Inside: Internal Sales
Indirect Sales Direct Sales Outbound Inbound
Sales to
Resellers or
Distributors

148. Specializing the Sales Force
Sales Specialty Map
Outside: Field Sales Inside: Internal Sales
Indirect Sales Direct Sales Outbound Inbound
National Major
Territory
Account Account
Sales to
Resellers or
Distributors

149. Specializing the Sales Force
Sales Specialty Map
Outside: Field Sales Inside: Internal Sales
Indirect Sales Direct Sales Outbound Inbound
National Major
Territory
Account Account
Sales to
Resellers or
Distributors

150. Specializing the Sales Force
Sales Specialty Map
Outside: Field Sales Inside: Internal Sales
Indirect Sales Direct Sales Outbound Inbound
National Major
Territory
Account Account
New Account
Sales to Business Management
Resellers or
Distributors

151. Specializing the Sales Force
Sales Specialty Map
Outside: Field Sales Inside: Internal Sales
Indirect Sales Direct Sales Outbound Inbound
National Major
Territory
Account Account
New Account
Sales to Business Management
Resellers or
Distributors

152. Specializing the Sales Force
Sales Specialty Map
Outside: Field Sales Inside: Internal Sales
Indirect Sales Direct Sales Outbound Inbound
National Major
Territory
Account Account
New Account
Sales to Business Management
Resellers or
Distributors

153. Specializing the Sales Force
Sales Specialty Map
Outside: Field Sales Inside: Internal Sales
Indirect Sales Direct Sales Outbound Inbound
National Major
Territory
Account Account
Consultative Relationship
New
New Account
Business
Sales to Business Management
Resellers or
Distributors

154. Specializing the Sales Force
Sales Specialty Map
Outside: Field Sales Inside: Internal Sales
Indirect Sales Direct Sales Outbound Inbound
National Major
Territory
Account Account
Consultative Relationship
New
New Account
Business
Sales to Business Management
Resellers or
Distributors

155. Specializing the Sales Force
Sales Specialty Map
Outside: Field Sales Inside: Internal Sales
Indirect Sales Direct Sales Outbound Inbound
National Major
Territory
Account Account
Consultative Relationship
New
New Account
Business
Sales to Business Management
Resellers or
Distributors

156. Specializing the Sales Force
Sales Specialty Map
Outside: Field Sales Inside: Internal Sales
Indirect Sales Direct Sales Outbound Inbound
National Major
Territory
Account Account
Consultative Relationship
New
New Account
Business
Sales to Business Management
Resellers or
Distributors

157. Buzz Groups

158. Buzz Groups
In your groups discuss how well
your team fit the Product/Market
Life Cycle

159. Recruitment

160. Practical Sales
Management
By Richard Mulvey
Recruitment

161. Buzz Groups

162. Buzz Groups
What are the challenges
we face when recruiting
new sales people?

163. Recruitment
Three steps to successful recruitment

164. Recruitment
Three steps to successful recruitment
Analyze what you need

165. Recruitment
Three steps to successful recruitment
Analyze what you need
Identify who likes to do that well

166. Recruitment
Three steps to successful recruitment
Analyze what you need
Identify who likes to do that well
Offering them the “reward” they really
want

167. What Attracts the Sales Types?
The Closer

168. What Attracts the Sales Types?
The Closer
Size of commission

169. What Attracts the Sales Types?
The Closer
Size of commission
Emotional appeal of the product or service

170. What Attracts the Sales Types?
The Closer
Size of commission
Emotional appeal of the product or service
Glamour of the Product “High Status”

171. What Attracts the Sales Types?
The Closer
Size of commission
Emotional appeal of the product or service
Glamour of the Product “High Status”
Sales Training (OJT)

172. What Attracts the Sales Types?
The Closer
Size of commission
Emotional appeal of the product or service
Glamour of the Product “High Status”
Sales Training (OJT)
The Consultative

173. What Attracts the Sales Types?
The Closer
Size of commission
Emotional appeal of the product or service
Glamour of the Product “High Status”
Sales Training (OJT)
The Consultative
Opportunities for Management

174. What Attracts the Sales Types?
The Closer
Size of commission
Emotional appeal of the product or service
Glamour of the Product “High Status”
Sales Training (OJT)
The Consultative
Opportunities for Management
Sophistication of Product or Service

175. What Attracts the Sales Types?
The Closer
Size of commission
Emotional appeal of the product or service
Glamour of the Product “High Status”
Sales Training (OJT)
The Consultative
Opportunities for Management
Sophistication of Product or Service
Prestige or Image of the Company

176. What Attracts the Sales Types?
The Closer
Size of commission
Emotional appeal of the product or service
Glamour of the Product “High Status”
Sales Training (OJT)
The Consultative
Opportunities for Management
Sophistication of Product or Service
Prestige or Image of the Company
Development Opportunities (Classroom as well as
OJT)

177. What Attracts the Sales Types?
The Relationship

178. What Attracts the Sales Types?
The Relationship
Quality of Product or Service

179. What Attracts the Sales Types?
The Relationship
Quality of Product or Service
Image of the Company

180. What Attracts the Sales Types?
The Relationship
Quality of Product or Service
Image of the Company
Sales Support

181. What Attracts the Sales Types?
The Relationship
Quality of Product or Service
Image of the Company
Sales Support
Customer Service Support

182. What Attracts the Sales Types?
The Relationship
Quality of Product or Service
Image of the Company
Sales Support
Customer Service Support
Control of territory and selling method

183. What Attracts the Sales Types?
The Relationship
Quality of Product or Service
Image of the Company
Sales Support
Customer Service Support
Control of territory and selling method
The Commodity

184. What Attracts the Sales Types?
The Relationship
Quality of Product or Service
Image of the Company
Sales Support
Customer Service Support
Control of territory and selling method
The Commodity
Flexibility of hours

185. What Attracts the Sales Types?
The Relationship
Quality of Product or Service
Image of the Company
Sales Support
Customer Service Support
Control of territory and selling method
The Commodity
Flexibility of hours
Physical Facilities

186. What Attracts the Sales Types?
The Relationship
Quality of Product or Service
Image of the Company
Sales Support
Customer Service Support
Control of territory and selling method
The Commodity
Flexibility of hours
Physical Facilities
Image of company or Product

187. What Attracts the Sales Types?
The Relationship
Quality of Product or Service
Image of the Company
Sales Support
Customer Service Support
Control of territory and selling method
The Commodity
Flexibility of hours
Physical Facilities
Image of company or Product
Fringe Benefits

188. What Attracts the Sales Types?
The Relationship
Quality of Product or Service
Image of the Company
Sales Support
Customer Service Support
Control of territory and selling method
The Commodity
Flexibility of hours
Physical Facilities
Image of company or Product
Fringe Benefits
Perks (Merchandise discounts etc.)

189. Interviews
In Advance

190. Interviews
In Advance
Plan Carefully

191. Interviews
In Advance
Plan Carefully
Create a picture of the ideal candidate.

192. Interviews
In Advance
Plan Carefully
Create a picture of the ideal candidate.
Prepare an accurate Job Description including:
Purpose of Job
Key Responsibilities & Duties
Limits of Authority
Key Job Relationships

193. Interviews
In Advance
Plan Carefully
Create a picture of the ideal candidate.
Prepare an accurate Job Description including:
Purpose of Job
Key Responsibilities & Duties
Limits of Authority
Key Job Relationships
Prepare the questions that will probe the candidate

194. Interviews
In Advance

195. Interviews
In Advance
Recruitment Agency

196. Interviews
At the interview

197. Interviews
At the interview
Meet / Greet / Seat

198. Interviews
At the interview
Meet / Greet / Seat
Listen, do not to sell

199. Interviews
At the interview
Meet / Greet / Seat
Listen, do not to sell
Use your prepared “Open” Questions

200. Interviews
At the interview
Meet / Greet / Seat
Listen, do not to sell
Use your prepared “Open” Questions
Allow silences to happen.

201. Interviews
At the interview
Meet / Greet / Seat
Listen, do not to sell
Use your prepared “Open” Questions
Allow silences to happen.
Start with “general” questions

202. Interviews
At the interview
Meet / Greet / Seat
Listen, do not to sell
Use your prepared “Open” Questions
Allow silences to happen.
Start with “general” questions
“Tell me about yourself”

203. Interviews
At the interview
Meet / Greet / Seat
Listen, do not to sell
Use your prepared “Open” Questions
Allow silences to happen.
Start with “general” questions
“Tell me about yourself”
Second stage becomes more focused

204. Interviews
At the interview
Meet / Greet / Seat
Listen, do not to sell
Use your prepared “Open” Questions
Allow silences to happen.
Start with “general” questions
“Tell me about yourself”
Second stage becomes more focused
“What has been your biggest mistake?”

205. Interviews
At the interview
Meet / Greet / Seat
Listen, do not to sell
Use your prepared “Open” Questions
Allow silences to happen.
Start with “general” questions
“Tell me about yourself”
Second stage becomes more focused
“What has been your biggest mistake?”
Third stage is more demanding

206. Interviews
At the interview
Meet / Greet / Seat
Listen, do not to sell
Use your prepared “Open” Questions
Allow silences to happen.
Start with “general” questions
“Tell me about yourself”
Second stage becomes more focused
“What has been your biggest mistake?”
Third stage is more demanding
“What did you learn from…….?”

207. Interviews
After the interview

208. Interviews
After the interview
Get valid references

209. Interviews
After the interview
Get valid references
Ask direct questions like:

210. Interviews
After the interview
Get valid references
Ask direct questions like:
“What incident about them do you most remember?”

211. Interviews
After the interview
Get valid references
Ask direct questions like:
“What incident about them do you most remember?”
Try to talk to previous customers as well as
employers

212. Interviews
After the interview
Get valid references
Ask direct questions like:
“What incident about them do you most remember?”
Try to talk to previous customers as well as
employers
Ask for opinions on a scale of 1 – 100

213. Interviews
After the interview
Get valid references
Ask direct questions like:
“What incident about them do you most remember?”
Try to talk to previous customers as well as
employers
Ask for opinions on a scale of 1 – 100
70 is average not 50

214. Interviews
After the interview
Get valid references
Ask direct questions like:
“What incident about them do you most remember?”
Try to talk to previous customers as well as
employers
Ask for opinions on a scale of 1 – 100
70 is average not 50
Ask for best performances

215. Interviews
After the interview
Get valid references
Ask direct questions like:
“What incident about them do you most remember?”
Try to talk to previous customers as well as
employers
Ask for opinions on a scale of 1 – 100
70 is average not 50
Ask for best performances
Check for idiosyncrasies

216. Interviews
After the interview
Get valid references
Ask direct questions like:
“What incident about them do you most remember?”
Try to talk to previous customers as well as
employers
Ask for opinions on a scale of 1 – 100
70 is average not 50
Ask for best performances
Check for idiosyncrasies
Ask about financial or personal problems

217. Interviews
“If each of us hires people who are
smaller than we are we shall become a
company of Dwarfs. If each of us hires
people who are bigger than we are we
will become a company of Giants!”
David Ogilvy, 1983

218. Buzz Groups

219. Buzz Groups
What will you do to
improve your recruitment
in the future?

220. Managing
Change

221. Practical Sales
Management
By Richard Mulvey
Managing
Change

222. Change!

223. Change!
“The date that divides all human
experience in two equal parts is
well within our lifetime"
Kenneth Boulding (economist)

224. Change!

225. Change!
"Between 1979 and 1992 Sony Corp.
developed 227 different models of
Walkman, or about one every three
weeks. Since 1992 they have
developed 574 new products, that's
nearly one a week."
Steven Bull .. International Herald Tribune

226. Change!

227. Change!
"Success is a lousy teacher"
Bill Gates

228. Change!
A Brief History of Time
Stephen Hawking

229. Change!
A Brief History of Time
Stephen Hawking
"The amount of new technology that humans
can cope with will very soon reach it's limit
as we reach the limit of our intelligence"

230. Change!
A Brief History of Time
Stephen Hawking
"The amount of new technology that humans
can cope with will very soon reach it's limit
as we reach the limit of our intelligence"
"Genetic engineering however, is on the brink
of discovering how to adjust our DNA at
conception to engineer more intelligent
humans."

231. Change!
Three types of People

232. Change!
Three types of People
Change Makers

233. Change!
Three types of People
Change Makers
Change Winners

234. Change!
Three types of People
Change Makers
Change Winners
Change Casualties

235. Change!
What makes a Change Winner?

236. Change!
What makes a Change Winner?
Understand that change is opportunity.

237. Change!
What makes a Change Winner?
Understand that change is opportunity.
Constant anticipation of the future.

238. Change!
What makes a Change Winner?
Understand that change is opportunity.
Constant anticipation of the future.
Understand the symptoms of change

239. Change!
What makes a Change Winner?
Understand that change is opportunity.
Constant anticipation of the future.
Understand the symptoms of change
Optimistic Pro-activity.

240. The Seven Predictable
Dynamics of Change

241. The Seven Predictable
Dynamics of Change
1. People feel awkward and self conscious

242. The Seven Predictable
Dynamics of Change
1. People feel awkward and self conscious
2. People will focus on what they have to give up

243. The Seven Predictable
Dynamics of Change
1. People feel awkward and self conscious
2. People will focus on what they have to give up
3. People will feel alone

244. The Seven Predictable
Dynamics of Change
1. People feel awkward and self conscious
2. People will focus on what they have to give up
3. People will feel alone
4. People can handle only so much change

245. The Seven Predictable
Dynamics of Change
1. People feel awkward and self conscious
2. People will focus on what they have to give up
3. People will feel alone
4. People can handle only so much change
5. People are at different levels of readiness

246. The Seven Predictable
Dynamics of Change
1. People feel awkward and self conscious
2. People will focus on what they have to give up
3. People will feel alone
4. People can handle only so much change
5. People are at different levels of readiness
6. People will feel they don't have the resources

247. The Seven Predictable
Dynamics of Change
1. People feel awkward and self conscious
2. People will focus on what they have to give up
3. People will feel alone
4. People can handle only so much change
5. People are at different levels of readiness
6. People will feel they don't have the resources
7. If you take off the pressure people will revert
to their original behaviour.

248. Change!
Who are the Change
Casualties?

249. Change!
Who are the Change
Casualties?
The Victims

250. Change!
Who are the Change
Casualties?
The Victims
The Doom and Gloom Merchants

251. Change!
Who are the Change
Casualties?
The Victims
The Doom and Gloom Merchants
The "What if" People

252. Change!
Who are the Change
Casualties?
The Victims
The Doom and Gloom Merchants
The "What if" People
The "Yes But's"

253. Change!
Managing your team through change

254. Change!
Managing your team through change
Do a Will/Skill Balance"

255. The Will / Skill Balance
100
W
I
L
L
0 100
SKILL

256. The Will / Skill Balance
100
W
I
L
L
0 100
SKILL

257. The Will / Skill Balance
100
W
I
L
L
0 100
SKILL

258. The Will / Skill Balance
100
W
I
L
L
0 100
SKILL

259. The Will / Skill Balance
100
W
I
L
L
0 100
SKILL

260. The Will / Skill Balance
100
W
I
L
L
0 100
SKILL

261. The Will / Skill Balance
100
W
I
L
L
0 100
SKILL

262. The Will / Skill Balance
100
W
I
L
L
0 100
SKILL

263. The Will / Skill Balance
A
100
W
I
L
B
D C
L
0 100
SKILL

264. Individual Assignment

265. Individual Assignment
Look at your list of sales
people and decide which
category they are in the
Will/Skill Balance

266. Managing Change
Will / Skill Balance

267. Managing Change
Will / Skill Balance
A B C D

268. Managing Change
Will / Skill Balance
A B C D

269. Managing Change
Will / Skill Balance
A B C D

270. Managing Change
Will / Skill Balance
A B C D

271. Managing Change
Will / Skill Balance
A B C D

272. Managing Change
Will / Skill Balance
A B C D
Have a meeting / Tell everybody what to expect / Meet individuals

273. Managing Change
Will / Skill Balance
A B C D
Have a meeting / Tell everybody what to expect / Meet individuals
Delegate
& Involve

274. Managing Change
Will / Skill Balance
A B C D
Have a meeting / Tell everybody what to expect / Meet individuals
Delegate Train
& Involve

275. Managing Change
Will / Skill Balance
A B C D
Have a meeting / Tell everybody what to expect / Meet individuals
Delegate Train Convince
& Involve

276. Managing Change
Will / Skill Balance
A B C D
Have a meeting / Tell everybody what to expect / Meet individuals
Delegate Train Convince
& Involve
If not
Leave

277. Managing Change
Will / Skill Balance
A B C D
Have a meeting / Tell everybody what to expect / Meet individuals
Delegate Train Convince
& Involve
If not If not
Negotiate Leave
or Demand

278. Managing Change
Will / Skill Balance
A B C D
Have a meeting / Tell everybody what to expect / Meet individuals
Delegate Train Convince
& Involve
If not If not
Negotiate Leave
or Demand

279. Managing Change
Will / Skill Balance
A B C D
Have a meeting / Tell everybody what to expect / Meet individuals
Delegate Train Convince
& Involve
Regular Meetings If not If not
Chair Share Ideas Negotiate Leave
Meetings Discuss Problems or Demand

280. Managing Change
Will / Skill Balance
A B C D
Have a meeting / Tell everybody what to expect / Meet individuals
Delegate Train Convince
& Involve
Regular Meetings If not If not
Chair Share Ideas Negotiate Leave
Meetings Discuss Problems or Demand
Continue regular meetings / Manage the Journey

281. Managing Change
Will / Skill Balance
A B C D
Have a meeting / Tell everybody what to expect / Meet individuals
Delegate Train Convince
& Involve
Regular Meetings If not If not
Chair Share Ideas Negotiate Leave
Meetings Discuss Problems or Demand
Continue regular meetings / Manage the Journey
Change Works!

282. Managing Change
Will / Skill Balance
A B C D
Have a meeting / Tell everybody what to expect / Meet individuals
Delegate Train Convince
& Involve
Regular Meetings If not If not
Chair Share Ideas Negotiate Leave
Meetings Discuss Problems or Demand
Continue regular meetings / Manage the Journey
Change Works! Next Change

283. Change!
How do leaders convince?

284. Change!
How do leaders convince?
Set a Personal Example

285. Change!
How do leaders convince?
Set a Personal Example
Encourage Participation

286. Change!
How do leaders convince?
Set a Personal Example
Encourage Participation
Appeal to better instincts

287. Change!
How do leaders convince?
Set a Personal Example
Encourage Participation
Appeal to better instincts
Apply Logical Argument

288. Change!
How do leaders convince?
Set a Personal Example
Encourage Participation
Appeal to better instincts
Apply Logical Argument
Negotiate

289. Change!
How do leaders convince?
Set a Personal Example
Encourage Participation
Appeal to better instincts
Apply Logical Argument
Negotiate
Demand

290. Change!
How do leaders convince?
Participative
Set a Personal Example
Encourage Participation
Appeal to better instincts
Apply Logical Argument
Negotiate
Demand
Autocratic

291. Buzz Groups

292. Buzz Groups
What changes are you already thinking
about implementing in the future?
How will you make those changes work?

293. Practical Sales
Management
By Richard Mulvey

294. Practical Sales
Management
By Richard Mulvey
Selling at your
Higher Price

295. Selling At Your Higher Price

296. Selling At Your Higher Price
It is Easier to
Sell the Higher
Priced Product

297. The Circle Of Satisfaction

298. The Circle Of Satisfaction
Delivery

299. The Circle Of Satisfaction
Delivery
Price

300. The Circle Of Satisfaction
Delivery
Price
Quality

301. The Circle Of Satisfaction
Delivery
Relationship
Price
Quality

302. The Circle Of Satisfaction
Delivery
Relationship
Price
Quality

303. The Circle Of Satisfaction
Delivery
Relationship
Price
Quality

304. The Circle Of Satisfaction
Delivery
Relationship
Price
Quality

305. The Circle Of Satisfaction
Delivery
Relationship
Price
Quality

306. The Circle Of Satisfaction
Delivery
Relationship
Price
Quality

307. The Circle Of Satisfaction
Delivery
Relationship
Price
Quality

309. Practical Sales
Management
By Richard Mulvey
Day 2

310. Team
Development

311. Practical Sales
Management
By Richard Mulvey
Team
Development

312. Team Works

313. Team Works
Team Works

314. Buzz Groups

315. Buzz Groups
What are the challenges we
face in creating a sales team?

316. Team Works

317. Team Works
Develop A Common Goal

318. Team Works
Develop A Common Goal
Focus on each individual

319. Team Works
Develop A Common Goal
Focus on each individual
The team with the best plan wins!

320. Team Works
Develop A Common Goal
Focus on each individual
The team with the best plan wins!
Reward and Recognition

321. The Power of Reciprocal Expectations

322. The Power of Reciprocal Expectations

323. The Power of Reciprocal Expectations

324. The Power of Reciprocal Expectations

325. The Power of Reciprocal Expectations

326. The Power of Reciprocal Expectations
A

327. The Power of Reciprocal Expectations
A
B

328. The Power of Reciprocal Expectations
A
B
C

329. The Power of Reciprocal Expectations
Fantastic A
B
C

330. The Power of Reciprocal Expectations
Fantastic A
Good B
C

331. The Power of Reciprocal Expectations
Fantastic A
Good B
Poor C

332. The Power of Reciprocal Expectations
Fantastic
 A
Good B
Poor C

333. The Power of Reciprocal Expectations
Fantastic
 A
Good B
Poor
 C

334. Buzz Groups

335. Buzz Groups
How can we improve the way
we “reward and recognise”?

336. Practical Sales
Management
By Richard Mulvey

337. Practical Sales
Management
By Richard Mulvey
Coaching &
Mentoring

338. Mentoring
Homer’s Iliad

339. Mentoring
Homer’s Iliad

340. Mentoring
Homer’s Iliad

341. Mentoring
Homer’s Iliad
Odysseus

342. Mentoring
Homer’s Iliad
Odysseus
Telemachus

343. Mentoring
Homer’s Iliad
Odysseus
Telemachus
Mentor had to become

344. Mentoring
Homer’s Iliad
Odysseus
Telemachus
Mentor had to become
Father Figure, Teacher,
Role Model, Trusted
Advisor, Challenger,
Encourager, and
Counselor

345. Mentoring
Mentors play a variety of roles

346. Mentoring
Mentors play a variety of roles
Help new staff members to feel part of the
organisation

347. Mentoring
Mentors play a variety of roles
Help new staff members to feel part of the
organisation
Help set goals, plan careers and develop
skills

348. Mentoring
Mentors play a variety of roles
Help new staff members to feel part of the
organisation
Help set goals, plan careers and develop
skills
Listen

349. Mentoring
Mentors play a variety of roles
Help new staff members to feel part of the
organisation
Help set goals, plan careers and develop
skills
Listen
Provide a role model

350. Coaching

351. Coaching
Coaching is best initiated by the employee

352. Coaching
Coaching is best initiated by the employee
Plan coaching sessions in advance

353. Coaching
Coaching is best initiated by the employee
Plan coaching sessions in advance
Coach one issue at a time

354. Coaching
Coaching is best initiated by the employee
Plan coaching sessions in advance
Coach one issue at a time
Agree on specific actions

355. Coaching
Coaching is best initiated by the employee
Plan coaching sessions in advance
Coach one issue at a time
Agree on specific actions
Manage by progress review

356. Coaching
The Ride-along Coaching Session

357. Coaching
The Ride-along Coaching Session
Make it a positive, rewarding session

358. Coaching
The Ride-along Coaching Session
Make it a positive, rewarding session
Request a call plan in advance

359. Coaching
The Ride-along Coaching Session
Make it a positive, rewarding session
Request a call plan in advance
Start off with breakfast and a chat

360. Coaching
The Ride-along Coaching Session
Make it a positive, rewarding session
Request a call plan in advance
Start off with breakfast and a chat
Establish a signal for you to jump in

361. Coaching
The Ride-along Coaching Session
Make it a positive, rewarding session
Request a call plan in advance
Start off with breakfast and a chat
Establish a signal for you to jump in
Talk about the evaluation form

362. Coaching
The Ride-along Coaching Session
Make it a positive, rewarding session
Request a call plan in advance
Start off with breakfast and a chat
Establish a signal for you to jump in
Talk about the evaluation form
Decide how you will be introduced?

363. Coaching
The Ride-along Coaching Session
Make it a positive, rewarding session
Request a call plan in advance
Start off with breakfast and a chat
Establish a signal for you to jump in
Talk about the evaluation form
Decide how you will be introduced?
Have a quick review after each call

364. Coaching
The Ride-along Coaching Session
Make it a positive, rewarding session
Request a call plan in advance
Start off with breakfast and a chat
Establish a signal for you to jump in
Talk about the evaluation form
Decide how you will be introduced?
Have a quick review after each call
Talk about the good things first

365. Coaching
The Ride-along Coaching Session
Make it a positive, rewarding session
Request a call plan in advance
Start off with breakfast and a chat
Establish a signal for you to jump in
Talk about the evaluation form
Decide how you will be introduced?
Have a quick review after each call
Talk about the good things first
Only coach one skill after each call

366. Coaching
The Ride-along Coaching Session
Make it a positive, rewarding session
Request a call plan in advance
Start off with breakfast and a chat
Establish a signal for you to jump in
Talk about the evaluation form
Decide how you will be introduced?
Have a quick review after each call
Talk about the good things first
Only coach one skill after each call
Complete the evaluation form at the end

367. Coaching
Take care to avoid the following:

368. Coaching
Take care to avoid the following:
Interrupting the sales person in the sales call

369. Coaching
Take care to avoid the following:
Interrupting the sales person in the sales call
Lecturing instead of coaching

370. Coaching
Take care to avoid the following:
Interrupting the sales person in the sales call
Lecturing instead of coaching
Confusing a coaching session with a
disciplinary session

371. Coaching
Take care to avoid the following:
Interrupting the sales person in the sales call
Lecturing instead of coaching
Confusing a coaching session with a
disciplinary session
Don’t assume that the person you are
coaching is aware of
he problem
t

372. Coaching
Take care to avoid the following:
Interrupting the sales person in the sales call
Lecturing instead of coaching
Confusing a coaching session with a
disciplinary session
Don’t assume that the person you are
coaching is aware of
he problem
t
Be specific - Make sure you provide examples

373. Buzz Groups

374. Buzz Groups
What Mentoring or Coaching
have you done in the past?
What will you do in the future?

375. Practical Sales
Management
By Richard Mulvey

376. Practical Sales
Management
By Richard Mulvey
Commission
& Incentives

377. Buzz Groups
Consider Commissions

378. Buzz Groups
Consider Commissions
Why pay commissions?
Who should get them?
How / When should they be paid?
What are the pitfalls?
What are the alternatives?

379. Commissions & Incentives

380. Commissions & Incentives
Your compensation plan should drive
objectives

381. Commissions & Incentives
Your compensation plan should drive
objectives
Decide upon the package that will attract the
right
people and the consider the options:

382. Commissions & Incentives
Your compensation plan should drive
objectives
Decide upon the package that will attract the
right
people and the consider the options:
Straight Salary

383. Commissions & Incentives
Your compensation plan should drive
objectives
Decide upon the package that will attract the
right
people and the consider the options:
Straight Salary
Straight Commission

384. Commissions & Incentives
Your compensation plan should drive
objectives
Decide upon the package that will attract the
right
people and the consider the options:
Straight Salary
Straight Commission
Combination Plans

385. Commissions & Incentives
Your compensation plan should drive
objectives
Decide upon the package that will attract the
right
people and the consider the options:
Straight Salary
Straight Commission
Combination Plans
Bonuses

386. Commissions & Incentives
Your compensation plan should drive
objectives
Decide upon the package that will attract the
right
people and the consider the options:
Straight Salary
Straight Commission
Combination Plans
Bonuses
Make sure the plan is fair for all

387. Commissions & Incentives
Your compensation plan should drive
objectives
Decide upon the package that will attract the
right
people and the consider the options:
Straight Salary
Straight Commission
Combination Plans
Bonuses
Make sure the plan is fair for all
It should be discussed, agreed, and signed
each year

388. Commissions & Incentives
Watch out for:

389. Commissions & Incentives
Watch out for:
Decline in sales revenue or gross margins

390. Commissions & Incentives
Watch out for:
Decline in sales revenue or gross margins
Lack of broad range sales

391. Commissions & Incentives
Watch out for:
Decline in sales revenue or gross margins
Lack of broad range sales
Concentration on just a few customers

392. Commissions & Incentives
Watch out for:
Decline in sales revenue or gross margins
Lack of broad range sales
Concentration on just a few customers
Negative perception of sales people

393. Commissions & Incentives
Watch out for:
Decline in sales revenue or gross margins
Lack of broad range sales
Concentration on just a few customers
Negative perception of sales people
Risk avoidance

394. Commissions & Incentives
Watch out for:
Decline in sales revenue or gross margins
Lack of broad range sales
Concentration on just a few customers
Negative perception of sales people
Risk avoidance
Lack of team work

395. Practical Sales
Management
By Richard Mulvey

396. Practical Sales
Management
By Richard Mulvey
Forecasting &
Evaluation Tools

398. Customer

399. Customer
Close

400. 40 Customer
Close

401. 40 Customer
8 Close

402. 40 Customer
20% Strike Rate
8 Close

403. 40 Customer 80
20% Strike Rate
8 Close

404. 40 Customer 80
20% Strike Rate
8 Close 16

405. Activity Reporting
Calls per day
Strike Rate
Appointments
Strike Rate
Close

406. Activity Reporting
Calls per day
20
Strike Rate
Appointments
Strike Rate
Close

407. Activity Reporting
Calls per day
20
Strike Rate
Appointments
6
Strike Rate
Close

408. Activity Reporting
Calls per day
20
Strike Rate
Appointments
6
Strike Rate
Close
1

409. Activity Reporting
Calls per day
20
Strike Rate
30%
Appointments
6
Strike Rate
Close
1

410. Activity Reporting
Calls per day
20
Strike Rate
30%
Appointments
6
Strike Rate
16%
Close
1

411. Activity Reporting
Calls per day
20 25
Strike Rate
30%
Appointments
6
Strike Rate
16%
Close
1

412. Activity Reporting
Calls per day
20 25
Strike Rate
30%
Appointments
6 7
Strike Rate
16%
Close
1

413. Activity Reporting
Calls per day
20 25
Strike Rate
30%
Appointments
6 7
Strike Rate
16%
Close
1 1

414. Activity Reporting
Calls per day
20 25
Strike Rate
30% 28%
Appointments
6 7
Strike Rate
16%
Close
1 1

415. Activity Reporting
Calls per day
20 25
Strike Rate
30% 28%
Appointments
6 7
Strike Rate
16% 14%
Close
1 1

416. Activity Reporting
Calls per day
20 25 22
Strike Rate
30% 28%
Appointments
6 7
Strike Rate
16% 14%
Close
1 1

417. Activity Reporting
Calls per day
20 25 22
Strike Rate
30% 28%
Appointments
6 7 6
Strike Rate
16% 14%
Close
1 1

418. Activity Reporting
Calls per day
20 25 22
Strike Rate
30% 28%
Appointments
6 7 6
Strike Rate
16% 14%
Close
1 1 2

419. Activity Reporting
Calls per day
20 25 22
Strike Rate
30% 28% 28%
Appointments
6 7 6
Strike Rate
16% 14%
Close
1 1 2

420. Activity Reporting
Calls per day
20 25 22
Strike Rate
30% 28% 28%
Appointments
6 7 6
Strike Rate
16% 14% 33%
Close
1 1 2

421. The Number’s Game
Calls per day
20
Strike Rate
30%
Appointments
6
Strike Rate
16%
Close
1

422. The Number’s Game
Calls per day
20 +5
Strike Rate
30%
Appointments
6
Strike Rate
16%
Close
1

423. The Number’s Game
Calls per day
20 +5
Strike Rate
30% +5%
Appointments
6
Strike Rate
16%
Close
1

424. The Number’s Game
Calls per day
20 +5
Strike Rate
30% +5%
Appointments
6
Strike Rate
16% +5%
Close
1

425. The Number’s Game
Calls per day
20 +5 25
Strike Rate
30% +5%
Appointments
6
Strike Rate
16% +5%
Close
1

426. The Number’s Game
Calls per day
20 +5 25
Strike Rate
30% +5% 35%
Appointments
6
Strike Rate
16% +5%
Close
1

427. The Number’s Game
Calls per day
20 +5 25
Strike Rate
30% +5% 35%
Appointments
6 8.75
Strike Rate
16% +5%
Close
1

428. The Number’s Game
Calls per day
20 +5 25
Strike Rate
30% +5% 35%
Appointments
6 8.75
Strike Rate
16% +5% 21%
Close
1

429. The Number’s Game
Calls per day
20 +5 25
Strike Rate
30% +5% 35%
Appointments
6 8.75
Strike Rate
16% +5% 21%
Close
1 1.83

430. The Number’s Game
Calls per day
20 +5 25
Strike Rate
30% +5% 35%
Appointments
6 8.75
Strike Rate
16% +5% 21%
Close
1 1.83
+83%

431. Pipeline Management

432. Pipeline Management
Identify the primary steps

433. Pipeline Management
Identify the primary steps
Identify Decision Maker

434. Pipeline Management
Identify the primary steps
Identify Decision Maker
First Meeting with Decision Maker

435. Pipeline Management
Identify the primary steps
Identify Decision Maker
First Meeting with Decision Maker
Survey – Information Gathering

436. Pipeline Management
Identify the primary steps
Identify Decision Maker
First Meeting with Decision Maker
Survey – Information Gathering
Presentation

437. Pipeline Management
Identify the primary steps
Identify Decision Maker
First Meeting with Decision Maker
Survey – Information Gathering
Presentation
Negotiation

438. Pipeline Management
Identify the primary steps
Identify Decision Maker
First Meeting with Decision Maker
Survey – Information Gathering
Presentation
Negotiation
Contract Signing

439. Pipeline Management
Identify the primary steps
Identify Decision Maker
First Meeting with Decision Maker
Survey – Information Gathering
Presentation
Negotiation
Contract Signing
Project Management

440. Pipeline Management

441. Pipeline Management
Company Stage 1 Stage 2 Stage 3 Stage 4 Stage 5 Stage 6 Stage 7
Name Decision First Survey Presentation Negotiation Contract Run
Makers Meeting Project
Smiths
Machines
ABC
Supplies
Kingsley
Design
XYZ
Printers

442. Pipeline Management
Company Stage 1 Stage 2 Stage 3 Stage 4 Stage 5 Stage 6 Stage 7
Name Decision First Survey Presentation Negotiation Contract Run
Makers Meeting Project
Smiths
Machines
ABC
Supplies
Kingsley
Design
XYZ
Printers

443. Pipeline Management
Company Stage 1 Stage 2 Stage 3 Stage 4 Stage 5 Stage 6 Stage 7
Name Decision First Survey Presentation Negotiation Contract Run
Makers Meeting Project
Smiths
Machines
ABC
Supplies
Kingsley
Design
XYZ
Printers

444. Pipeline Management
Company Stage 1 Stage 2 Stage 3 Stage 4 Stage 5 Stage 6 Stage 7
Name Decision First Survey Presentation Negotiation Contract Run
Makers Meeting Project
Smiths
Machines
ABC
Supplies
Kingsley
Design
XYZ
Printers

445. Pipeline Management
Company Stage 1 Stage 2 Stage 3 Stage 4 Stage 5 Stage 6 Stage 7
Name Decision First Survey Presentation Negotiation Contract Run
Makers Meeting Project
Smiths
Machines
ABC
Supplies
Kingsley
Design
XYZ
Printers

446. Pipeline Management
Company Stage 1 Stage 2 Stage 3 Stage 4 Stage 5 Stage 6 Stage 7
Name Decision First Survey Presentation Negotiation Contract Run
Makers Meeting Project
Smiths
Machines
ABC
Supplies
Kingsley
Design
XYZ
Printers
Month: August

447. Pipeline Management
Company Stage 1 Stage 2 Stage 3 Stage 4 Stage 5 Stage 6 Stage 7
Name Decision First Survey Presentation Negotiation Contract Run
Makers Meeting Project
Smiths
Machines
ABC
Supplies
Kingsley
Design
XYZ
Printers
Month: August

448. Pipeline Management
Company Stage 1 Stage 2 Stage 3 Stage 4 Stage 5 Stage 6 Stage 7
Name Decision First Survey Presentation Negotiation Contract Run
Makers Meeting Project
Smiths
Machines
ABC
Supplies
Kingsley
Design
XYZ
Printers
Month: August

449. Pipeline Management
Company Stage 1 Stage 2 Stage 3 Stage 4 Stage 5 Stage 6 Stage 7
Name Decision First Survey Presentation Negotiation Contract Run
Makers Meeting Project
Smiths
Machines
ABC
Supplies
Kingsley
Design
XYZ
Printers
Month: August

450. Pipeline Management
Company Stage 1 Stage 2 Stage 3 Stage 4 Stage 5 Stage 6 Stage 7
Name Decision First Survey Presentation Negotiation Contract Run
Makers Meeting Project
Smiths
Machines
ABC
Supplies
Kingsley
Design
XYZ
Printers
Month: August

451. Buzz Groups

452. Buzz Groups
What tools do you use at the moment to
measure your team’s performance?
What will you use in the future?

453. Practical Sales
Management
By Richard Mulvey

454. Practical Sales
Management
By Richard Mulvey
Developing Sales
Strategies

455. Sales Strategy

456. Sales Strategy

457. Sales Strategy

458. Sales Strategy
Directors
Middle
Management
Junior
Management

459. Sales Strategy
Directors
Middle
Management
Junior
X Management

460. Sales Strategy
Directors
Middle
Management
Junior
X Management

461. Sales Strategy
Directors
Middle
Management
Junior
X Management
Finance Production Transport

462. Sales Strategy
Directors
Middle
Management
Junior
X X Management
Finance Production Transport

463. Sales Strategy
Directors
X X
Middle
X Management
Junior
X X Management
Finance Production Transport

464. Sales Strategy
Directors
Middle
Management
Junior
X Management
Finance Production Transport

465. Sales Strategy
Directors
X X X
Middle
Management
Junior
X Management
Finance Production Transport

466. Sales Strategy
Directors
Middle
Management
Junior
X Management
Finance Production Transport

467. Sales Strategy
Directors
Middle
Management
Junior
X X Management
Finance Production Transport

468. Sales Strategy
Directors
X X X
Middle
X Management
Junior
X X X Management
Finance Production Transport

469. Sales Strategy
Jill
Pam FredDirectors
X X X
Jean
Middle
X Management
John Brian Pete
Junior
X X X Management
Finance Production Transport

470. Sales Strategy

471. Sales Strategy
Finance Production Transport
Pam Jill Fred
Jean
John Brian Pete

472. Sales Strategy
Finance Production Transport
Pam Jill Fred
Jean
John Brian Pete

473. Sales Strategy
Finance Production Transport
Pam Jill Fred
Jean
John Brian Pete
Discount

474. Sales Strategy
Finance Production Transport
Pam Jill Fred
Long lasting
Jean
John Brian Pete
Discount

475. Sales Strategy
Finance Production Transport
Pam Jill Fred
Long lasting
Jean
John Brian Pete
Discount Easy to use

476. Sales Strategy
Finance Production Transport
Pam Jill Fred
Long lasting
Jean
Fits training
schedule
John Brian Pete
Discount Easy to use

477. Sales Strategy
Finance Production Transport
Pam Jill Fred
Creates the
Long lasting
right image
Jean
Fits training
schedule
John Brian Pete
Discount Easy to use

478. Sales Strategy
Finance Production Transport
Pam Jill Fred
Creates the
Long lasting
right image
Jean
Fits training
schedule
John Brian Pete
Fits current
Discount Easy to use
Vehicles

479. Sales Strategy
Finance Production Transport
Pam Jill Fred
Creates the Fits future
Long lasting
right image Vehicles
Jean
Fits training
schedule
John Brian Pete
Fits current
Discount Easy to use
Vehicles

480. Key Account Sales Strategy
Strategy is filling the gap

481. Key Account Sales Strategy
Strategy is filling the gap
Where we Where we
are now want to be

482. Key Account Sales Strategy
Strategy is filling the gap
Where we Where we
are now want to be

483. Buzz Groups
Sales Strategy

484. Buzz Groups
Sales Strategy
What was the biggest sale you have
ever brought in?
What strategy did you use to get it?

485. How do you keep your
Customers?

486. How do you keep your
Customers?
Make Close Personal
Friends with them

487. How do you keep your
Customers?
Make Close Personal
Friends with them
Knowledge / Contact

489. The Customer Profile

490. The Customer Profile
Name

491. The Customer Profile
Name Address

492. The Customer Profile
Name Address
Phone

493. The Customer Profile
Name Address
Phone Fax

494. The Customer Profile
Name Address
Phone Fax E-Mail

495. The Customer Profile
Name Address
Phone Fax E-Mail

496. The Customer Profile
Name Address
Phone Fax E-Mail
Spouse

497. The Customer Profile
Name Address
Phone Fax E-Mail
Spouse Children

498. The Customer Profile
Name Address
Phone Fax E-Mail
Spouse Children
Hobbies

499. The Customer Profile
Name Address
Phone Fax E-Mail
Spouse Children
Hobbies Sports

500. The Customer Profile
Name Address
Phone Fax E-Mail
Spouse Children
Hobbies Sports Culture

501. The Customer Profile
Name Address
Phone Fax E-Mail
Spouse Children
Hobbies Sports Culture
Likes/Dislikes

502. The Customer Profile
Name Address
Phone Fax E-Mail
Spouse Children
Hobbies Sports Culture
Likes/Dislikes Birthday

503. The Customer Profile
Name Address
Phone Fax E-Mail
Spouse Children
Hobbies Sports Culture
Likes/Dislikes Birthday
Home Address

504. The Customer Profile
Name Address
Phone Fax E-Mail
Spouse Children
Hobbies Sports Culture
Likes/Dislikes Birthday
Home Address Car

505. The Customer Profile
Name Address
Phone Fax E-Mail
Spouse Children
Hobbies Sports Culture
Likes/Dislikes Birthday
Home Address Car
Notes

506. The Customer Profile
Name Address
Phone Fax E-Mail
Spouse Children
Hobbies Sports Culture
Likes/Dislikes Birthday
Home Address Car
Notes
A B C

507. The Contact Organizer
A B C
Visit
Phone Call
Fax
E-mail
Lunch
Factory Visit
Mail Shot
Birthday
Secretary’s Day

508. The Contact Organizer
A B C
Visit 12/12
Phone Call
Fax
E-mail
Lunch
Factory Visit
Mail Shot
Birthday
Secretary’s Day