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LEADERSHIP. Professor Chip Besio Sales Management Marketing 3345. SkillsPowerStyles EmpowermentVisionLegitimateDirecting IntuitionValue CongruenceCoerciveCoaching Self-understandingReferentSupporting ExpertDelegating. Sales Manager.

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Professor Chip Besio Sales Management Marketing 3345

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Professor chip besio sales management marketing 3345

LEADERSHIP

Professor Chip Besio

Sales Management

Marketing 3345


Professor chip besio sales management marketing 3345

SkillsPowerStyles

EmpowermentVisionLegitimateDirecting

IntuitionValue CongruenceCoerciveCoaching

Self-understandingReferentSupporting

ExpertDelegating

Sales Manager

Leadership Factors in Sales Management

Sales Team

Activities

Interaction

Norms

Sentiments

Situation

Task structure

Time pressure

External system

Salesperson’s

Behavior

Salesperson

Professional maturity

Needs

Goals

Relationship with manager


Leadership skills

Leadership Skills

Intuition

Empowerment

Leadership

skills

Value

congruence

Vision

Self-understanding


Four leadership styles

Supporting

Selling

Delegating

Telling

Four Leadership Styles

High

Supportive behavior

Low

Directive behavior

Low

High


Situational leadership follower maturity and leadership styles

Supporting

Selling

Delegating

Telling

Situational Leadership: Follower Maturity and Leadership Styles

High

Supportive behavior

Low

Low

Directive behavior

High

High

competence,

high

commitment

High

competence,

variable

commitment

Some

competence,

low

commitment

Low

competence,

high

commitment

HighFollower maturityLow


Professor chip besio sales management marketing 3345

CHANGE MANAGEMENT PROCESS

  • Assessment -examination of the customer environment in which the company operates.

  • Redesign -initiatives based on three interrelated tasks:

    • Customer orientation - know customer buying process.

    • Sales strategy - deployment of sales resources and buyer segmentation.

    • Selling processes - determined by the segment of buyer.


Professor chip besio sales management marketing 3345

CHANGE MANAGEMENT PROCESS

  • 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.


Professor chip besio sales management marketing 3345

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


Professor chip besio sales management marketing 3345

How Change Oriented are You?


Professor chip besio sales management marketing 3345

How Change Oriented are You?


Professor chip besio sales management marketing 3345

How Change Oriented are You?


Professor chip besio sales management marketing 3345

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


Internal systems of a group

Internal Systems of a Group

Activities

Norms

Interactions

Sentiments


Professor chip besio sales management marketing 3345

“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. It’s 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 group’s overall performance is quickly dropping. Is there a connection?

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 reoccurring?


Professor chip besio sales management marketing 3345

DECISION OPTIONS“Jose Guerrilla”

1) 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.

2) 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.

3) Let nature take its course. Sit back and let Jose make a big mistake that will cause him to lose favor with the group.

4) 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.

5) 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.


Professor chip besio sales management marketing 3345

Effectiveness in Selling New Ideas

or Programs

1.You should try to sell an idea to the "natural" leaders first.

2.Thoroughly explaining the reasons for a change will invariably turn resistance into cooperation.

3.Getting to know your people well is one of the best ways to obtain control over their resistance to change.


Professor chip besio sales management marketing 3345

Effectiveness in Selling New Ideas

or Programs

4.It's usually better to hold a meeting to address the entire sales force about a change that will affect them.

5.You should inform your sales force as far in advance as possible about changes that will affect them.

6.When you propose a program or an idea, you are unlikely to encounter resistance except on the most important issues involved.


Professor chip besio sales management marketing 3345

Coaching

Situation Important Points

Prior to1. Who is being called on?

Sales2. What happened last time?

Call 3. Objective of call?

4. Objections may arise?

5. How to handle objections?6. Who are key players?

7. Developmental points last call?


Professor chip besio sales management marketing 3345

Coaching

SituationImportant Points

During the1. Let salesperson control call.

Sales Call2. Answer necessary questions briefly.

After the 1. Ask for self-evaluation.

Sales 2. Reinforce positive behavior.

Call 3. Suggest effective responses.

4. Keep records.


Professor chip besio sales management marketing 3345

Additional Suggestions for Coaching Salespeople

  • Instead of criticizing them, repeatedly tell salespeople what you like about their performance.

  • Help salespeople improve by giving them “how to” advice.

  • 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.


Professor chip besio sales management marketing 3345

Additional Suggestions for Coaching Salespeople

  • Make the most of resources that are available to you,

  • such as special training materials and so on.

  • 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

  • misunderstandings.


Sales managers rankings of the causes of plateauing among salespeople

Sales Managers’ Rankings of the Causes of Plateauing Among Salespeople

Mostly Mostly Salary Commission

Overall Men Women Only Only

No clear career path1121 4

Not managed adequately2243 1

Bored3332 5

Burned out4515 2

Economic needs met5476 3

Discouraged with company6654 6

Overlooked for promotion7767 8

Lack of ability8898 7

Avoiding risk of

management job991010 9

Reluctance to be transferred101089 10


Professor chip besio sales management marketing 3345

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.


Women in sales percentages by industry

Women in Sales: Percentages by Industry

Percent of Women

Industry In Sales Force

Banking24.7

Business services30.3

Chemicals 9.1

Communications34.7

Educational services50.4

Electronics19.6

Food products28.5

Health services45.1

Insurance27.4

Miscellaneous manufacturing17.6

Office equipment24.1

Printing/publishing38.9

Retail20.0

Rubber/plastics17.7

Transportation equipment23.9

Wholesale (consumer)19.5

Average24.3


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