SALES FORCE SALES FORCE MANAGEMENTMANAGEMENT

Mr. Amit GargMr. Amit GargAssistant Professor,Assistant Professor,

Deptt. of Management Studies,Deptt. of Management Studies,Malout Institute of Management & Information Malout Institute of Management & Information

Technology, Malout - 152107Technology, Malout - 152107

Compensation (trainee average) $35,500

Benefits (approx.21.5% of compensation) 7,600

Field Expense 16,000

Direct Expense $59,100

Training Costs 7,100

Total Costs $66,200

Source: Dartnell’s 30th Sales Force Compensation Survey (2005).

First Year Cost of a Salesperson in the First Year Cost of a Salesperson in the U.S.U.S.

Recruiting and selecting sales personnelRecruiting and selecting sales personnel

Planning CyclePlanning Cycle Job AnalysisJob Analysis Job DescriptionJob Description Job QualificationsJob Qualifications Research: Research: ““Sales - ability to get other people to act”Sales - ability to get other people to act” ““Balanced life-styles” are most successfulBalanced life-styles” are most successful Buyers perspectiveBuyers perspective Sales vs. Technical skillsSales vs. Technical skills Personality FactorsPersonality Factors

Job description componentsJob description componentsSelling Requirements:Selling Requirements: New account vs. establishedNew account vs. established account account Selling through distributorsSelling through distributors Entertaining customersEntertaining customers Level of buying authorityLevel of buying authority Physical activity requiredPhysical activity required Weekends away from homeWeekends away from home Relocation Relocation

Non-selling Tasks:Non-selling Tasks:

Reports to managementReports to management Customer service and trainingCustomer service and training Sales promotionSales promotion

Degree of Responsibility and Authority:Degree of Responsibility and Authority: Negotiations of pricingNegotiations of pricing Entertaining customersEntertaining customers Career Paths:Career Paths: Compensation planCompensation plan Promotion timingPromotion timing Performance Expectations:Performance Expectations: Travel and entertainmentTravel and entertainment Earnings potentialEarnings potential Promotion leadersPromotion leaders MinimumMinimum sales volume or profitssales volume or profits

Performance Expectations:Performance Expectations:

Activity level requirements Activity level requirements

Written proposalsWritten proposals

Individual vs. team sellingIndividual vs. team selling One time vs. systems sellingOne time vs. systems selling Type of prospects and customersType of prospects and customers One-on-one selling vs. groupsOne-on-one selling vs. groups Travel -- how much and what kindTravel -- how much and what kind Program or concept sellingProgram or concept selling Technical knowledgeTechnical knowledge Educational seminarsEducational seminars Collecting receivablesCollecting receivables Marketing plansMarketing plans

Recruiting SourcesRecruiting Sources

Classified AdsClassified Ads Reaches wide audience Reaches wide audience Used if high turnoverUsed if high turnover Tend to over-produce under-qualified candidatesTend to over-produce under-qualified candidates

Present EmployeesPresent Employees Familiar w/ company products & proceduresFamiliar w/ company products & procedures Established job historiesEstablished job histories Sales as a promotionSales as a promotion Over-rely on previous experienceOver-rely on previous experience

Internet Resume SitesInternet Resume Sites Reaches wide audienceReaches wide audience Will continue to grow in importance because of Will continue to grow in importance because of

screening options and ease of accessscreening options and ease of access

Referrals/Networking Referrals/Networking Company executives understand needs, culture and Company executives understand needs, culture and

potential fit for sales responsibilitiespotential fit for sales responsibilities

Employment AgenciesEmployment Agencies best if company paysbest if company pays

Schools & CollegesSchools & Colleges Poised & easily trainedPoised & easily trained Lack experience & become boredLack experience & become bored

Customers, Suppliers & CompetitionCustomers, Suppliers & Competition Good if need w/out much trainingGood if need w/out much training Legal & ethical issuesLegal & ethical issues Common: insurance, stock broker, office equipment, Common: insurance, stock broker, office equipment,

clothingclothing

A Model for Selecting SalespeopleA Model for Selecting Salespeople

Direct recruit to controllocation or phone number

Direct recruit to controllocation or phone number

Complete applicationblanks

Complete applicationblanks

Conduct screeninginterviews

Conduct screeninginterviews

Check credit andbackground

Check credit andbackground

Complete psychologicaland achievement tests

Complete psychologicaland achievement tests

Secondary interviewsSecondary interviews

Make offer for salesposition

Make offer for salesposition

Physical examPhysical exam

Measure subsequentsuccess on the job

Measure subsequentsuccess on the job

Hiringcriteria

forsalesjobsused

toguide

selectionprocess

Hiringcriteria

forsalesjobsused

toguide

selectionprocess

Modify hiringcriteria, tests or

interviewprocedures

Modify hiringcriteria, tests or

interviewprocedures RejectReject

Selecting SalespeopleSelecting Salespeople Typical Interview Questions Typical Interview Questions • What is interviewer trying to determine?What is interviewer trying to determine? What was the most monotonous job you ever had to do?What was the most monotonous job you ever had to do?

What are your values & general orientation in life?What are your values & general orientation in life?

How creative were you in eliminating boredom?How creative were you in eliminating boredom? In thinking about people you like, what is it you most like In thinking about people you like, what is it you most like

about them?about them?Reflects what person is and desires to becomeReflects what person is and desires to become

Up to this point in your life, what do you consider to be Up to this point in your life, what do you consider to be your biggest disappointment?your biggest disappointment?Have you done anything? -- more active = more Have you done anything? -- more active = more disappointmentsdisappointments

How willing are you to relocate? To what extent are you How willing are you to relocate? To what extent are you willing to travel?willing to travel?Motivation in wanting job -- involves travelMotivation in wanting job -- involves travel

How do you feel about the way your previous employer How do you feel about the way your previous employer treated you?treated you?How you react to supervision & organizational culturesHow you react to supervision & organizational cultures

What are your long-term financial objectives and how do What are your long-term financial objectives and how do you intend to achieve them?you intend to achieve them?Are you realistic & mature? Are you realistic & mature? Will this company enable you to achieve these goals?Will this company enable you to achieve these goals?

What was the most difficult decision you ever had to What was the most difficult decision you ever had to make as a leader?make as a leader?Were the leadership positions in your resume Were the leadership positions in your resume demanding or ceremonial in nature?demanding or ceremonial in nature?What is your leadership style & philosophy?What is your leadership style & philosophy?

Why should we hire you?Why should we hire you?How badly do you want the job?How badly do you want the job?What do you think of yourself?What do you think of yourself?Do you believe in yourself?Do you believe in yourself?

Sell me this pen.Sell me this pen.Do you really know how to make a sales presentation?Do you really know how to make a sales presentation?Did you mention the main product benefits?Did you mention the main product benefits?Did you ask for the order?Did you ask for the order?

Common interviewer mistakesCommon interviewer mistakes

Failure to establish rapportFailure to establish rapport Lack of planLack of plan Insufficient timeInsufficient time Not listeningNot listening Personal biasPersonal bias QuestionsQuestions First impressionsFirst impressions

Asking the right questionsAsking the right questions

May I look at your resume?May I look at your resume?

Where will I get my leads?Where will I get my leads?

May I review your sales literature?May I review your sales literature?

When are your slow times?When are your slow times?

May I go with you on a sales call?May I go with you on a sales call?

May I visit your marketing department?May I visit your marketing department?

Background and Credit CheckBackground and Credit Check Previous Employer Reference CheckPrevious Employer Reference Check

Dates of Employment?Dates of Employment? What was the Job?What was the Job? What type of selling was involved?What type of selling was involved? How did the applicant get along with his/her How did the applicant get along with his/her

manager? Customers? Fellow salespeople?manager? Customers? Fellow salespeople? How did his/her job performance compare others?How did his/her job performance compare others? Applicants strongest points? Weaknesses we should Applicants strongest points? Weaknesses we should

help him/her overcome?help him/her overcome? Why did s/he leave your company?Why did s/he leave your company? Would you rehire the applicant? Why?Would you rehire the applicant? Why?

What’s in a Signature?What’s in a Signature?

SignatureSmall letters such as “a,” “e,” and “o” are more than 1/4 inch in height and farther to the right side of the page.

Small signatures, less than 1/8 inch tall with an upright slant and placed towards the left hand of the page.

Medium-sized signatures (about 1/4 inch).

InterpretationThese people tend to be enterprising and are usually risk takers, take charge leaders, and pacesetters. They are your typical salesperson.

These people tend to be objective observers.They keep cool, don’t get excited under pressure, and in general make good listeners and negotiators. They might be better for high-level sales to established clients.

These people are your team players. Interaction is their byword and they tend to play strictly by the rules. They take calculated risks, with emphasis on the calculations. Not generally sales types.

Training sales forceTraining sales force

Training SalespeopleTraining Salespeople Training period can be anywhere from a few weeks to Training period can be anywhere from a few weeks to

a year or morea year or more Training is expensive, but yields strong returnsTraining is expensive, but yields strong returns Many companies are adding Web-based sales Many companies are adding Web-based sales

training programstraining programs Training programs have many goalsTraining programs have many goals

Identify with the company and its productsIdentify with the company and its products Know about customers and competitorsKnow about customers and competitors The basics of the selling processThe basics of the selling process

Training sales forceTraining sales force Always learn about your customers, no matter what your Always learn about your customers, no matter what your

job is.job is. Customer RequirementsCustomer Requirements Components of a Successful Sales Strategy:Components of a Successful Sales Strategy: Are you determined to be a winner?Are you determined to be a winner? Have you asked yourself, “what do I want from my life Have you asked yourself, “what do I want from my life

and work?”and work?” Do you have, “if I think I can, then I can” approach?Do you have, “if I think I can, then I can” approach?

Planning for SuccessPlanning for Success

A thorough product knowledgeA thorough product knowledge

Knowing your enemy very wellKnowing your enemy very well

Pre-decided number of sales calls everydayPre-decided number of sales calls everyday

Having the right mind-set/right attitudeHaving the right mind-set/right attitude

Your appearance/Dress up for success means your Your appearance/Dress up for success means your confidenceconfidence

• Well shaved face—must have a fresh lookWell shaved face—must have a fresh look• Shirt and Trousers—must be well ironedShirt and Trousers—must be well ironed• Shoes—must be well shinedShoes—must be well shined• Waist Belt and Shoes—must have the same colourWaist Belt and Shoes—must have the same colour• Wear fragrance/No foul odorWear fragrance/No foul odor

Opening the Call ProperlyOpening the Call Properly Salesperson must carry a pleasant lookSalesperson must carry a pleasant look Seek permission to enterSeek permission to enter Exchange greetingsExchange greetings Tell your name, organization, and purpose of visitTell your name, organization, and purpose of visit Explain your product/serviceExplain your product/service

Your TimingYour Timing

Never push to talk to a busy customerNever push to talk to a busy customer

Ask the prospective for the best time to meetAsk the prospective for the best time to meet

Give the people gift of THEIR time—try to consume as Give the people gift of THEIR time—try to consume as

little time as possiblelittle time as possible

Using the Right Sales PitchUsing the Right Sales Pitch Have more than one coloured balls in your bag of tricksHave more than one coloured balls in your bag of tricks Every situation boils down to a personal situationEvery situation boils down to a personal situation Talk should reflect confidence and careTalk should reflect confidence and care Listening more and talking lessListening more and talking less

• Get customer’s feedbackGet customer’s feedback• Try to catch more on how (the way) something is Try to catch more on how (the way) something is

said rather than what is being saidsaid rather than what is being said• Never belittle/demean competition’s productNever belittle/demean competition’s product

Observe Client’s Nature to Adjust Your Sales Observe Client’s Nature to Adjust Your Sales PitchPitch

ComplaintfulComplaintful

DemandingDemanding

Soft spokenSoft spoken

ArgumentativeArgumentative

Half-convincedHalf-convinced

Having a Compassionate Att itudeHaving a Compassionate Att itude Please tell me because I want to help youPlease tell me because I want to help you

Tender loving careTender loving care

EmpathyEmpathy

Please DON’T show SympathyPlease DON’T show Sympathy

Closing the Sales CallClosing the Sales Call Don’t try to extend the sales callDon’t try to extend the sales call Don’t push unnecessarilyDon’t push unnecessarily Whether the answer is YES or NO don’t let your Whether the answer is YES or NO don’t let your

politeness gopoliteness go Ask, giving a reasonable time frame, for meeting the Ask, giving a reasonable time frame, for meeting the

prospective againprospective again Time frame may vary between a week to six months Time frame may vary between a week to six months

depending upon client’s responsedepending upon client’s response

Getting ReferralsGetting Referrals Ask for friends who might be interestedAsk for friends who might be interested Specifically ask if the customer’s reference could be Specifically ask if the customer’s reference could be

given or notgiven or not Be honest and never give a reference once told not to do Be honest and never give a reference once told not to do

itit Ask for major buyersAsk for major buyers Ask for major suppliersAsk for major suppliers Ask for related industry/profession’s well-to-doAsk for related industry/profession’s well-to-do peoplepeople

Handling Diff icult CustomersHandling Diff icult Customers Listening more is the keyListening more is the key Talking less is the keyTalking less is the key Don’t communicate anything that you are not sure ofDon’t communicate anything that you are not sure of When in doubt in front of them seek time or simply say When in doubt in front of them seek time or simply say

than to give wrong informationthan to give wrong information Showing patience normally gets you good resultsShowing patience normally gets you good results

Motivating Sales PersonnelMotivating Sales Personnel

Financial compensation Financial compensation Creating a culture of trust Creating a culture of trust Maslow’s need hierarchyMaslow’s need hierarchy Sense of BelongingSense of Belonging Fulfillment of PotentialFulfillment of Potential Assign roles according to aptitude Assign roles according to aptitude Sales Training Sales Training Proper Communication Proper Communication Offer a base salaryOffer a base salary

Written communicationWritten communication Set achievable goals with competitive benefits Set achievable goals with competitive benefits Provide positive feedback Provide positive feedback Open-door policy Open-door policy Effective leadershipEffective leadership

Compensating Sales PersonnelCompensating Sales Personnel

Compensating SalespeopleCompensating Salespeople Compensation elements: salary, bonuses, Compensation elements: salary, bonuses,

commissions, expenses, and fringe benefitscommissions, expenses, and fringe benefits Basic compensation plans:Basic compensation plans:

Straight salaryStraight salary Straight commissionStraight commission Salary plus bonusSalary plus bonus Salary plus commissionSalary plus commission

Compensation plans should direct the sales force Compensation plans should direct the sales force toward activities that are consistent with overall toward activities that are consistent with overall marketing objectives.marketing objectives.

Compensating Sales PersonnelCompensating Sales Personnel

Compensation in the global market is an extremely Compensation in the global market is an extremely important managerial areaimportant managerial area

This is because the compensation plan:This is because the compensation plan: Helps attract potential salespersonsHelps attract potential salespersons Impacts a salesperson’s motivationImpacts a salesperson’s motivation Is a determinant of status and valueIs a determinant of status and value Determines lifestyle and purchasing powerDetermines lifestyle and purchasing power

Compensation package is complex and affected by Compensation package is complex and affected by multiple forces:multiple forces: A balance between company policies and country-A balance between company policies and country-

specific elementsspecific elements Total compensation package includes financialTotal compensation package includes financial

Salary, commission, bonus, stock options, benefitsSalary, commission, bonus, stock options, benefits and non-financial incentivesand non-financial incentives

Awards, recognition, vacation, and promotionAwards, recognition, vacation, and promotion

Hard to compare compensation plans because of their Hard to compare compensation plans because of their differencesdifferences Lower salary, but higher deferred componentsLower salary, but higher deferred components Cannot simply transfer a compensation plan from one Cannot simply transfer a compensation plan from one

culture to anotherculture to another What works in one culture will not work in another!What works in one culture will not work in another!

Compensation should motivate sales force to Compensation should motivate sales force to accomplish goals set by managementaccomplish goals set by management

Compensation may be changed to meet firm goalsCompensation may be changed to meet firm goals

Three Types of Compensation PlansThree Types of Compensation Plans

Straight SalaryStraight Salary Straight CommissionStraight Commission Combination PlanCombination Plan

Straight SalaryStraight Salary

Salesperson paid a set amount of money based upon Salesperson paid a set amount of money based upon hours or days workedhours or days worked Often adopted when salesperson must devote Often adopted when salesperson must devote

significant amounts of time to other dutiessignificant amounts of time to other duties Market research, customer service, administrationMarket research, customer service, administration

Simple to administer by sales managerSimple to administer by sales manager But, no direct link between performance and reward!But, no direct link between performance and reward!

More commonly used in Europe and may be More commonly used in Europe and may be difficult to change by global sales managersdifficult to change by global sales managers

Straight CommissionStraight Commission

Adopted by performance-oriented firms that pay Adopted by performance-oriented firms that pay salesperson for their achievementssalesperson for their achievements Each person is paid a percentage of their total salesEach person is paid a percentage of their total sales

Easy to evaluate performanceEasy to evaluate performance Plans encompass an element of insecurityPlans encompass an element of insecurity Not believed acceptable in some cultures, like EUNot believed acceptable in some cultures, like EU Some evidence of acceptance in JapanSome evidence of acceptance in Japan Can lead salesperson to shirk duties or pressure Can lead salesperson to shirk duties or pressure

customers to buycustomers to buy

Combination Pay PlanCombination Pay Plan

The combination plan is the most popularThe combination plan is the most popular Employed by more than 80% of US firmsEmployed by more than 80% of US firms May appear in many forms:May appear in many forms:

Salary, commission, individual and group bonusesSalary, commission, individual and group bonuses Basic security bestowed by set salaryBasic security bestowed by set salary Motivation introduced by commission/bonusMotivation introduced by commission/bonus

Combination plans more time consuming for sales Combination plans more time consuming for sales managers to overseemanagers to oversee

Ethical Compensation IssuesEthical Compensation Issues

Major dilemma – hire the best salesperson for the lowest Major dilemma – hire the best salesperson for the lowest possible salary. Other dilemmas include:possible salary. Other dilemmas include: Pay at, below or above market salaries?Pay at, below or above market salaries? Setting a cap on total pay?Setting a cap on total pay? Assigning lucrative sales territories?Assigning lucrative sales territories? Team vs. individual incentives?Team vs. individual incentives? Frequency of paying commission?Frequency of paying commission? Pay discrimination?Pay discrimination?

Sales ContestsSales Contests

Sales contests are short-term incentive programs Sales contests are short-term incentive programs implemented to motivate salespersons to achieve implemented to motivate salespersons to achieve specific goals or activitiesspecific goals or activities

For sales contests to be successful:For sales contests to be successful: Objectives must be specific and clearly definedObjectives must be specific and clearly defined Contest theme must be exciting and clearly Contest theme must be exciting and clearly

communicatedcommunicated Each salespersons must believe they can winEach salespersons must believe they can win Awards must be attractive to participantsAwards must be attractive to participants Contest must be promoted and managed properlyContest must be promoted and managed properly

Sales Contest ElementsSales Contest Elements

Contest ObjectivesContest Objectives To increase total and product sales most commonTo increase total and product sales most common Sales force must be given sufficient timeSales force must be given sufficient time All contest information and rules must be clearAll contest information and rules must be clear

ThemeTheme Contests receive a theme to create excitementContests receive a theme to create excitement

Chance of winningChance of winning Compete against self, others, or as a team?Compete against self, others, or as a team?

In U.S. salesperson has about a 40% chance of In U.S. salesperson has about a 40% chance of winningwinning

Types of RewardsTypes of Rewards

Sales contests can offer many types of reward in the Sales contests can offer many types of reward in the form of:form of: Cash, prizes, or travelCash, prizes, or travel Perceived value very important as it must be of Perceived value very important as it must be of

sufficient value to motivate additional effortsufficient value to motivate additional effort Promotion of contest importantPromotion of contest important

Launched as a special event with handoutsLaunched as a special event with handouts Large scorecards to communicate progressLarge scorecards to communicate progress Newsletter articles or interim prizes can keep Newsletter articles or interim prizes can keep

motivation upmotivation up

Sales Contest ConcernsSales Contest Concerns

A number of concerns have been raised about sales A number of concerns have been raised about sales contestscontests When not properly designed contests take a lot of When not properly designed contests take a lot of

managerial time to administermanagerial time to administer Improper contests can actually de-motivateImproper contests can actually de-motivate Do sales contests generate additional sales?Do sales contests generate additional sales? Should sales force be paid twice for doing job?Should sales force be paid twice for doing job? If contests are for short-term, then why have a “never-If contests are for short-term, then why have a “never-

ending” sales contest?ending” sales contest?

Managing expenses of sales personnelManaging expenses of sales personnel

Non-Financial Incentives:Non-Financial Incentives: Human needs require approaches other than Human needs require approaches other than

compensation to remain satisfiedcompensation to remain satisfied Ability to growAbility to grow Recognition programsRecognition programs

Salesperson of the year, President’s ClubSalesperson of the year, President’s Club Opportunity to travelOpportunity to travel Educational assistanceEducational assistance

Sales Expense Plans:Sales Expense Plans: Linked to salary in some waysLinked to salary in some ways

Globally, firm may pay salesperson’s expenses to live Globally, firm may pay salesperson’s expenses to live overseas that include familyoverseas that include family

Expatriate expenses are significantExpatriate expenses are significant Expense plans includeExpense plans include

UnlimitedUnlimited Per diemPer diem Limited expense planLimited expense plan

Unlimited Expense Plan:Unlimited Expense Plan: All legitimate expenses are reimbursedAll legitimate expenses are reimbursed Plan has a number of advantagesPlan has a number of advantages

Communicates trust to the sales forceCommunicates trust to the sales force Sales manager can focus on more important issuesSales manager can focus on more important issues Salesperson cannot complain that resources not Salesperson cannot complain that resources not

available to make saleavailable to make sale Sales force must be given guidance and expenses must Sales force must be given guidance and expenses must

still be monitored to insure sound judgmentstill be monitored to insure sound judgment Reimbursed expenses vary by country – e.g. Reimbursed expenses vary by country – e.g.

entertainment and alcoholentertainment and alcohol

Per Diem Expense PlanPer Diem Expense Plan

The salesperson is given a set amount of money for The salesperson is given a set amount of money for each day s/he is in the fieldeach day s/he is in the field For example, US$250 per dayFor example, US$250 per day

Budget can be set by multiplying rate times total Budget can be set by multiplying rate times total days sales force expected to traveldays sales force expected to travel

Single rate unlikely to work in all locales due to Single rate unlikely to work in all locales due to varying costsvarying costs

Sales manager must adjust per diem rates Sales manager must adjust per diem rates regularly as prices expand or contractregularly as prices expand or contract

Limited Expense PlanLimited Expense Plan

The firm sets a maximum daily amount paid for each The firm sets a maximum daily amount paid for each category of expensecategory of expense That is, US$125 for lodging, $50 for meals, $30 for That is, US$125 for lodging, $50 for meals, $30 for

auto rental, and $20 for miscellaneousauto rental, and $20 for miscellaneous Limits firm’s upper travel expense limitLimits firm’s upper travel expense limit Must be updated and will vary by locationMust be updated and will vary by location When actual costs exceed plan, salesperson may When actual costs exceed plan, salesperson may

try to save in some areas to meet expenses in try to save in some areas to meet expenses in otherother

Salesperson’s attention may be diverted from Salesperson’s attention may be diverted from clientclient

Staff meetingStaff meeting Morning mirth.Morning mirth. Someone on the staff tells a funny story. This acts as a Someone on the staff tells a funny story. This acts as a

kickoff and also gives someone storytelling practice in kickoff and also gives someone storytelling practice in front of a group. Pre-assign it so they can prepare. Not a front of a group. Pre-assign it so they can prepare. Not a joke, a story. This makes it more real and more personal.joke, a story. This makes it more real and more personal.

Success announcements.Success announcements. Give everyone a chance to brag about their current Give everyone a chance to brag about their current

accomplishments. Sales and personal events are accomplishments. Sales and personal events are acceptable. Successful big deals, goals exceeded, acceptable. Successful big deals, goals exceeded, achievements made. Talking about success makes achievements made. Talking about success makes people feel successful.people feel successful.

Frustrations shared.Frustrations shared. One or two minutes of bloodletting. Don’t react One or two minutes of bloodletting. Don’t react

immediately. Let solutions be offered later in the immediately. Let solutions be offered later in the meeting. Get the crap off your chest, and let everyone meeting. Get the crap off your chest, and let everyone help create solutions and answers as the meeting help create solutions and answers as the meeting progresses.progresses.

Two-minute administrative details talk.Two-minute administrative details talk. No more. The rest can be e-mailed. Salespeople hate No more. The rest can be e-mailed. Salespeople hate

details.details.

Five to 10 minutes of product knowledge.Five to 10 minutes of product knowledge. No more. Important transferable bits of information that No more. Important transferable bits of information that

customers can use, benefit, produce, and profit from.customers can use, benefit, produce, and profit from. Idea: Test or challenge salespeople to come up with an Idea: Test or challenge salespeople to come up with an

idea on how to present the knowledge, and reward the idea on how to present the knowledge, and reward the best idea with lunch for two.best idea with lunch for two.

Best of (examples).Best of (examples). How someone succeeded. Made a tough appointment, How someone succeeded. Made a tough appointment,

successful follow-up, completed a sale. Sales meetings successful follow-up, completed a sale. Sales meetings should emphasize sales. Hello!should emphasize sales. Hello!

Sales subject/ lesson of the week.Sales subject/ lesson of the week. Sales training. Someone on the team prepares and Sales training. Someone on the team prepares and

delivers a 15-minute presentation of an important aspect delivers a 15-minute presentation of an important aspect of your selling process. You can even invite customers to of your selling process. You can even invite customers to participate.participate.

Solutions to frustrations.Solutions to frustrations. Ten minutes of ideas to present frustrations and barriers. Ten minutes of ideas to present frustrations and barriers.

Get it out in the open so that answers can create better Get it out in the open so that answers can create better understanding.understanding.

Networking opportunit ies discussed.Networking opportunit ies discussed. Prepared by someone weekly. Where you can go to Prepared by someone weekly. Where you can go to

meet new people and prospects. Assign people to meet new people and prospects. Assign people to important events. Report on last week’s events.important events. Report on last week’s events.

Top 10 prospect review of each salesperson.Top 10 prospect review of each salesperson. Rapid-fire talk that names the prospect, the status, and Rapid-fire talk that names the prospect, the status, and

the expected result this week. Make each person the expected result this week. Make each person verbalize his or her goals and expectations.   verbalize his or her goals and expectations.   

Expectations of the week.Expectations of the week. Each person affirms what he or she seeks to accomplish Each person affirms what he or she seeks to accomplish

this week with respect to their sales effort to build their this week with respect to their sales effort to build their pipeline.pipeline.

Generate an idea for one major prospect of Generate an idea for one major prospect of each salesperson.each salesperson.

As the sales leader, you offer the first idea. This shows As the sales leader, you offer the first idea. This shows the team that you have prepared as well. Give them the team that you have prepared as well. Give them something creative to take or say to their appointment something creative to take or say to their appointment that separates them from the competition, gets them in that separates them from the competition, gets them in the door, or helps them complete a sale.the door, or helps them complete a sale.

END UPBEAT.END UPBEAT. Two minutes of something motivational and inspirational Two minutes of something motivational and inspirational

– a recording, a reading, a story shared, a video clip. – a recording, a reading, a story shared, a video clip. Something that will energize each salesperson to leave Something that will energize each salesperson to leave through the wall, not the door.through the wall, not the door.

This agenda will win and will create winners. It involves This agenda will win and will create winners. It involves everyone, and creates a positive anticipation for a week everyone, and creates a positive anticipation for a week of success. It also challenges each salesperson to learn, of success. It also challenges each salesperson to learn, participate, communicate, present, and make sales.participate, communicate, present, and make sales.

The object of any sales meeting is to have a favorable The object of any sales meeting is to have a favorable outcome. One where the team of individuals is outcome. One where the team of individuals is somewhere between inspired and pumped. This somewhere between inspired and pumped. This responsibility falls on the shoulders of the sales leader - responsibility falls on the shoulders of the sales leader - the sales manager or owner of the company.the sales manager or owner of the company.