Description

Often coming from sales, the sales manager must, to succeed in his mission, acquire new management skills to lead his sales force towards the expected performance. This training cycle dedicated to sales managers allows them to acquire all the keys to effectively deploy the sales strategy and increase their results, strengthen the performance of their salespeople by motivating them, and developing their skills. The sales manager, a true sales leader, thus gains in efficiency by mastering proven methods and proactive behaviors.

Who is this training for ?

For whom ?

Head of sales in office. Sales manager wishing to challenge his current practice. Any employee directly supervising a team of salespeople.

Prerequisites

None.

Training objectives

Position yourself in front of sales management and in front of the team

Identify your responsibilities and your scope of action

Avoid the most common pitfalls in your management

Master the tools, methods, and techniques allowing you to fully carry out all of your missions: lead, manage, motivate, support your team

Build and implement commercial action plans that produce results

Acquire the behaviors that allow you to obtain maximum commitment from your salespeople

Training program

• Diagnose your management style and adapt to the team
  • Know yourself well to correct and adapt your management style.
  • Avoid 'extreme' behavior: cronyism, authoritarianism...
  • How am I perceived by my salespeople?
  • Strengthen your flexibility.
  • Exercise: Analysis grid for your management style
• Understand your team and manage it as a leader
  • Structuring the observation grid for your salespeople.
  • Between 'super-salesman' and manager: how to manage both missions?
  • Conduct an interview evaluation: techniques and methods.
  • Validate the match between acquired and required skills.
  • Exercise: Develop the recruitment selection grid for your salespeople
• Build and lead effective and motivating sales meetings
  • Distinguish theme and objective: structure your meetings.
  • Lead 'training' to promote mastery of an argument, ease in responding to objections...
  • Lead dynamic meetings: convey information and messages, encourage speaking, conclude with a precise action plan
  • Exercise: Training on leading a sales meeting.
• Conduct individual interviews that mobilize your salespeople
  • Set an objective for each managerial interview.
  • Negotiate ambitious objectives.
  • Support the change in habits.
  • Reframe an employee : assertiveness techniques.
  • Remotivate a salesperson with insufficient results...
  • Exercise: Develop a list of objectives
• Remote activities
  • A training module 'Giving positive and constructive feedback'.
• Define customer/market potential
  • Master practical methods for analyzing sector potential: ABC, targeting matrix.
  • Define the priorities of each salesperson based on the opportunities in each sector.
  • Identify the causes of loss of turnover and define actions for progress.
  • Exercise: Develop the ABC matrix.
• Build an effective commercial action plan
  • Choose the actions to be carried out as a priority, the expected results, negotiate the means.
  • Optimize the distribution of effort between the sellers.
  • Plan the measure and monitoring: activity reports, dashboards, field presence.
  • Exercise: Develop a commercial action plan
• Analyze and exploit business results
  • Analyze, use dashboards and statistics.
  • Evaluate risks but also customer or market opportunities.
  • Diagnose the strengths and weaknesses of your team sales to determine priority management actions.
  • Measure the activity of each salesperson: organization, activity ratios, mastery of the sales plan.
  • Exercise: Construct the sales table. edge of its commercial
• Being in the field, an act of commercial management
  • Choose a type of support: commercial support, market listening, development, training.
  • 'Sell' field support to salespeople.
  • How to help a seller to conclude a sale without 'short-circuiting'?
• Use field support to help sellers progress
  • The essentials of the coaching process.
  • Establish a diagnosis of the act of sale: the observation grid.
  • The stages of the interview debriefing: knowing how to give effective feedback.
  • Set up follow-up: set realistic and motivating objectives and implement them over time
  • Exercise: establish. the observation grid
• Use motivation levers to get more from your sellers
  • Know the motivation levers for salespeople.
  • Establish high-pressure morale: the keys to a positive and winning climate.
  • The different salesperson profiles: identify them and adapt to them to evolve.
  • Exercise: Identify salesperson profiles
• Remote activities
  • To discover a subject related to your training: an e-learning module 'Foster the development of your employees with GROW'; an e-learning module 'Lead your meetings remotely'.
  • Evaluation of acquired knowledge