Course Length: 2 Days

Course Pre-Requisite: Introduction to Sales Process

Course Content:

 Part 1: The Changing Role of a Manager

 Part 2: Integrating the Sales Process via Opportunity Management

 Part 3: Sales & Operations Planning - Continuous Process Improvement

 Part 4: Communications

 Part 5: Rewards & Compensation

 Part 6: Sales Performance Management

Detailed Description:

Part 1: The Changing Role of a Manager

Today's sales professionals are more educated than ever before and expect more of a manager. They respect a manager who can assess their specific behaviors and offer coaching for improvement, rather than merely demand "more calls." This coaching process allows managers to leverage their strengths by coaching their reps before and during a sale, rather than playing a passive, after-the-fact role of doling out rewards and consequences after the sale is won or lost.

Part 2: Integrating the Sales Process via Opportunity Management

Managers learn to create an ongoing sales operating system, which allows the managers and their reps to inspect the sales process and focus on specific behaviors needed to advance each live sale. Opportunity Management creates an environment for communication, coaching, consensus building, and creative problem solving.

Part 3: Sales and Operations Planning- Continuous Process Improvement

As an extension of Opportunity Management, sales managers learn how to create a sales and operations planning process that promotes continuous process improvements across the entire business. This ensures that the customer remains the central focus of the business. It also improves resource allocation, forecasting, inventory management, quality assurance and new product development.

Part 4: Communication

Too often, managers focus only on "the numbers" rather than on the selling behaviors that created the numbers. In the coaching process, managers learn how to positively reinforce the specific sales behaviors that a rep is performing well, and how to communicate the selling behaviors that need improvement.

Part 5: Rewards and Compensation

It is not unusual for a company's system of rewards and compensation to actually work against the corporate growth intent. In this section of the manager coaching program, managers are asked to rate their current reward system in terms of its ability to promote profitable revenue growth.

Part 6: Sales Performance Management

Effective manager coaching must be an ongoing process, versus a once-a-year performance evaluation. However, if used properly, the annual performance review can be one of the important tools for sales development.

Course Objectives:

To provide management knowledge and tools for effective sales development and profitable revenue growth, through systematic coaching and reinforcement of the sales process.