The vast majority of sales managers are appointed and anointed based on core competencies other than planning and strategy ;) Think about it, and you’ll see it’s a “double whammy”.
First, ask yourself “Why did I get into sales in the first place?”. Chances are it was something to do with enjoying a challenge, autonomy, using your communication skills with a diversity of customer types and situations.
Maybe the company car?...
But it is rare to find a sales person who says:
“I was really motivated by the prospect of analysing spreadsheets,
planning my territory coverage and reporting on my activities”
And if you ask successful sales people what factors have contributed to their success, they generally list their own “star qualities” in relationships, persistence, hard work, etc. Very few put it down to strategy, planning and organisation. Sadly, even fewer nominate the assistance and coaching they got from their first line manager! But that’s a story for another time and place...
Strike One – sales people are rarely natural born strategists.
Next, especially if you are reading this as a recently appointed first- or second-line sales manager, think about why your organisation asked you to step up and what qualities they see in you.
There is no doubt that proficiency in selling skills is one of the most common reasons people are promoted, and so it should be, since you need to be a competent player to be the coach and leader of the team, yes? But all too often, it is the ONLY reason, which means that managers may see their role as “leading from the front”, “setting the standard”, “motivating the troops” and other military analogies!
Even if your organisation has made it clear that they see your potential as an empowering leader-coach, rather than a “super-salesman”, and even if your position description covers the broader planning and strategic aspects of the role, you have probably had no specific training or support in how to actually implement these key tasks.
Strike Two – sales managers are rarely supported to become strategists.
So there you have it – the “double whammy” which makes it something of an uphill struggle for the new sales manager to get his or her head around their first sales plan. Or even the second or third!
That’s why we have produced our latest comprehensive e-Book, "10 Steps to Effective Sales Strategy" and why we are building the sales management pages and blog posts on www.harrisonconsulting.net.au
The e-Book is in two parts. You can download Part 1 here, and Part 2 will be published soon.
STOP PRESS: We have just published the first in a series of Sales Planning Tools. It is designed for newly appointed Sales Managers grappling with their first sales plan or strategy, and is packed with benefits. It is called StratPlan© and you can find the details on the information page. Click here.
First, ask yourself “Why did I get into sales in the first place?”. Chances are it was something to do with enjoying a challenge, autonomy, using your communication skills with a diversity of customer types and situations.
Maybe the company car?...
But it is rare to find a sales person who says:
“I was really motivated by the prospect of analysing spreadsheets,
planning my territory coverage and reporting on my activities”
And if you ask successful sales people what factors have contributed to their success, they generally list their own “star qualities” in relationships, persistence, hard work, etc. Very few put it down to strategy, planning and organisation. Sadly, even fewer nominate the assistance and coaching they got from their first line manager! But that’s a story for another time and place...
Strike One – sales people are rarely natural born strategists.
Next, especially if you are reading this as a recently appointed first- or second-line sales manager, think about why your organisation asked you to step up and what qualities they see in you.
There is no doubt that proficiency in selling skills is one of the most common reasons people are promoted, and so it should be, since you need to be a competent player to be the coach and leader of the team, yes? But all too often, it is the ONLY reason, which means that managers may see their role as “leading from the front”, “setting the standard”, “motivating the troops” and other military analogies!
Even if your organisation has made it clear that they see your potential as an empowering leader-coach, rather than a “super-salesman”, and even if your position description covers the broader planning and strategic aspects of the role, you have probably had no specific training or support in how to actually implement these key tasks.
Strike Two – sales managers are rarely supported to become strategists.
So there you have it – the “double whammy” which makes it something of an uphill struggle for the new sales manager to get his or her head around their first sales plan. Or even the second or third!
That’s why we have produced our latest comprehensive e-Book, "10 Steps to Effective Sales Strategy" and why we are building the sales management pages and blog posts on www.harrisonconsulting.net.au
The e-Book is in two parts. You can download Part 1 here, and Part 2 will be published soon.
STOP PRESS: We have just published the first in a series of Sales Planning Tools. It is designed for newly appointed Sales Managers grappling with their first sales plan or strategy, and is packed with benefits. It is called StratPlan© and you can find the details on the information page. Click here.
By the way, the 10 Steps are:
1. Scope out your Organisation’s Planning Framework
2. Understand the Planning Process
3. Choose the right Analytical Tools
4. Build your Sales Plan – Objectives, Strategy and Tactics
5. Invest in Distribution Channels, Advertising and Promotion
6. Determine the Size of your Sales Team
7. Set Sales Targets and Budgets
8. Define your Standards and KPIs
9. Develop and Model your Selling Approaches
10. Allocate Resources and Finalise your Sales Plan
1. Scope out your Organisation’s Planning Framework
2. Understand the Planning Process
3. Choose the right Analytical Tools
4. Build your Sales Plan – Objectives, Strategy and Tactics
5. Invest in Distribution Channels, Advertising and Promotion
6. Determine the Size of your Sales Team
7. Set Sales Targets and Budgets
8. Define your Standards and KPIs
9. Develop and Model your Selling Approaches
10. Allocate Resources and Finalise your Sales Plan
