Sales Management Training

成功招聘的第一步是明确确定要填补的职位, 考虑到新员工与客户的互动. During this session, 参与者将开发一份工作概要-职位的功能描述. Then, 他们将开发一个由主要功能标识符(PFIs)组成的招聘模板。, attributes of winners, and team matrix considerations, all of which describe the ideal candidate.

面试是招聘过程中至关重要的一步. In this session, participants learn how to use the hiring template elements to narrow the applicant field and ultimately select the best-fit candidate. 他们将探讨系统的五步访谈过程的准备工作. 参与者将考察沟通的要素及其对面试过程的影响. They will also explore various questioning strategies for developing appropriate interview questions and conducting the interview in such a manner as to reveal the "real" applicant.

招聘代表着公司在很长一段时间内对一个人的巨大的资源投资. 招聘过程本身不仅是一项费用, so is training, supervising, mentoring, 所以可能成本与人的表现有关. 在招聘过程中，管理者很少有机会最大化公司资源. 对合适度的评估和对候选人的初步排名不是凭直觉或直觉最好的活动. 365app的直觉常常是365app喜欢和自己相似的人. 依靠直觉会使你的优势和劣势复杂化.

搜索过程和招聘模板的开发(PFI的, winner attributes, and team matrix) work together to enhance your judgment in determining the best-fit candidate from your candidate pool. Now you are ready to decide whom to hire. Participants will engage in an exercise to put together all the previously presented pieces of the hiring puzzle and select a candidate from a candidate pool of five, 没有一个人能完全胜任. 使用招聘工具和提供的信息, 他们会根据自己的判断来决定最佳人选.

To effectively manage people, the manager must not only understand them, 但他或她还必须理解与它们之间的互动动态. 在会议中，参与者将研究影响这些互动的三个概念. By better understanding their people, 参与者处于一个更有利的位置，帮助他们成长, 这反过来又能提高部门的生产力.

有效沟通的能力是必不可少的管理工具. During this session, 参与者将学习到有效的沟通是一个多步骤的过程, closed-loop process. Each step has the potential to influence the message being communicated in a manner that may increase or decrease its clarity and ability to be readily understood. 参与者将研究沟通的三个组成部分——单词, the tonality with which the words are spoken, and the body language that accompanies the words – each of which contributes in varying degrees to the total message. 当这三个部分一致时，它们就会统一并加强信息. When they are not, they weaken or blur the message, 哪些会引起误解和误解. 参加者将有机会探索他们的沟通方法和喜好.

Participants will take a brief look at four critical management roles: supervising – which derives its authority from the manager’s hierarchical position in the company; and coaching, 培训和指导——其权威来自于关系. They will examine how they invest their time in these functions and draw some conclusions about the distribution of time in those efforts.

经理的主要职能是使销售团队朝着目标前进. To manage for these goals effectively, the manager must monitor performance by tracking actions and comparing results to predetermined benchmarks to determine if the salesperson is on target. 参与者将确定要监测的行动和结果. Then, 使用“销售的结构分析”模型, 与会者将确定用于比较监测结果的基准.

学员将了解辅导的基本目的, which is to enhance the performance by encouraging the appropriate application of competencies – which in turn increases motivation and demonstrates corporate support. Participants will examine two levels of coaching: tactical coaching – helping the salesperson apply knowledge and skill to selling situations; strategic coaching – helping the salesperson assess situations and conditions, plan a strategy, and act appropriately.

Participants will view training as a process – rather than an event or sequence of independent events – and examine their roles in the process. 参加者将检查三个要素的必要有效的表现能力, motivation, 并研究培训如何支持这些要素. They will also explore the various types of corporate training and discuss the manager’s role in identifying training needs, arranging for the delivery or training, and following up after the training. 最后，参与者将应用他们的知识来开发一个培训计划.

Participants will explore mentoring as a means of facilitating an individual’s assimilation to current and future positions while strengthening their sense of group membership and deepening their understanding of their role. The role of the mentor will be discussed, 成功指导的要素将被确定. 为了使关系成功，学员必须为过程带来的元素也将被确定. Participants will discover the strong relationship aspect of mentoring and how it can be adapted to enhance a team member’s performance across the board.

参与者会发现，冲突可以对组织产生定位效应. 它可以用来利用多样性——不同观点的人之间所表现出的自然差异. 参与者会发现，当人们拥有不同的价值观时，冲突是很自然的, behaviors, and goals work together. However, 具有结构化的过程和使用适当的沟通技巧和人类行为知识, managers can mediate the conflicts and facilitate “win-win” solutions that do the least harm and the most good for the most people.

Participants will examine the link between corporate goals to the individual salesperson’s goals and explore ways to make that link a component for maximizing individual performance. 参与者也将被介绍许多动机因素的三个类别:关系, status, and achievement. Participants will discover that the manager’s first step in creating realistic performance expectations is to determine what motivates sales team members. 然后通过将团队成员的努力引导到适当的方向, 根据已建立的基准监控性能, and providing appropriate support, the manager becomes the link that enables the sales team members to fulfill personal goals and aspirations and achieve company goals.

参加者将研究商业环境的变化过程，并发现这是不可避免的, 公司正是通过员工来影响变革. 参与者会发现人们抗拒改变, and when confronted by it, they experience a range of emotions. 他们将研究变化发生的过程——一个随着时间而不是一夜之间发生的转变. 参与者将更加意识到，人们需要了解改变的原因和好处. 参与者将通过帮助他们的员工理解这些原因和好处来看到这一点, 就越容易过渡，而且通常, the more quickly it will be completed. Finally, 将向与会者介绍一个有系统地促进和管理变革的十步程序.

参加者将检视设计的各个方面, developing, and conducting effective sales meetings. They will borrow the elements of a sales call “up-front contract” to help structure sales meetings and identify agenda items. 与会者将探讨销售会议过程的三个要素——计划会议, conducting the meeting, and following up after the meeting. They will also look closely at planning the meeting and exploring various aspects and considerations for developing an appropriate and effective agenda – the central core of the meeting.

During this session, 参加者将学习分类帐户的方法, and then identify appropriate strategies for maximizing the return on the investment of time and energy calling on and servicing them. They will examine a five-step process for growing accounts by identifying and implementing ways to add value to the relationship, 改进与他们互动的过程, 加强与员工的关系.

准备和提交提案是销售过程中的一个重要部分. 然而，它们必须在正确的时间出现，并针对正确的受众. 参与者将检查他们在监督提案过程中的角色, 无论是在决定什么时候提出建议是合适的，还是在什么时候放弃这个机会. 他们将研究回应提案请求的六步系统. They will also examine the criteria for evaluating proposal requests and processes for developing and presenting effective proposals.

During this session, territory management is presented as the process of collecting and analyzing appropriate data and formulating strategies that direct salespeople’s efforts to activities that maximize the company’s return on the investment of its resources. 参加者将检视领土管理的五个步骤. 将确定要收集的数据类别和获取这些数据的资源. Participants will examine two methods – SWOT and matrix analyses – for evaluating the influence each category has on formulating territory strategies. Participants will use the matrix analysis process for classifying accounts to help determine the allocation of resources to meet territory management objectives.

参与者将与他们的销售团队成员确定进行销售电话的原因和好处. 他们将研究一个五个步骤的准备过程, conduct, learn from, 并将从联合呼吁中吸取的经验教训付诸行动. They will also examine two useful tools – a call planning worksheet and an observation checklist – to help them implement the process. 参与者将确定他们的销售团队的成员，与谁进行联合电话，以及这样做的原因.

参与者将把时间视为不可再生资源，他们可以自由地选择时间框架. 他们将学会在一个时间导向的矩阵中安排他们的活动. 他们将学习如何处理时间的浪费和干扰，并查看小窍门, tools, and techniques to organize time effectively. 他们将学习如何将委托作为一种更聪明地工作的强大方式, 让他们把时间花在最重要的工作上.