Fundamentals of Effective Sales Management
June 7-8, 2006 • Hilton Garden Inn Chicago Downtown • Chicago, IL
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Workshop Agenda

Workshop Schedule

Day One
7:30 - 8:30am Registration
Continental Breakfast
8:30 - 12:30pm Morning Sessions
12:30 - 1:30pm Hosted Luncheon
1:30 - 6:00pm Afternoon Sessions
6:00 - 7:00pm Hosted Reception
Day Two
7:30 - 8:30am Continental Breakfast
8:30am - 12:30pm Morning Sessions
12:30pm - 1:15pm Hosted Luncheon
1:15 - 3:45pm Afternoon Sessions
  1. Trends, challenges and opportunities in strategic sales management

    • Insights and comments from thought leaders
    • Observations from Mercuri International in the marketplace
      • Sales trends and challenges in leasing (includes findings from the Mercuri/ELA sales management benchmark survey)
    • The measurable links between effective sales management and the sales result

  2. Converting the business strategy into a concrete plan to secure the sales result

    • Spotting the differences between success and failure
    • Gathering and assessing market information in leasing
      • What is happening out there in the marketplace?
      • What changes do you see over the coming year?
    • Setting and communicating clear sales policies
      • Options on customer segmentation and grading; channel management, product design and mix; sources of organic growth from new products and/or new customers
      • Where does sales strategy fit in the business and financial strategy
    • Effective target and budget setting using multi-dimensional approaches
      • The challenge of agreeing on sales targets that mean something to individuals, are achievable and which deliver what the business needs
    • Managing activity and competence
  3. Directing and managing activity. The three aspects of sales activity that leaders can influence: Quantity, Direction and Quality of sales activity.

    • The role of the sales manager in monitoring, analyzing and planning
    • Quantity of activity
      • Ensuring that there is enough sales activity by individuals and teams
      • Benchmarking levels of sales activity
    • Direction of activity
      • Product, channel and customer mix
      • Multi-level selling - taking the leasing message to a strategic level in the customer
      • Balancing existing and new business to optimise a sustainable result
    • Introduction to key account management into the sales strategy
    • Quality of activity
      • Sales processes and benchmarking
      • A look at sales process, conversion ratios and other key indicators
      • The link to competence
  4. The strategic impact of building sales competence

    • The link between competence and result
    • What does sales competence look like for leasing companies?
      • Benchmarking of sales competences
    • The role of the sales leader
      • Defining and measuring competence
      • 1:1s
      • Joint visits
      • Sales meetings
  5. Motivation and how it applies to sales people

    • What really motivates people?
  6. Options for creating, building and retaining a motivated and competent salesforce - Recruitment, Training, Coaching, Rewarding

    • Key people skills for sales managers
      • Listening and giving feedback
      • Working with individuals: coaching under-performing, high performing and middle-raking sales people
    • Joint visits: why these matter and ways of working. Techniques for different scenarios
    • Sales meetings: bringing people together to make a sales team
  7. Action Planning
    Attendees build their own 90-day plan to make sure they get payback from the workshop
  8. Concluding Remarks