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The sales manager creates the work environment

If you have been appointed recently, sales manager should be aware that you have the option of producing the work environment in which the sales force will find or not their motivation. If you do not know, it's time to recognize it and becomes aware of it: with your work, you create that environment, positive or negative, active or passive.

For those who have worked as vendors or as a clerk in this area, naturally assumes a role of sales manager's job is the need to motivate sales force. Unfortunately, this is impossible, for the simple reason that we can not motivate anyone, just so the seller can not motivate the buyer. Psychology teaches us that people do the things he does for his own reasons, not ours, so we can not motivate anyone, but we can create the environment in which they show the motivation: the people to motivate themselves, and depending on the nature of that environment, positive or negative, our vendors will increase their motivation or motivation.

This is telling us that how you set individual goals and those of equipment, strategies and tactics for each of its vendors, guidance and support they provide, have a powerful and lasting influence on your success.

With this attitude, the sales manager is preparing its own success, we must not forget that it is creating the environment for himself, and that was why he was elected to his superiors office: for their expertise, their past successes in sales, and its potential to obtain the best sales force it is able to give him. To achieve this, it must develop in their desire to realize sellers. People want self-made, and only waiting for someone to show them the path. That is "motivation." That comes from the inner world of the person, the seller, the sales manager has been able to help in bailing out its people. That's what it means to be a manager. The achievements that you can get as sales manager, will depend on its preparedness to develop personally and professionally, to their vendors.

How can you develop these skills? First, set individual goals to route to each of your salespeople in the right direction, according to the experience and capabilities of each. You need to know where to find the opportunities and threats to it by the external environment of your industry and know the strengths and weaknesses that have to work.

Secondly, stay open to what you find, decrypt correctly the market. Remember that you now have to see the world through the eyes and experiences of all the vendors with whom they work and who should direct, guide, guide, support, and develop. Each has different strengths. Also the weaknesses of each are different.

Be open to improve personally through those with whom they work. Practice lifelong learning. Read, listen, and communicate with their superiors. If you honestly express their fears and address in which he believes to be followed, will help a lot.

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Contact Management: how to close the gap and Management

All sales executive is already accustomed to receiving from the general management at year-end, communication of the objectives for next year. It is very common so. But one thing to have goals, for example, "increase the volume of sales 20% for more profitable product lines the company and 10% for giving liquidity" and another thing to know what will be done to achieve and how to transmit it to the sales force in the form of instructions that she should know how to run.

make decisions about it, should start by considering the principle of "the three organizations',: sales executive, sales force and the market (territories), let's start by the latter.

market or territory. You will have to analyze each area that integrates the market, taking into account the specific relationship that these territories have been historically with current sales trends (volumes, revenues and profits), quotas and goals. Put another way, the first thing to ask is whether decisions on territory from an exhaustive examination of each area, making two questions: 1) Where are the sales trends? And 2) Where to find other potential buyers to close the gap? Search for answers to these three questions will be what has been called the method of closing the gap.

sales force. The characteristics clearly market identified in terms of purchasing and consumption habits of customers, the activity level of the main competitors and the type or selling system that practices the company will allow us to be shaping the work skills they should have vendors that make up the equipment, it is obvious that the selection of new vendors should be given these powers, apart from nepotism and informality.

vendors that integrate the sales force, they must know what the type of sale that uses your company, what are the activities that make the sales process by which it is intended results, what is the key or essential activity on which must have expertise in implementation, to overcome the other competitors. Sellers who have had resounding success in other sales system does not ensure that you have in ours.

In other words, we must ensure that marketers know how to achieve results, rather than how many new sales techniques known.

Sales Executive. He is the governor, who will lead the sales team in general and sales force in particular, is in charge of its northern sales team. That it requires a minimum of leadership and organization. You should be aware that a bad plan better sales in which all vendors are convinced that one good thing has not convinced anyone.

What most distinguishes a sales executive is effective communication skills, as explained in previous article, and persuading vendors to execute the sales plan as as it is conceived. Your salespeople must be willing to do what we ask the executive, because they have confidence in decisions who succeeded in making the sales manager.

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: That annoying communication up

Please for a moment at the site of your company's general manager, how do you feel you do not know what is happening with sales, if surprised by bad news and consequently, is not well prepared for the answers? This is the reason why, sales executives must put emphasis on communications up.

His immediate boss expects you to provide the information, minimum necessary, it needs to make correct decisions. In that sense, you as a sales executive management should keep abreast of what is happening in the market. That is the purpose of meeting the reports that most executives do not like to prepare and submit monthly. However, this is the formal part of the communication.

There is also a direct communication, called informal communication, expressing feelings, opinions, expectations, doubts, fears and more. It is the communication that occurs from person to person, walking and chatting in the corridors of the company, in the dining room or in transit to visit an important client, with respect to some important event or issue.

However, many executives have bosses too volatile and / or traveler's quite difficult to access because they are not in their offices. Or, you can be the case that you are assigned a region of the country, far from the headquarters, in charge of the existing sales office there. Whatever the case, do or do not miss a week without communicating with your boss at least once.

Today, many media executives have own telecommunications have completely finished with the excuses that were given earlier to avoid communication with the boss. The existing facilities are varied and complete, in terms of allowing us to communicate, data, voice and image, we are already "old" phone and fax, mobile phones, Blackberry, iPod, Internet, PDAs, etc..

send or tell your boss your impressions and perceptions that have on the market, customers and competition, their feelings and opinions about what he was ordered to do, which has experienced observed, or what he wanted me to meet. Que sus comentarios no exijan respuesta, que tengan un claro tinte de “información” para su jefe. De seguro su jefe lo tomará como un medio suyo para sugerir nuevas ideas.

Este tipo de información que usted le brinda a su jefe inmediato, ya está indicando “sus propias preocupaciones”. Le está indicando a su jefe los aspectos y elementos a los que usted le pone mayor énfasis, cómo ve las cosas, las oportunidades que logra descubrir, los problemas que alcanza identificar, y lo más importante, “en qué forma proyecta empezar a mover a su fuerza de ventas hacia las metas (sus metas) y cuándo and how we will. "

In short, you should tell your boss: 1) what is happening in the market?, 2) what should be happening? And 3) what will do to make that happen? Make sure you have the time to achieve what is intended to achieve and the best way to get this time is that your boss will agree with you about what you are doing and where it goes. All this is talking about their strategic and tactical mindset to achieve results. Your boss will consider carefully.

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What is expected of you as a sales manager? Business planning

are few companies that have not initiated a program of continuous improvement in its management process, specifically in the process of staff selection and promotion, starting today the importance of human resources in any organization, and among them, in any area or division thereof. Could be outside the sales department? Impossible, for one simple reason: because it is the only function of the company that generates revenue, income to cover costs, plus an additional acceptable profit.

No company can achieve profitable results if their partners, in our case the sellers, act or play thinking only of their individual goals. It is right that the executives in charge of sales teams, make efforts to develop their individual sellers, sellers to find a way to express their full potential. But what he should appeal to the executive is to see the team as a whole, achieve the goals set for the team, which can only be achieved if the objectives of each vendor matches the company's goal: act in line of action.

The way it works in a company is united and cooperating with each other to achieve the objectives, it is the true human resource management, it is to make a good sales team. Practice policies and business rules, retailers show sincerity to his superiors. Do not waste time complaining or arguing for the kind of sellers that he has had direct, but strive to find ways to make them work together, according to the plan of company sales.

If you are one of the very few newly appointed sales managers whose chief called him during the early months to establish a number of mutually agreed objectives, can be considered privileged. But if that is not the case, can assume that for you there one of two conditions:

1. Even if your company has a well-established program management for results, you have not had an important part of his initiation into the new position.

2. Your company does not have an established management for results.

not be discouraged by having touched him live in either of the above conditions. Make the decision to prepare to design their own program.

Know the objectives set for it. Insist on knowing them. If you have no knowledge of them, see your immediate boss and say, "In analyzing what I have to do, I have to make the following list of objectives (which may be three, four, five, etc., But they are key, relevant and important) that I want to accomplish by the end of the quarter. Surely you have others that I have my past. I think it seems important that we agree in this area so that I can achieve what you want. Please let me make known its comments on the matter. "

If no reply within a reasonable time, phone your boss. At the end of the quarter, send a progress report. Say, "I served with 3 of 5 goals; the other 2 will include in the next quarter. Are you okay? "