Adding Value: Self-leadership and Teamwork

1. 10 Adding Value: Self-leadership and Teamwork

2. Learning Objectives Explain the five sequential steps of self-leadership. Identify the four levels of sales goals and explain their interrelationships. Describe two techniques for account classification. L L L 1 2 3

3. Learning Objectives Explain the application of different territory routing techniques. Interpret the usefulness of different types of selling technology and automation. Delineate six skills for building internal relationships and teams. L L L 4 5 6

4. Key Thoughts • Self-leadership is “mission-critical” for salespeople because of the independent nature of most sales jobs. • Learning how to establish goals is an important component of self-leadership. • Some customers are a resource drain. The trick is to separate out those with potential for growthfrom those without it. • Successful salespeople leveragetechnology to help them worksmarter not harder.

5. Q. 1. Define Self-Leadership.

6. Self-Leadership The process of doing the right things and doing them well. It includes the strategic application of effort that is honed and aligned with one’s goals.

7. Q. 2. What are the five sequential stages of self-leadership?

8. 5 Sequential Stages of Self-Leadership For salespeople, self-leadership is essential for the art of working smarter not harder. Setting goals & objectives Assessment & evaluation Tapping technology & automation Territory analysis & account classification Development & implementation of strategies & plans

9. Understanding Goals Effective goals and objectives must possess three fundamental characteristics

10. Different Levels & Types of Goals Personal Goals Territory Goals Account Goals Sales Call Goals

11. Different Levels & Types of Goals

12. Stage 1 – Setting Goals (Example)

13. Common Types of Sales Goals

14. Territory Analysis The process of surveying an area to determine customers and prospects who are most likely to buy.

15. Stage Two: Territory Analysis and Account Classification • Who are prospective buyers? • Where are they located? • What and why do they buy? • Who has the authority to buy, who influences thebuying decision? • What is the probabilityof selling this account? • What is the potential share of account that mightbe gained?

16. Q. 3. What are the different types of account classifications?

17. Stage Two: Territory Analysis and Account Classification

18. Account Classification – Single Factor

19. Account Classification - Portfolio

20. Portfolio Method - Example Competitive Position Strong Weak High Account Opportunity Low Potentially Attractive, Strengthen Competitive Advantage before significant investment Attractive, deserve significant investment of resources Segment 1 Segment 2 Moderately attractive, but growth potential is low, moderate investment of resources Unattractive, deserves minimal investment of resources Segment 3 Segment 4

21. Stage 3 – Development &Implementation of Strategies & Plans Establish and Implement Selling Task and Activity Plans (e.g., sales goals, expense budgets, number of new accounts, and so forth) • Yearly plan (sales goals and expensed budgets) • Quarterly Plan • Monthly Plan • Weekly Plan Note: Yearly plan should supportthe goals of the organization. Quarterly, Monthly, and Weeklyplans should support the yearlyplan. Execution of plans should be monitored and adjustments made as necessary.

22. Establishing Territory Routing Plans Types of Territory Route Patterns

23. Q. 4. What are the five common routing plans?

24. Straight-Line Route Pattern Works Best When: Accounts are located in clusters that are some distance from one another.

25. Cloverleaf Route Pattern Works Best When: Accounts are concentrated in different parts of the territory.

26. Circular Route Pattern Works Best When: Accounts evenly dispersed throughout the territory.

27. Leapfrog Route Pattern Works Best When: Territory is large and accounts are clustered into several widely dispersed groups.

28. Major-City Route Pattern Works Best When: Territory is composed of major metropolitan areas.

29. Mobile Sales Technology Portable Computers and Smartphones • Mobile CRM applications • Presentation Capabilities • E-mail, texting, Social Networking • Wireless Communications Deal Analytics • “Smart” sales force automation tools that analyze data on past customer behavior, cross-sellingopportunities, and demographics to identify areas of opportunity and high customer interest.

30. Internet/Word Wide Web • Internet • Intranets (controlled corporate access) • Extranets (controlled access to customers and suppliers) • Wi-Fi Connectivity • Hot Spots • Mobile Wi-Fi Access (Mi-Fi)

31. Ethical Dilemma

32. Stage 5 – Assessment of Performance and Goal Attainment Plan for periodic checkpoints. Compare projected performance level to actual performance level. Evaluate performance and make adjustmentsas necessary.

33. Increasing Customer ValueThrough Teamwork • Internal and External Relationships • Sales Partnerships • Marketing Partnerships • Design and ManufacturingPartnerships • Administrative SupportPartnerships • Shipping and TransportationPartnerships • Customer Service Partnerships

34. Q. 5. What are the six teamwork skills that salespeople should know?

35. Building Teamwork Skills • Understanding the Other Individuals • Attending to the LittleThings • Keeping Commitments • Clarifying Expectations • Showing PersonalIntegrity • Apologizing Sincerely Whena Mistake Is Made

36. Ethical Dilemma

37. Relationship of OptimizedSolutions, Trust, and Cooperation High Optimized & Synergistic Solutions(Win/Win) CompromiseSolutions Mutual Trust Competitive & Defensive Outcomes (Win/Lose or Lose/Win) Low Low High Mutual Cooperation