Professor Chip Besio Sales Management Marketing 3345

LEADERSHIP Professor Chip Besio Sales Management Marketing 3345

Skills Power Styles Empowerment Vision Legitimate Directing Intuition Value Congruence Coercive Coaching Self-understanding Referent Supporting Expert Delegating Sales Manager Leadership Factors in Sales Management Sales Team Activities Interaction Norms Sentiments Situation Task structure Time pressure External system Salesperson’s Behavior Salesperson Professional maturity Needs Goals Relationship with manager

Leadership Skills Intuition Empowerment Leadership skills Value congruence Vision Self-understanding

Supporting Selling Delegating Telling Four Leadership Styles High Supportive behavior Low Directive behavior Low High

Supporting Selling Delegating Telling Situational Leadership: Follower Maturity and Leadership Styles High Supportive behavior Low Low Directive behavior High High competence, high commitment High competence, variable commitment Some competence, low commitment Low competence, high commitment HighFollower maturityLow

CHANGE MANAGEMENT PROCESS • Assessment -examination of the customer environment in which the company operates. • Redesign -initiatives based on three interrelated tasks: • Customer orientation - know customer buying process. • Sales strategy - deployment of sales resources and buyer segmentation. • Selling processes - determined by the segment of buyer.

CHANGE MANAGEMENT PROCESS • Measurement -determine the indicators of successful change. • Sales Support Programs -programs to support and reward implementation of the change program. • Implementation Strategies -pilot test programs.

How Change Oriented are You? Instructions: To find out to what degree you like change, use the following scale in responding to the following eighteen statements. There is no right or wrong answer. Rather, the intent is to help you explore your attitudes toward change. SA = Strongly Agree A = Agree ? = Undecided D = Disagree SD = Strongly Disagree

How Change Oriented are You?

How Change Oriented are You? Scoring: Give yourself the following points for each circled response. SA = 5 points A = 4 points ? = 3 points D = 2 points SD = 1 point

Internal Systems of a Group Activities Norms Interactions Sentiments

“Jose Guerrilla” You are the boss with the title, rank, experience,and all the accountability that comes with the job. You have the feeling that your salespeople are not following many of your orders. You wonder if you are becoming paranoid. Although you are the formal leader, an informal leader has emerged. It’s Jose Guerrilla. Deliberately or not, he has become influential, even playing amore dominant role than you. Jose is one of your top salespeople, but is behaving like an underground rebel. The group’s overall performance is quickly dropping. Is there a connection? You must correct the situation soon. You do not want to lose Jose, he is a valuable salesperson, besides you really like Jose. Ground rule #1, you have got to turn the situation around. Why did an informal leader emerge? How do you handle Jose? What can you do to prevent this from reoccurring?

DECISION OPTIONS“Jose Guerrilla” 1) Get the group together and remind them that you are the boss. Tell them like it or not the ignoring of your orders must and will stop. 2) Take Jose aside and tell him you “appreciate” the “help” in managing the group. Tell Jose that by pulling together, you can make the situation work out right for everyone. 3) Let nature take its course. Sit back and let Jose make a big mistake that will cause him to lose favor with the group. 4) Take time to get to know Jose. When you know his career objectives you will probably find that he is not after your job. Use Jose to make your communications between yourself and the group more efficient. 5) Talk to each member of the sales team separately. Let them know that you know what is going on and that it is tantamount to insubordination.

Effectiveness in Selling New Ideas or Programs 1.You should try to sell an idea to the "natural" leaders first. 2.Thoroughly explaining the reasons for a change will invariably turn resistance into cooperation. 3.Getting to know your people well is one of the best ways to obtain control over their resistance to change.

Effectiveness in Selling New Ideas or Programs 4.It's usually better to hold a meeting to address the entire sales force about a change that will affect them. 5.You should inform your sales force as far in advance as possible about changes that will affect them. 6.When you propose a program or an idea, you are unlikely to encounter resistance except on the most important issues involved.

Coaching Situation Important Points Prior to 1. Who is being called on? Sales 2. What happened last time? Call 3. Objective of call? 4. Objections may arise? 5. How to handle objections? 6. Who are key players? 7. Developmental points last call?

Coaching Situation Important Points During the 1. Let salesperson control call. Sales Call 2. Answer necessary questions briefly. After the 1. Ask for self-evaluation. Sales 2. Reinforce positive behavior. Call 3. Suggest effective responses. 4. Keep records.

Additional Suggestions for Coaching Salespeople • Instead of criticizing them, repeatedly tell salespeople what you like about their performance. • Help salespeople improve by giving them “how to” advice. • Insist that salespeople evaluate themselves in order to develop their evaluative abilities regarding their own work habits and performance. • Ask questions to ensure the salesperson is actively involved.

Additional Suggestions for Coaching Salespeople • Make the most of resources that are available to you, • such as special training materials and so on. • An agreement between you and the salesperson should • be arrived at regarding corrective actions to be taken. • Keep records of specific standards of performance, • including how performance will be measured and by • what date. The salesperson should be shown these • records when they are written to avoid any • misunderstandings.

Sales Managers’ Rankings of the Causes of Plateauing Among Salespeople Mostly Mostly Salary Commission Overall Men Women Only Only No clear career path 1 1 2 1 4 Not managed adequately 2 2 4 3 1 Bored 3 3 3 2 5 Burned out 4 5 1 5 2 Economic needs met 5 4 7 6 3 Discouraged with company 6 6 5 4 6 Overlooked for promotion 7 7 6 7 8 Lack of ability 8 8 9 8 7 Avoiding risk of management job 9 9 10 10 9 Reluctance to be transferred 10 10 8 9 10

Termination Suggestions • Establish a paper trail. • Reasons for termination should be specifically spelled out. • When possible, offer an attractive severance package and outplacement services. • The firing session should be brief. • The firing session should be held at the beginning of the week.

Women in Sales: Percentages by Industry Percent of Women Industry In Sales Force Banking 24.7 Business services 30.3 Chemicals 9.1 Communications 34.7 Educational services 50.4 Electronics 19.6 Food products 28.5 Health services 45.1 Insurance 27.4 Miscellaneous manufacturing 17.6 Office equipment 24.1 Printing/publishing 38.9 Retail 20.0 Rubber/plastics 17.7 Transportation equipment 23.9 Wholesale (consumer) 19.5 Average 24.3

Professor Chip Besio Sales Management Marketing 3345