Sales leaders and managers frequently talk about hiring the right people, sales process mapping, sales strategy, sales force deployment and customer coverage, economic drivers of profit of the customer, sales force effectiveness, and sales compensation. The entire gamut of activities listed above and some more tasks from sales management. Selling is the vital activity of a company on which the question of very survival rests. And the entire process of selling involves these tasks that need proper management to ensure a cohesive selling process. After the research and development team has given a credible product to the manufacturing department and the product is out of the manufacturing pipeline, it’s up to the sales team to take the product to the customers and exchange them for money and goodwill. The onus lies on the shoulders of the sales manager to strategize the sales process and methods to bring in the maximum possible revenue as well as forge enduring relationships with the customers. Selling through a team of salespeople is possible when the sales manager knows how to manage the sales team to optimize their potential. 

Treating the Sales People Well

What then is good sales management? It’s something akin to Southwest Airlines’ model of sales management. When the entire airline industry is reeling under the blows of skyrocketing fuel prices they are the only airline to have registered profits in 2008. Instead of mulling over job cuts and travel fare hikes the managers have stood behind their sales staff and treated them like family. Whenever an employee had a problem or an employee had an issue with a customer the managers came to their rescue and together they sorted out the issue. They have followed the simple rule, “Treat employees the way you wanted to be treated”. That’s the fundamental rule of sales management. A sales manager should be a mentor, guide, and leader to their team. 

Does the salesperson shift their gaze to the side when they see a customer approaching? Do they suddenly remember that they have to restock merchandise instead of greeting the customer and getting interested in his needs? A Retail Customer Dissatisfaction Study conducted by Wharton’s Jay H Baker Retail Initiative confirms that the biggest saboteur of profits is a disinterested sales force. When the customer is dissatisfied a good sales manager checks their sale staff first. Recruiting the right sales personnel, providing them with adequate training, making all required knowledge accessible to them, and motivating them to achieve their sales targets with enthusiasm – all fall under the ambit of responsibility of a sales manager. Half of the sales team management problems wouldn’t arise in the first place if the recruitment process is solid and weeds out people that may turn out to be incompatible with the organization and a sales role. 

The fundamentals of sales management include first knowing the strengths and weaknesses of your team. Is each salesperson on the team entrusted with the kind of sales they are capable of? Are they motivated enough to do well in good times and tackle tough times? Is a salesperson compensated well for their achievements? Does the sales manager listen to their suggestions and give feedback?

If there is a problem during a call the sales manager should go on “buddy calling”. Buddy calling entails that the manager would accompany the salesperson on a call but let them do the job and intervene when the going gets tough. This gives the manager insight into the way that the salesperson works and the salesperson learns from the manager – on the job.

Keeping the Sales Channel in Peak Condition

Is the sales process vibrant and functional? Has the prospecting been done correctly? Is everything from cold calls to closing deals moving smoothly? A good number of cold calls should lead to real sales when the sales process is effective. Are the salespeople concentrating on the needs of the customer? Can the sales process be revamped? Is there an Internet-based sales system present? How much selling should be apportioned to the Internet and how much should be accomplished physically? Is there a gap between what’s promised to the customer and what is delivered? Is the delivery taking place on time? These are the things a sales manager should be examining constantly. 

The fundamentals of sales management require the observance of some common sales fundamentals. The appearance of salespeople should be smart and professional following the guidelines of the company. They should exude a certain level of confidence in their day-to-day jobs. There has to be proper guidance about prospecting and enough time should be allocated to each prospect based on their worthiness. 

Presentations and the closing of deals should be of top quality. Periodic training on presentation skill enhancement and personality development workshops improves the competencies of the salespeople. All top sales managers spend a good amount of resources on the training of their sales force.

It is also essential that sales management take into account a comprehensive sales strategy. A sales manager should formulate a good sales strategy and execute it well. Execution is as important as strategizing. The role of synchronization – getting the right product to the right customer at the right time, cannot be undermined.   

The fundamentals of sales management shouldn’t be confused with something complicated but simple attention to the details in all activities related to sales. A liberal dose of humaneness and loads of common sense, as well as a goal-oriented approach, form the basics of good sales management.