1.
Cracking the Sales Management Code
Improved Sales Performance through
Better Sales Management
TomDisantis

2.
An Innovative Sales Leader
• Assigned Territories
• Defined Sales Processes
• Assigned Quotas
• Trained Salespeople
• Held National Sales Meetings
• Paid Commissions
• Ran Sales Contests
John Henry Patterson
1844–1922 What did he forget?

3.
Times, They are a-Changin’
Our
Reps
Our
Managers
Our
Customers
?
Sales has Radically (and Quickly) Transformed

4.
Then v. Now
FOCUSED ON OUTCOMES
FOCUSED ON… WHAT?
Sales Management Then…
Sales Management Now…

5.
An Intense Job
Sales managers face many pressures daily
Pressure fromAbove
Pressure fromBelow
Pressure fromWithin
• Reporting & Analytics
• Forecasting
• Fielding rep requests
• Activity tracking
• Helping with customer issues
• Scratching the sales itch
• Hitting sales goals
• Urgent v. Important

6.
The Real da Vinci Code
Leonardo da Vinci
Simplicity is the
ultimate sophistication.

7.
A Brief Introduction
• Focus on Sales Management
• Advancement through Research
• Sales Methodology Neutral
• We Simplify to Achieve Results
Vantage Point’s Four Pillars
I don’t have less to do now, but I’m no longer rushed to
do it. I now have time to do what I am supposed to do.
Sales Manager, Medical Equipment Manufacturer

8.
Starting from Scratch...
306 Pieces of Chaos

9.
The Critical Question
Getting this Right is the Key
Can Sales Managers Manage this?

10.
Can Managers Manage this?
Some YES

11.
Can Managers Manage this?
Some NO

12.
Can Managers Manage this?
Some Maybe

13.
A Framework Emerges
Critical Differences Exist
Sales Rep and Manager activities that
can be proactively managed
Intermediate objectives that can be
influenced, but not directly controlled
Organizational outcomes that can
not be ‘managed’ whatsoever

14.
Step 1: Build the Right Path for Success
Identify the Activities that Yield Results
Link the objectives to relevant activities,
and manage them relentlessly.
Select and quantify the best objectives
that will lead to those results
Identify the results you want to achieve

15.
A Few Examples
Reverse-Engineering Success
 Create 1 each month
 Review Quarterly

16.
A Few Examples
Reverse-Engineering Success
 4 calls/weekto underpenetrated accounts
 Review Monthly

17.
Why Does this Matter?
Focus on Execution of the Activity
 4 calls/weekto underpenetrated accounts
 Review Monthly

18.
Step 2: Establish Management Rhythm
When, Where, and How to Manage these Activities
• Phone ?
• Office ?
• Field ?
• Online ?

19.
Step 3: Formalize the Conversation
Establish a Deliberate Conversation with an
Agenda, Inputs, and Outputs

20.
Seeing it in action
Vantage Point Engages ABC Company
ABC wanted to increase revenue results
by > 20%
Vantage Point identified improving close rates as
the biggest objective to achieve growth results
Vantage Point found that early stage qualification
activities needed to improve dramatically

21.
What a Difference an Hour Makes
The impact of focused sales management
This was the most practical training I’ve received as a sales manager.
Sales Manager, ABC Company

22.
Then v. Now
FOCUSED ON OUTCOMES
FOCUSED ON… REP DECISION MAKING
Sales Management Then…
Sales Management Now…

23.
The Task at Hand
Focus on Enhancing Sales Management

24.
In Summary
• Simplify your sales managers’ jobs
• Build the right path:
Results  Objectives  Activities
• Focus your managers intensely
on the execution of those activities
• Formalize and reinforce a management rhythm
The Keys to Unlocking Your Sales Investments

25.
For More Information
• Copy of this presentation
• Download first two chapters of
“Cracking the Sales Management Code”
www.VantagePointPerformance.com/SAVO
Booth 1 @salescode

26.
Thank you
Formoreinformation
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