This document outlines an agenda for integrating sales management into an organization. It discusses defining goals, creating a sales plan using business intelligence, implementing necessary systems and processes, and managing resources like the sales team and results. Key systems covered include lead management, sales cycle management, opportunity management, forecasting, territory management, and channel management. The presentation emphasizes defining sales processes, documenting the buying process, and using metrics to manage and improve sales performance over time.

1. Integrating Sales Management
into The Organization
Sales Management Series
Class 3

2. Agenda
1. Defining where you are going (review)
2. Sales Management Systems
– Lead Management
– Sales Cycle Management
– Opportunity Management
– Sales Process Management
– Forecasting Management
1. Field Processes
– Account Management
– Territory Management
– Channel Management
1. Resource Management
– Sales Organization
– Salesperson Management
– Results Management
1. Making it Personal and Relative

3. Define where you want to go
– Goals of the organization
– Long term and short term
– Keep it to a few and keep it simple
– Alignment on the Goals
• Customer Focused
• Market Oriented

4. Creating a plan
a. Know your market
b. Know your competition
c. Use Business Intelligence (BI)
d. Develop your strategy
e. Strategy VS Tactics VS Tools

5. Necessary Processes, Systems, & Tools
– Everything that is NOT your people
– Necessities
• Sales
• Recruiting
• Sales Management
• Metrics
• Pipeline
• Compensation
• Territory Management
• On Boarding New Sales People -4P’s Manual
• Development

6. Sales Manual
– The 4P’s (handout)
• Position
• Products
• People
• Processes

7. Sales Management Systems (graphic)
• Selling Processes
– Lead Management
– Sales Cycle Management
– Opportunity Management
– Sales Process Management
– Forecast Management
• Field Processes
– Account Management
– Territory Management
– Channel Management
• Resource Management
– Sales Organization
– Salesperson Management
– Results Management

9. Lead Management
– Whose responsibility is it to develop leads?
– What are the lead sources?
– Are you targeting the right clients with the right message?
• Who is the client, what do they want, how do they buy?
– Do you know your “ideal” client to begin with?
– New VS Organic
• New costs 90% more than keeping an growing existing
– Low hanging fruit (wide and deep)
• Sell more products to current customers
• Find more contacts within current customers to buy the
same products
• Find more contacts to sell different products to
– Referral Partners

10. Sales Cycle Management (handout)
– What are the steps
– Prerequisites for success
– Participants on both sides
– Preparation in each step
– Milestones in each step
– Defined next steps
– Sales tools for each step

11. Document the Sales/Buying Process
– Defined Stages
– Match Your Buyers’ Process
– Match your CRM (automated funnel)

12. Opportunity Management
– Volume VS Velocity
– Move the Opportunities through the sales
cycle/process
• You can’t sell them in the first call
• What will it take to move them to the next
step?
• Can any of the steps be skipped?
– Coaching opportunities?

13. Sales Process Management Process
– Definition: Set of procedures by which you manage all of
the sales opportunities so goals are achieved
consistently
– Milestones in the process
• Prospect qualified
• Buyer identified
• Offering defined
• Decision criteria known
• Competition known and understood
• Implementation plan in place
• Obstacle handled
– Pipeline management
– Coaching opportunities
– Sets performance standards

14. Sales Forecast Management
– Estimate how much business to expect
in future time periods
• Based on the performance standards

15. Territory Management
– Treat each territory like its own business
• Geography
• Product Line
• Customer Type
• Market Segment

16. Account Management Process
– A territory within the territory where there
is the expectation for multiple sales over
a long time period
• Strategy Setting
• Needs Analysis
• Setting Mutual Goals
• Setting Expectations
• Strengthening Communications
• Increasing Satisfaction

17. Channel Management (graphic)
– Direct Sales (you)
– Indirect Sales
• Resellers
• Manufacturer Reps
– Territory Management
• Third Party

19. Sales Organization
– Org-Chart
– Work Flows
– Team structure
– Talent Management
– Roles – not just the sales people
– Sales process automation NOT sales
force automation

20. Managing your Sales People
– Leading
– Managing
– Coaching
– Compensating

21. Managing Results
– Can’t manage what you don’t measure
– What gets measured gets done
– Metrics
• Lagging Indicators VS Leading Indicators
• Goal Generators

22. Lagging Indicators
– Sales VS Budget
– Sales VS Last Year
– Activity Reports
– Converted Accounts
– Business Sources
– Marketing Results

23. Leading Indicators
– # of face-to-face meetings regarding new
business
– # of two-way conversations regarding new
business (phone or email)
– # of Assessments/Needs Analysis completed
– What stages are your Opportunities in and did
they move?
– # of proposals sent out

24. Goal Generating Metrics
– Revenue per Transaction (avg. sale)
– Products/services per client (distribution)
– Revenue per Client
– Length of Sales Cycle
– Market Share

25. Reporting to the Powers Above
– Forecasting
– KPI / Leading Indicators
– Data collection
– Business Intelligence
– Tracking & Visibility

26. CRM
– Business Case not ROI
• Increase "Business Knowledge" (BI)
• Support "Change Management"
• Provide "Coaching" platform for performance
• Give "Leaders" a mechanism to accomplish
goals
• Measure progress on "Vision" of business
units

27. Sales Meetings
• You could spend the rest of your life in
meetings….but don’t
• Meet with the sales team alone
• Meet with the Powers that be separately
• Make it proactive-”What needs to happen”
• Have people review results before the
meeting starts.

28. Automating Sales Management
– Develop your management processes, then
automate them.
– Focus on the management processes and then
on the technology for implementing them.
– Base systems on the management of people
and events and then on the management of
data
– Measure overall effectiveness and then
measure individual effectiveness

29. To Be Successful
– Has to be adopted and supported by the top
– Remove the barriers
• What’s in the way
• What’s missing
– Dynamic Planning
– People Development
– Continuous Improvement
• Differentiate what you offer
• Differentiate the way you offer it
– Delegate
– Sharpen Your Saw
– Board of Advisors - Surround Yourself with Mentors

30. Questions and Next Steps
– What 3 Priorities Do You Have?
– Questions?

31. Peter C. Rathmann, MBA
President
262-442-0896 | peter@salestechnik.com
www.salestechnik.com