professor chip besio sales management marketing 3345 leadership

Professor Chip Besio

Sales Management

Marketing 3345

LEADERSHIPLEADERSHIP

Salesperson’sBehavior

SalespersonProfessional maturityNeedsGoalsRelationship with manager

Sales TeamActivitiesInteractionNormsSentiments

SituationTask structureTime pressureExternal system

Skills Power StylesEmpowerment Vision Legitimate DirectingIntuition Value Congruence Coercive CoachingSelf-understanding Referent Supporting

Expert Delegating

Sales Manager

Leadership Factors in Sales Management

Leadership SkillsLeadership Skills

Valuecongruence

Self-understanding

Intuition Empowerment

Vision

Leadershipskills

Four Leadership StylesFour Leadership Styles

Directive behavior

Su

pp

orti

ve b

ehav

ior

LowLow High

High

Supporting Selling

TellingDelegating

Situational Leadership: Follower Maturity Situational Leadership: Follower Maturity and Leadership Stylesand Leadership Styles

Directive behavior

Supp

orti

ve b

ehav

ior

LowLow High

High

Supporting Selling

TellingDelegating

High competence,

high commitment

Highcompetence,

variablecommitment

Somecompetence,

lowcommitment

Lowcompetence,

highcommitment

High Follower maturity Low

AssessmentAssessment - - examination of the customer examination of the customer environment in which the company operatesenvironment in which the company operates..

RedesignRedesign - - initiatives based on three initiatives based on three interrelated tasks:interrelated tasks:• Customer orientationCustomer orientation - know customer - know customer

buying process.buying process.• Sales strategySales strategy - deployment of sales - deployment of sales

resources and buyer segmentation.resources and buyer segmentation.• Selling processesSelling processes - determined by the - determined by the

segment of buyer.segment of buyer.

CHANGE MANAGEMENT PROCESSCHANGE MANAGEMENT PROCESS

MeasurementMeasurement - - determine the indicators of determine the indicators of successful change.successful change.

Sales Support ProgramsSales Support Programs - - programs to programs to support and reward implementation of the support and reward implementation of the change program.change program.

Implementation StrategiesImplementation Strategies - - pilot test pilot test programs.programs.

CHANGE MANAGEMENT PROCESSCHANGE MANAGEMENT PROCESS

Instructions: To find out to what degree you like change, use the following scalein responding to the following eighteen statements. There is no rightor wrong answer. Rather, the intent is to help you explore your attitudes toward change.

SA = Strongly AgreeA = Agree? = UndecidedD = DisagreeSD = Strongly Disagree

How Change Oriented are You?

1. I try new ideas and new approaches 1. I try new ideas and new approaches to problems.to problems.

SA A ? D SDSA A ? D SD

2. I take things or situations apart to 2. I take things or situations apart to find out how they work.find out how they work.


3. I can be counted on by my friends 3. I can be counted on by my friends to find a new use for existing to find a new use for existing methods.methods.


4. Among my friends, I’m usually the 4. Among my friends, I’m usually the first person to try out a new idea.first person to try out a new idea.


5. I demonstrate originality.5. I demonstrate originality. SA A ? D SDSA A ? D SD

6. I like to work on a problem that has 6. I like to work on a problem that has caused others great difficulty.caused others great difficulty.




7. I plan on developing contacts with 7. I plan on developing contacts with experts in my field located in experts in my field located in different companies or departments.different companies or departments.


8. I plan on budgeting my time and 8. I plan on budgeting my time and money for the pursuit of novel money for the pursuit of novel ideas.ideas.


9. I make comments at meetings on 9. I make comments at meetings on new ways of doing things.new ways of doing things.


10. If my friends were asked, they 10. If my friends were asked, they would say I’m a wit.would say I’m a wit.


11. I seldom stick to the rules or follow 11. I seldom stick to the rules or follow protocol.protocol.


12. I discourage formal meetings to 12. I discourage formal meetings to discuss things.discuss things.


13. I usually support a friend’s 13. I usually support a friend’s suggestion on new ways to do suggestion on new ways to do things.things.


14. I probably will not turn down 14. I probably will not turn down ambiguous job assignments.ambiguous job assignments.


15. People who depart from the 15. People who depart from the accepted organizational routine accepted organizational routine should not be punished.should not be punished.


16. I hope to be know for the quantity 16. I hope to be know for the quantity of my work rather than the quality of of my work rather than the quality of my work when starting a new my work when starting a new project.project.


17. I must be able to find enough 17. I must be able to find enough variety of experience on my job or I variety of experience on my job or I will leave it.will leave it.



18. I am going to leave a job that 18. I am going to leave a job that doesn’t challenge me.doesn’t challenge me.


Scoring:Give yourself the following points for each circled response.SA = 5 pointsA = 4 points? = 3 pointsD = 2 pointsSD = 1 point


Internal Systems of a GroupInternal Systems of a Group

Activities

Norms Interactions

Sentiments

You are the boss with the title, rank, experience,and You are the boss with the title, rank, experience,and all the accountability that comes with the job. You all the accountability that comes with the job. You have the feeling that your salespeople are not have the feeling that your salespeople are not following many of your orders. You wonder if you are following many of your orders. You wonder if you are becoming paranoid. Although you are the formal becoming paranoid. Although you are the formal leader, an informal leader has emerged. It’s Jose leader, an informal leader has emerged. It’s Jose Guerrilla.Guerrilla.

Deliberately or not, he has become influential, even Deliberately or not, he has become influential, even playing amore dominant role than you. Jose is one of playing amore dominant role than you. Jose is one of your top salespeople, but is behaving like an your top salespeople, but is behaving like an underground rebel. The group’s overall performance underground rebel. The group’s overall performance is quickly dropping. Is there a connection?is quickly dropping. Is there a connection?

You must correct the situation soon. You do not want You must correct the situation soon. You do not want to lose Jose, he is a valuable salesperson, besides you to lose Jose, he is a valuable salesperson, besides you really like Jose. Ground rule #1, you have got to turn really like Jose. Ground rule #1, you have got to turn the situation around. Why did an informal leaderthe situation around. Why did an informal leaderemerge? How do you handle Jose? What can you do emerge? How do you handle Jose? What can you do to prevent this from reoccurring?to prevent this from reoccurring?

““Jose Guerrilla”Jose Guerrilla”

1) Get the group together and remind them that you are the 1) Get the group together and remind them that you are the boss. Tell them like it or not the ignoring of your orders boss. Tell them like it or not the ignoring of your orders must and will stop.must and will stop.

2) Take Jose aside and tell him you “appreciate” the “help” in 2) Take Jose aside and tell him you “appreciate” the “help” in managing the group. Tell Jose that by pulling together, you managing the group. Tell Jose that by pulling together, you can make the situation work out right for everyone.can make the situation work out right for everyone.

3) Let nature take its course. Sit back and let Jose make a big 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.mistake that will cause him to lose favor with the group.

4) Take time to get to know Jose. When you know his career 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. objectives you will probably find that he is not after your job. Use Jose to make your communications between yourself Use Jose to make your communications between yourself and the group more efficient.and the group more efficient.

5) Talk to each member of the sales team separately. Let them 5) Talk to each member of the sales team separately. Let them know that you know what is going on and that it is know that you know what is going on and that it is tantamount to insubordinationtantamount to insubordination..

DECISION OPTIONSDECISION OPTIONS“Jose Guerrilla”“Jose Guerrilla”

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.

Effectiveness in Selling New Ideas or Programs

SituationSituation Important PointsImportant Points

Prior toPrior to 1. Who is being called on?1. Who is being called on?

SalesSales 2. What happened last time? 2. What happened last time?

Call Call 3. Objective of call?3. Objective of call?

4. Objections may arise?4. Objections may arise?

5. How to handle objections?5. How to handle objections?6. Who are key players?6. Who are key players?

7. Developmental points last call?7. Developmental points last call?

CoachingCoaching

SituationSituation Important PointsImportant PointsDuring theDuring the 1. Let salesperson control call.1. Let salesperson control call.Sales CallSales Call 2. Answer necessary questions 2. Answer necessary questions

briefly. briefly.

After the After the 1. Ask for self-evaluation.1. Ask for self-evaluation.Sales Sales 2. Reinforce positive behavior.2. Reinforce positive behavior.Call Call 3. Suggest effective responses.3. Suggest effective responses.

4. Keep records.4. Keep records.

CoachingCoaching

1. Instead of criticizing them, repeatedly tell salespeople what you like about their performance.

2. Help salespeople improve by giving them “how to” advice.

3. Insist that salespeople evaluate themselves in order to develop their evaluative abilities regarding their own work habits and performance.

4. Ask questions to ensure the salesperson is actively involved.

Additional Suggestions for Additional Suggestions for Coaching SalespeopleCoaching Salespeople

5. Make the most of resources that are available to you, such as special training materials and so on.

6. An agreement between you and the salesperson should be arrived at regarding corrective actions to be taken.

7. 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.

Additional Suggestions for Additional Suggestions for Coaching SalespeopleCoaching Salespeople

Sales Managers’ Rankings of the Causes of Plateauing Sales Managers’ Rankings of the Causes of Plateauing Among SalespeopleAmong Salespeople

Mostly Mostly Salary Commission

Overall Men Women Only Only

No clear career path 1 1 2 1 4Not managed adequately 2 2 4 3 1Bored 3 3 3 2 5Burned out 4 5 1 5 2Economic needs met 5 4 7 6 3Discouraged with company 6 6 5 4 6Overlooked for promotion 7 7 6 7 8Lack of ability 8 8 9 8 7Avoiding risk of management job 9 9 10 10 9Reluctance to be transferred 10 10 8 9 10

Establish a paper trail.Establish a paper trail. Reasons for termination should be Reasons for termination should be

specifically spelled out.specifically spelled out. When possible, offer an attractive When possible, offer an attractive

severance package and outplacement severance package and outplacement services.services.

The firing session should be brief.The firing session should be brief. The firing session should be held at the The firing session should be held at the

beginning of the week.beginning of the week.

Termination SuggestionsTermination Suggestions

Women in Sales: Percentages by IndustryWomen in Sales: Percentages by Industry

Percent of WomenIndustry In Sales Force

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

professor chip besio sales management marketing 3345 leadership

Documents

leadership slide

sales management slide

sales resources

change program

change oriented

undecided d

sales strategy deployment

low commitment low competence