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Adding Value: Self-Leadership and Teamwork

Adding Value: Self-Leadership and Teamwork. Module Ten. Learning Objectives. Explain the five sequential steps of self-leadership. Discuss the importance of thorough and effective planning. Identify the four levels of sales goals and explain their interrelationships.

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Adding Value: Self-Leadership and Teamwork

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  1. Adding Value:Self-Leadership and Teamwork Module Ten

  2. Learning Objectives • Explain the five sequential steps of self-leadership. • Discuss the importance of thorough and effective planning. • Identify the four levels of sales goals and explain their interrelationships. • Describe two techniques for account classification.

  3. Learning Objectives • Explain the application of different territory routing techniques. • Interpret the usefulness of different types of selling technology and automation. • Delineate six skills for building internal relationships and teams.

  4. Setting the Stage Capturing the Power of SettingGoals and Planning Sales Activities • What did at Adam Spangler finally realize? • What is it that holds special importance to Adam about having measurable, attainable goals.

  5. The process of first deciding what is to be accomplished and then placing into motion the proper plan designed to achieve those objectives. Self-Leadership

  6. Setting Goals and Objectives Territory Analysis and Account Classification Development and Implementation of Strategies/Plans Tapping Technology and Automation Assessment and Evaluation Five Sequential Stagesof Self-Leadership 1 2 3 4 5

  7. Understanding Goals What makes a good goal? • Realistic, yet Challenging • Specific and Quantifiable • Time Specific Working with differentlevels and types of goals • Personal Goals • Territory Goals • Account Goals • Sales Call Goals

  8. Financial Career Advancement Personal Development Sales Volume Sales Call Activity Sales Call Expense Profitability Market Share Share of Account Ancillary Activity Customer Retention New Account Generation Customer Service Conversion Common Types of Sales Goals

  9. Territory Analysis • Who are prospective buyers? • Where are they located? • What and why do they buy? • Who has the authority to buy, who influences the buying decision? • What is the probability of selling this account? • What is the potential share of account that might be gained?

  10. A Accounts B Accounts C Accounts Purchases exceeding $50,000 Purchases between $20,000 and $50,000 Purchases less than $20,000 Account Classification Single-Factor Analysis • Accounts are Classified based on a single characteristic (e.g., sales volume) • Classification is relatively easy to do and understand • May be misleading because it does not take into consideration other potentially important factors (e.g., growth potential)

  11. Resource Investment A Accounts B Accounts C Accounts High Low Purchases exceeding $50,000 Purchases between $20,000 and $50,000 Purchases less than $20,000 Single-Factor Analysis - Example Classification Based on Annual Purchases

  12. Account Classification Portfolio Analysis • Uses two factors to classify accounts (e.g., sales and growth potential) • Classification is relatively complex and may be difficult to understand.

  13. Competitive Position Strong Weak High Account Opportunity Low Portfolio Method - Example Potentially Attractive, Strengthen Competitive Advantage before significant investment Attractive, deserve significant investment of resources Segment 1 Segment 2 Moderately attractive, but growth potential is low, moderate investment of resources Unattractive, deserves minimal investment of resources Segment 3 Segment 4

  14. Execution of plans should be monitored and adjustments made as necessary. Development andImplementation of Strategies and Plans Establish and Implement Selling Task and Activity Plans (e.g., sales goals, expense budgets, number of new accounts, and so forth) • Yearly plan (sales goals and expensed budgets) • Quarterly Plan • Monthly Plan • Weekly Plan Note: Yearly plan should support the goals of the organization. Quarterly, Monthly, and Weekly plans should support the yearly plan.

  15. Development and Implementation of Strategies and Plans Establish Territory Route Plan • Straight-Line Route Pattern • Cloverleaf Route Pattern • Circular Route Pattern • Leapfrog Route Pattern • Major-City Route Pattern

  16. Tapping Technology and Automation Computers • Managing contacts • Managing territories • Sales presentations • Communications Internet and World Wide Web • Enhances information availability • Intranets • Extranets • Improves communication capabilities

  17. Assessment of Performance and Goal Attainment • Internal Partnerships and Teams • Sales Partnerships • Marketing Partnerships • Design and Manufacturing Partnerships • Administrative Support Partnerships • Shipping and Transportation Partnerships • Customer Service Partnerships

  18. Building Teamwork Skills • Understanding the Other Individuals • Attending to the Little Things • Keeping Commitments • Clarifying Expectations • Showing Personal Integrity • Apologizing Sincerely When a Mistake Is Made

  19. Optimized and Synergistic Solutions (Win/Win) Compromise Solutions Competitive and Defensive Outcomes (Win/Lose or Lose/Win Relationship of OptimizedSolutions, Trust, and Cooperation High Mutual Trust Low Low High Mutual Cooperation

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