How to Map & Manage Your Sales Process

by Brian Jeffrey

Here’s an excerpt from ¬†the eBook . . .

Salespeople, even the superstars, are not noted for their organi ¬≠zational or self-management skills. Since most sales managers emerge from the ranks of the sales force, it’s a wonder they can manage at all! Being a good salesperson is not a prerequisite for becoming a good sales manager. In fact, in some cases, when companies promote someone from the sales team to the exalted position of sales manager, they lose their best salesperson and gain their worst sales manager.

There’s no doubt that having successful sales experience will make you a better sales manager. Other requisites are the skills and ability to motivate, develop, and lead teams. Salespeople who are involved in coaching a sport of some kind are inadvertently grooming themselves for sales management.

Another key requisite is the ability to organize oneself, either with or without someone else’s help. Last, but not least, is an ability to see the overall picture and an understanding of all the pieces that make up the sales process.

The better you understand the sales process and the underlying elements you have to manage, the better you will be at providing your sales staff with the support they need to succeed. It’s important that you and your salespeople understand both the internal and external forces at work in the sales process. Your people should understand your internal work flow, key personnel, credit requirements, paper flow, problem areas, who does what, what goes where, etc.

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