SAL – Planning and managing a sales force in a B2B market
Training course introduction
The implementation of a business strategy in a B2B market always requires a motivated and well-organized sales force, which is essential for company’s competitiveness. However, defining a sales structure, recruiting personnel, implementing and managing a sales force means building a substantial competitive edge and requires specific know-how and competence.
Aims
The purpose of the course is to provide participants with a broad overview regarding the subjects that affect the structuring and management of a B2B the sales force, enabling it to actively participate in the related internal processes.
Target
- Sales/marketing managers, sales managers, area managers
- Roles involved in Human Resources (managers, organizational development, training professionals, other)
Training languages
English, Italian
Contents
The sales department in the strategic and organizational core of the company
- Sales and intellectual capital: how sales contribute to the company value
- Sales as a company function
- The marketing department: definition and areas of interaction with sales
The analysis of business as a tool for planning sales force development
- The market structure
- Product, service, solution: how the object of the economic transaction affects the structure of the sales force
- The Client portfolio and the market coverage
Defining a sales target
- From budget to sales target
- General characteristics of objectives
- Structure of sales objectives
Controlling sales
- The sales budget
- Monthly-quarterly sales forecasts
- Controlling the sales results and reassessing objectives
The managerial roles in the sales force
- The sales and marketing manager
- The sales manager
- The area sales manager
- Other management roles
The sales professionals
- The stereotype: the chatterbox salesperson
- The hunter
- The farmer
- The business developer
- The partner
- The networker
- The agent
- Other professional profiles
The job profile for a sales role
- Main factors that contribute to a sales profile
- Assigned responsibilities
- Experience required
- Skills and competency
- Know-how required for managing the role
- Communication skills
Motivation and remuneration of the sales force
- Motivating factors
- Fixed and variable salary, benefits
- The incentives scheme
- Sales competitions
Sales and Internet
- The Internet site
- E-marketing tools
- E-management tools
- Integrated communication
- Integrated sales
The sales force structure
- Traditional
- Based on key accounts
The KAMP (Key Account Management and Planning) method
- The Client portfolio control
- From salesperson to sales team
- The sales plan for the Key Account
Training method
- Learning by experience
- The trainer helps participants to “discover” the various topics and to face situations that are technically similar to those they are used to deal with or they are expected to
Duration
- Three days are necessary to acquire a general overview.
- From three to five days if a more in-depth analysis of the subjects is requested
- Many of the subjects highlighted above can title a specific training course.
Trainer