Coaching Salespeople Into Sales Champions - 110684 Words

Coaching Salespeople into Sales Champions A Tactical Playbook for Managers and Executives Keith Rosen, MCC John Wiley Sons, Inc. Praise for Coaching Salespeople into Sales Champions ‘‘Winning in sales is no different than winning in life. As someone who has done a lot of personal and professional coaching over the years, I see tremendous value for anyone who reads this book. If the reader will embrace Keith’s philosophy around coaching, they can certainly expect to win in all areas of their life, while making a profound and measurable impact on their salespeople’s performance and attitude.’’ Dr. Denis Waitley Best-Selling Author of The Seeds of Greatness and The Psychology of Winning ‘‘There is no other single activity to†¦show more content†¦Coaching Salespeople into Sales Champions is a must-read for any sales manager.’’ Robb King II, Vice President of Operations, Paul Davis Restoration, Inc. ‘‘Keith Rosen has crafted an intuitive coach’s handbook for sales executives who are looking to maximize their forceâ€℠¢s talents to generate more sales in an increasingly competitive marketplace.’’ David Thompson, CEO Co-Founder of Genius.com ‘‘Coaching Salespeople into Sales Champions is highly recommended reading for managers and executives who are looking to improve their sales organization and avoid the myriad of pitfalls that can hurt sales performance. Keith effectively addresses the burning issue regarding successful leadership and coaching sales teams, which we all know is a huge challenge in every company.’’ Razi Imam, CEO of Landslide Technologies Inc. ‘‘Keith’s high-energy seminars gave my sales team the skills and conï ¬ dence to take their process to the next level. In his latest book Coaching Salespeople into Sales Champions, Keith once again addresses ‘real world’ skills for both sales managers and salespeople. Simply put: If you want your salespeople to have the same laserfocused intensity that my sales team now has, I suggest you not only read this book, but study it and implement it!’’ Michael B. Kirven, CEO of Bluewolf Coaching Salespeople into Sales Champions A TacticalShow MoreRelatedDoor to Door Sales2052 Words   |  9 PagesOîÆ'’îÆ'’îÆ'‘îÆ'ӔÆ'â€"îÆ'â€"îÆ' Ã®Æ'‹îÆ'â€"îÆ'‹îÆ'‡îÆ'• for AîÆ'…îÆ'â€"îÆ'‹îÆ'‘îÆ'  Door-to-Door Sales The Forgotten Channel CONSUMER T he days are long gone when it was common to find a stranger on your doorstep pushing aluminum siding, brushes, or encyclopedias. Yet even today, Mary Kay’s 1.7 million â€Å"beauty consultants† still drive up in their pink cars to demonstrate and sell cosmetics to women in their homes. And in some 70 countries around the world, millions of Kirby vacuum cleaners are being sold in households that have justRead MoreBest Company for 25 Years Nordstrom3865 Words   |  16 Pagestraits and personality are important, as is a willingWeb address....................... www.nordstrom.com ness to learn. Coaching, mentoring and ongoing training are all Corporate Headquarters ....... Seattle, WA offered to help insure that new hires will transition smoothly into Year founded ...................... 90 Nordstrom’s culture and become part of the very successful sales President ........................... Blake Nordstrom force. Ninety-four percent of employees responding to the TrustRead More333 Helpful Interview Questions25702 Words   |  103 PagesPage 33 Planning†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Page 36 Organizational Relationships†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Page 37 Interviewing Questions for Sales Staff Analytical Skills†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Page 39 1 Performance Standards†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Page 40 Learning Ability†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Page 41 Sales Drive and Career Goals†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Page 42 Organizational Skills†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..Page 43 Handling Rejection†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Page 44 Sales Strategies†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Page 45 Customer Relations†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Page 47 Cooperation†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦... Page 48Read MoreShort Cases19708 Words   |  79 Pages Sonik would incur additional fixed costs of $0.5 million per annum. Based on these data, which option should Sonik take? What are the risks of each option? 2. ICI FIBRES LTD. M alcolm Hand contemplated his recently established goals for sales of Terylene ® polyester fiber into the tarpaulin market. Tarpaulins are breathable waterproof covers (allowing the passage of water vapor) used mainly in the trucking industry. The British market was believed to be substantial but Terylene had madeRead MoreInside Fedex Express15684 Words   |  63 Pagesdeveloped in the early 1970s. By 1983, operations had grown immensely through expanding services, purchasing more trucks and aircraft, and raising capital. A strategy that proved to be very successful for a start-up that reached $1 billion in annual sales within ten years. Seeking to build on their strengths, FedEx created a more diversified business through a series of acquisitions. What began as domestic delivery became global delivery with the acquisition of Flying Tigers in 1989. ByInRead MoreDeveloping Management Skills404131 Words   |  1617 PagesCommunicating Supportively 234 Communication Styles 235 SKILL LEARNING 238 Building Positive Interpersonal Relationships 238 The Importance of Effective Communication 239 The Focus on Accuracy 240 What Is Supportive Communication? 242 Coaching and Counseling 244 Coaching and Counseling Problems 245 Defensiveness and Disconfirmation 246 Principles of Supportive Communication 247 Supportive Communication Is Based on Congruence, Not Incongruence 247 Supportive Communication Is Descriptive, Not EvaluativeRead MoreExploring Corporate Strategy - Case164366 Words   |  658 Pagesthe hands of medical practitioners whereas patients (the ï ¬ nal consumers) and payers (governments or insurance companies) had little knowledge or inï ¬â€šuence. As a result, medical practitioners were insensitive to price but susceptible to the efforts of sales representatives. There were two important developments in the 1970s. First, the thalidomide tragedy (where an anti-emetic given for morning sickness caused birth defects) led to much tighter regulatory This case was prepared by Sarah Holland. ItRead MoreFundamentals of Hrm263904 Words   |  1056 PagesQuestions 205 Developing Diagnostic and Analytical Skills 205 Case Application 8-A: The Underrated Checklist: Five Steps to Save Lives 205 Case Application 8-B: Delivering at UPS 205 Working with a Team: Orienting Employees 206 Learning an HRM Skill: Coaching Employees 206 Enhancing Your Communication Skills 207 The Socialization Process 185 The Purpose of New-Employee Orientation 186 Learning the Organization’s Culture 187 The CEO’s Role in Orientation 187 HRM’s Role in Orientation 188 It’s All inRead MoreManagement Course: Mba−10 General Management215330 Words   |  862 Pagesas well as hard—in the new management and leadership models with a competitively strong infrastructure for sustaining its business growth. This is also the foundation for connecting with the â€Å"e-frastructure† of the Internet for the productivity and sales growth value of e-commerce and e-business. This quality-of-management emphasis is particularly critical in times like these, which combine unusual growth opportunities with the problems of significant business disconnects created by long economic expansionsRead MoreOverview of Hrm93778 Words   |  376 Pagesget dirty, do hard work themselves, solve problems, and produce value. 3. Operational Managers: Operationa l managers are lower-level managers who supervise the operations of the organization. These managers often have titles such as supervisor or sales manager. They are directly involved with non-management employees, implementing the specific plans developed with tactical managers. This role is critical in the organization, because operational managers are the link between management and non-management