If you work in sales you know that presenting proposals too early in the sales process is bad. As a sales manager, it’s your job to discover if your sales reps are making this vital mistake, and figuring out how to fix it. Because even if it may not seem like it, I guarantee you if you start peeling back the layers you’re going to find more than a few reps proposing earlier in the process than they should.
What I mean by new sales manager is a sales manager that is new to the company. And the “new” sales managers number one priority should be recruiting. Becuase 9 times out of 10 when you are being pulled into this situation, there is a reason for it. It’s not just that somebody left, it is because something isn’t right. Even if the previous manager left for a better opportunity, as the new sales manager there are still some things that need to change.
Having good follow up is the best way to get business in the sales world. As a sales manager, one of the biggest questions surrounding this topic is: Do your sales reps follow up enough? If the answer to that question is no, why? And what can you do about it?
If you’re a sales rep, at some point, you’ve probably asked the question ‘What’s in it for me?’. Contrary to popular belief, this question does not make you selfish, in fact, it makes you savvy. Sales managers it’s time for a reality check, your sales reps don’t work for you, they work for themselves! Hard work is personal, and goal setting should be done with that in mind. It’s time to connect the dots and drive revenue growth by motivating your sales reps.
Product knowledge is the in depth understanding of what your company sells. This includes an understanding of the facts and figures, the benefits, your competitors, your prospects, and the marketplace. Because at the end of the day if you don’t understand your product, how do you expect other people to do business with you?
A rainmaker is a person who creates rain using artificial means. In other words, using inauthenticity to achieve a positive outcome. In the sales world, this inauthenticity can often go unnoticed, making you believe all is well. Because hitting your numbers is only half the battle, what happens if it goes away? Don’t be fooled, or it may cost you more than just revenue.
Previously on the Funnel, we discussed managing sales metrics and what sales metrics you should be tracking. This is a continuation of that discussion where we are going to ask the big question in sales metrics: how healthy is your sales teams pipeline? Today, we will discuss gauging your sales teams pipeline health, pipeline velocity, and the beauty of pipeline velocity.
On the last episode of The Funnel we discussed why you should be tracking sales metrics. Today, we discuss which sales metrics you should be tracking. These specific sales metrics will help you to grow revenue, understand your team, and help you achieve overall success.
Sales Metrics are used to measure success and use data to help you sell more. As a sales manager, understanding your sales metrics is key to overall performance and growth as a company. But just as the title says, you can’t manage what you don’t measure! If you aren’t measuring your sales metrics, it’s time for a change.
Time management is difficult. Time management for sales managers? An entirely different monster. If your current reality has you overworked, exhausted, with barely any time to spend with your team, it’s time to come up with a different way of doing things. Today on the Funnel we discuss how you should be spending your time, ‘releasing the hounds’, and building around the best time management practices.