For Dealer Principals, Sales Managers, Branch Managers and Product Support Managers.
CALL 800/217-8509 FOR COURSE INFORMATION
The last several sessions of Executive Sales Management were immediately followed by our 2 1/2 day Executive Selling Skills Workshop. This has proven to be a very useful combination of programs, first one day for managers and then 2 1/2 days for the entire sales team, including the managers.
Workshop Preparatory Exercises...
Evaluate the performance details of your sales team in the eight critical areas essential to your overall success. Assess how your material handling sales and customer service sales reps stack up against other high-performance sales teams. Identify where your staff needs the most assistance:
Tools and Knowledge
Handling Objections and the Close
Relationships and Trust
Professionalism and Commitment
Time & Territory Operations
Presentations and Demonstrations
Audit your sales team's skill at building customer value. Evaluate delivery of real customer solutions through management of core products, customer applications problem-solving and product support management. Learn how to integrate total customer solutions into equipment sales and marketing strategies through team selling for maximum value delivery. Examine how planned maintenance contracts build new equipment business for your dealership.
Conduct a detailed Management Audit of your Market Development Strategy, Account Development Strategy, Sales Rep Development Strategy and your Sales Supervisory Management. Examine strategies to optimize territory coverage. Examine what happens when you DON'T have adequate coverage. Discuss Sales Management roles that fail and Sales Management roles that work best. Examine effective coaching techniques for the large deal to improve closure rate. Evaluate the correct sales rep strategy to be used during each phase of the sales cycle to improve closure rate and shorten the selling cycle. Learn how to conduct a "vulnerability analysis" in a highly-competitive deal.
Special individual dealer project assignment to improve your equipment business. Where do customers let you make a profit? How can you build market share in that "profit zone"? What strategies are essential to build a more profitable new equipment business?
Learn how the real world of "tough-minded" sales management model can improve your recruiting odds of success. Examine how to identify the "high probability" success characteristics essential for success. Define what must be accomplished in the first 30, 60 and 90 days. Learn how to use the "Job Difficulty Chart" to assess the experience history of your candidate. Review selected interview questions developed at a senior sales management conference workshop. Create an "Accelerated Start-up Plan" for a new distributor field rep. Learn how to avoid the most serious recruiting and selection mistakes. Discuss successful approaches to a "farm program."
Create an eight-step key account penetration plan. Review key account profiling techniques. Learn what value points are most critical to your customers. Identify how your dealership can build important linkages and establish solid relationships. Complete a key account development exercise for one of your most important accounts.
Learn how to determine if you have a training problem or a motivation problem. Evaluate each of your current field reps on 14 critical performances essential to achieving high performance in deal visibility as well as deal closure rate. Create a comprehensive "Performance Responsibilities & Performance Expectations" worksheet for your team. Learn why you should conduct periodic performance appraisals, even for your top performers. Prepare a performance development program for each of your sales reps.
Audit your own Sales Management coaching performance. Identify which five coaching practices contribute most to improved sales rep performance. Review the most effective problem-solving techniques that can serve you best in this business. Discuss the most effective ways to teach and coach your sales reps to high levels of individual success. Create a detailed Training and Development ACTION PLAN for each member of your sales team.
Identify ALL of the material handling equipment sales prospecting technology tools possible. Evaluate how well your sales team is utilizing each technology. Learn how to overcome obstacles sales reps throw up against effective prospecting. Examine the role of FEAR and how you can help. Define the steps you must take to improve utilization of the most appropriate prospecting (market share growth) technologies available in your area.
Examine and discuss field-proven successful telephone sales prospecting techniques. Learn how to get teleprospecting going quickly and inexpensively in your dealership and gain almost immediate payback on your investment in both new and used capital equipment sales prospects and product support sales.
Document your personal Action Plan for success.
Express your views, ask questions, solicit ideas on critical issues in our "no holds barred" Round Table for participating Dealer Principals and Sales Managers.
In order to get the most out of the program, participants are asked to complete a set of preparatory readings and exercises. A Preparatory Exercise Workbook and Study Guide will be sent upon registration. You will be asked to benchmark key performances for each of your sales reps. In addition there are reading assignments in the following four paperback texts. Students are responsible for purchasing their own texts. Try AMAZON.COM for their 20% discount and 2-day service.
Why Employees Don't Do What They're Supposed to Do by F. Fournies
The Personal Efficiency Program - Second Edition by Kerry Gleeson
Developing the Leader Within You by John C. Maxwell
How to hire and Develop Your Next Top Performer
by Herb Greenberg
Major Account Sales Strategy by Neil Rackham
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- ABOUT YOUR INSTRUCTOR...
- Walter McDonald is founder of The McDonald Group, Inc., a private consulting firm focusing on marketing and business strategies, executive education and development. For the past twenty-five years, Walter has been a highly successful material handling, construction and forestry equipment, and, heavy duty truck industry seminar leader. In addition, he has worked on numerous business consulting assignments for equipment manufacturers and distributors.
Walter is a popular guest speaker and specializes in customized in-company training programs. He has published more than 40 articles in the MHEDA Journal, Material Handling Business and Construction Equipment Distribution magazines. Since 1975, Walter has conducted well over 2,600 management seminars and workshops on advanced service and parts management, business strategy, industrial marketing and sales management, aftermarket sales operations, organizational development, industrial product management and, product support.
His adult education clients have included the American Rental Association, Associated Equipment Distributors, the Material Handling Equipment Distributors Association, Caterpillar, Hitachi, Melroe/Bobcat, Melroe Europe, Timberjack, Deere CE, Ingersoll-Rand, Komatsu, Vermeer, Vermeer S.E. Asia, CASE/New Holland, JCB, Ditch Witch, HYSTER, NISSAN Forklift, Toyota Industrial Trucks, TCM, Mitsubishi Caterpillar Forklift, Volvo Trucks North America, Peterbilt Motors, Mack Trucks, Freightliner, Kenworth and numerous independent industrial equipment distributors in North America, Europe and the Far East. In 1999 Walter founded The Institute for Distributor Development to offer industry-specific public seminars and workshops on a wide variety of distributor development topics.
Prior to his 25-year professional management consulting career, Walter held several sales, marketing and general management positions at the senior level in industry including Vice President and General Manager of a $160 million distribution company. Some of his earliest career experiences were in prospecting, selling and installing business computer systems in major accounts.
Walter received his Management Consultant Certification (CMC) from the Institute of Management Consultants in New York. He graduated Cum Laude from Louisiana State University with a B.A. in Economics, attended M.I.T.'s Sloan School of Management in Cambridge, Mass. and pursued graduate studies in marketing and finance at the University of Chicago's Graduate School of Business.
Comments from a recent Executive Sales Management Workshop participant...- "We learned many new methods to make my sales reps more productive. And, we learned how to coach to ensure return on our training investment. Sales Managers should attend to learn how to work smarter, increase markets and market share, increase profits and improve communications in the dealership."
- ABOUT YOUR INSTRUCTOR...