15-1See "Selling in Action." Last slide Chapter 15.

99THTH EDITION EDITION

CHAPTER 15CHAPTER 15MANAGEMENT OF MANAGEMENT OF SELF: THE KEY SELF: THE KEY TO GREATER TO GREATER SALES SALES PRODUCTIVITYPRODUCTIVITY

Manning and Reece

PART VI

See "Selling in Action." Last slide Chapter 15.

15-2

LEARNING OBJECTIVES Discuss the four dimensions of self-

management

List and describe time management strategies

Explain factors contributing to improved territory management

Identify and discuss common elements of a records management system

Discuss stress management practices

See "Selling in Action." Last slide Chapter 15.

15-3

INCREASING SALES VOLUME

”A salesperson can increase sales volume in two major ways. One is to improve selling effectiveness, and the other is to spend more time in face-to-face selling situations.”

See "Selling in Action." Last slide Chapter 15.

15-4

SELF MANAGEMENT DIMENSIONS

FOR SUCCESS…YOU MUST MANAGEFOR SUCCESS…YOU MUST MANAGE

TIMETIME

TERRITORY

RECORDSRECORDS

STRESSSTRESSSTRESSSTRESS

See "Selling in Action." Last slide Chapter 15.

15-5

TIME MANAGEMENT

TIME CONSUMING ACTIVITIESTIME CONSUMING ACTIVITIES

--Waiting, travel, casual chat, and --Waiting, travel, casual chat, and record keepingrecord keeping

--Log keeping shows how little time --Log keeping shows how little time spent in face-to-face sellingspent in face-to-face selling

TIME MANAGEMENTTIME MANAGEMENT

-- -- Sound time management can Sound time management can lead to increased sales lead to increased sales

See "Selling in Action." Last slide Chapter 15.

15-6

TIME MANAGEMENT METHODS

SET PERSONAL GOALSSET PERSONAL GOALS

USE TO-DO LISTS

KEEP PLANNING CALENDARKEEP PLANNING CALENDAR

ORGANIZE SELLING TOOLSORGANIZE SELLING TOOLSORGANIZE SELLING TOOLSORGANIZE SELLING TOOLS

See "Selling in Action." Last slide Chapter 15.

15-7

THE “ TO-DO” LISTTHE “ TO-DO” LIST PRIORITY ACTIONS/ITEMS

4 Call Wayne at Taft Inc. to check on

advertising schedule

2 4:00 PM online product training

1 8:30 AM Media SocietyBreakfast

3 Prospect call—Sarah Wendt of Brooklyn Products 2:00

PM

PRIORITY ACTIONS/ITEMS

4 Call Wayne at Taft Inc. to check on

advertising schedule

2 4:00 PM online product training

1 8:30 AM Media SocietyBreakfast

3 Prospect call—Sarah Wendt of Brooklyn Products 2:00

PM

See "Selling in Action." Last slide Chapter 15.

15-8

TRAVEL PARADIGM SHIFTS

COMPANIES ARE MOVING TO ELECTRONIC COMPANIES ARE MOVING TO ELECTRONIC MEETINGSMEETINGS

-- Travel/lodging cost increases-- Teleconferencing increasing-- Senior management has client contact without associated travel costs/time-- Electronic tools widespread and more

accepted Video-conferencing Email and electronic file transfer

See "Selling in Action." Last slide Chapter 15.

15-9

TERRITORY MANAGEMENT STEP 1: CLASSIFY STEP 1: CLASSIFY CUSTOMERSCUSTOMERS --Classify according to potential --Classify according to potential

sales volume sales volume --Track current dollar amount --Track current dollar amount and and potential dollars potential dollars

STEP 2: ROUTE/SCHEDULE STEP 2: ROUTE/SCHEDULE PLANPLAN-- -- Based on Step 1, create plan Based on Step 1, create plan

See "Selling in Action." Last slide Chapter 15.

15-10

80/20 RULE

80% of time spent 80% of time spent calling on most calling on most productive productive customerscustomers

20% on prospects and 20% on prospects and smaller accountssmaller accounts

See "Selling in Action." Last slide Chapter 15.

15-11

TerrAlign

See "Selling in Action." Last slide Chapter 15.

15-12

SALES CALL PLANS

SALES MANAGER DUTY SALES MANAGER DUTY --Usually sales manager --Usually sales manager develops develops sales call plansales call plan

--Plan discussed with sales staff--Plan discussed with sales staff

--Staff reviews and makes key --Staff reviews and makes key suggestionssuggestions

See "Selling in Action." Last slide Chapter 15.

15-13

SALES CALL PLAN

See "Selling in Action." Last slide Chapter 15.

15-14

RECORDS MANAGEMENT

EFFICIENT RECORDS EFFICIENT RECORDS MANAGEMENT MANAGEMENT --While some complain about --While some complain about the the “paperwork” time, “paperwork” time, detailed detailed and timely records and timely records critically critically importantimportant--Often daily reports must go to --Often daily reports must go to

home officehome office--See next slide for 4 major --See next slide for 4 major record typesrecord types

See "Selling in Action." Last slide Chapter 15.

15-15

COMMON RECORD TYPES

CUSTOMER/PROSPECT CUSTOMER/PROSPECT FILESFILES

CALL REPORTS

EXPENSE RECORDSEXPENSE RECORDS

SALES RECORDSSALES RECORDSSALES RECORDSSALES RECORDS

See "Selling in Action." Last slide Chapter 15.

15-16

Most firms provide sales staff with Most firms provide sales staff with portable computing power and portable computing power and

sales sales management softwaremanagement software

If necessary, use a database or If necessary, use a database or spreadsheet program and create your spreadsheet program and create your

ownown

PCs allow you to increase selling PCs allow you to increase selling time time and enhance customer serviceand enhance customer service

APPLICATION: APPLICATION: COMPUTERSCOMPUTERS

See "Selling in Action." Last slide Chapter 15.

15-17

STRESS MANAGEMENT

EFFICIENT STRESS EFFICIENT STRESS MANAGEMENT MANAGEMENT --Maintain optimistic outlook --Maintain optimistic outlook --Practice healthy emotional --Practice healthy emotional

expression expression

--Maintain healthy lifestyle --Maintain healthy lifestyle

--Develop stress-free home --Develop stress-free home office and work environmentoffice and work environment

See "Selling in Action." Last slide Chapter 15.

15-18

FOUR STRESS MODERATORS

AUTONOMYAUTONOMY

CONNECTEDNESS

PERSPECTIVEPERSPECTIVE

TONETONETONETONE