| Sales managers carry the overall responsibility for | | | | role. However, the notion of performance is much |
| sales performance. This responsibility is best | | | | wider than just the achievement of targets and |
| discharged by focusing on the key tasks of | | | | objectives; it is also about the skills and |
| leadership, motivation and development. | | | | behaviours upon which these achievements are |
| Creating the Vision | | | | made. |
| Sales management must create a vision of the | | | | Creating Motivation |
| future - a sense of direction that encompasses | | | | In the final analysis, even the best laid strategies |
| the overall goals of the organisation and the role | | | | and plans will come to nothing unless salespeople |
| of Sales in achieving them. Managers, through their | | | | have the necessary motivation to succeed. |
| leadership, ensure these overall goals form the | | | | Motivation is not only about incentives and |
| basis of all sales actions and behaviours. | | | | rewards however, it is also about what an |
| Explaining the Mission | | | | individual commits to the organisation in return for |
| Management must then explain the organisation's | | | | what is received back - the psychological contract |
| mission, which relates to what the organisation | | | | that exists between each salesperson and the |
| believes in. This mission is expressed in its culture | | | | organisation. |
| and values and includes the sales strategy which | | | | Providing Development |
| outlines the organisation's competitive offering and | | | | Finally, sales management must provide for the |
| the types of customers to be targeted. | | | | development of salespeople, to provide them with |
| Involving People | | | | the wherewithal to achieve success. |
| People within the sales organisation must know | | | | This development also includes the provision of |
| how they fit into the vision and mission. | | | | feedback on a regular and early basis to enable |
| Management must work hard to explain how each | | | | salespeople to monitor their own performance. |
| member of the sales team contributes to overall | | | | Sales managers must also be skilled coaches to |
| success. Key tasks & roles are an important part | | | | develop the required knowledge, skills & |
| of this understanding, but so are the role of | | | | behaviours of each member of the team. |
| teams and the sharing of experience and | | | | Conclusion |
| strengths. | | | | The key sales management tasks of leadership, |
| Focusing on Performance | | | | motivation and development will ensure the sales |
| The levels of performance that are required, is a | | | | team performs to its full potential in the quest for |
| very important element of the sales management | | | | outstanding sales performance. |