The transition from selling to managing — страница 3

employed and is presented as an example of one way of getting this important job done. The procedure is to plan for at least a full day with each sales rep and to work out agreed-upon objectives for that rep’s growth and development during the period ahead. The field sales manager must do some preparatory work for such a meeting, and the following steps are suggested as necessary: Sales manager should have before he the company objectives he has been given by his supervisors. Either sales manager’s own office or the head office must furnish various kinds of statistical material that he and his salespeople will need during the planning session. Sales manager must tell his salespeople in advance what is going to take place so they can prepare for it. Manager must arrange a

place for the planning session. Sales manager should think through carefully how he can develop objectives that will enable him to manage by specifics. You should think through carefully how you can develop objectives that will enable you to manage by specifics. Implementing the plan Let’s now move on to the next major step – implementing the plan. Field sales manager performs this part of the job when: He has the right salespeople to do the job. He supervises these reps to make sure they are reaching their agreed-upon objectives. In short, what we have is a plan of action for each sales rep working under the field sales manager. These individual plans also include specific steps for achieving the company’s overall objectives. The field sales manager’s own plan of action

is to help each sales rep achieve objectives. Basically, your job as manager is to improve the thinking of your people because they usually perform alone. It is therefore essential to get them to perform well in your absence. To do so, salespeople must be thinking along the same lines. Implied in the achievement of this goal is recognition that a manager will never get anywhere until he makes reps want to change their habits and improve their thinking. Another important concept is that field contacts between sales manager and his sales force must have continuity. In planning sessions with each of reps manager has mutually agreed on what each is to do to achieve the objectives that have been set. Showing them how to do the job is also the field sales manager’s responsibility.

The field contact has additional goals, which must also be kept in mind. One of these is the reduction of staff turnover. Sales reps who might otherwise become discouraged and leave for another job are stimulated by field contacts to become valuable members of the team. The manager’s field work with salespeople will improve their performance. As they become more productive sales reps, they feel more secure in the job, take greater satisfaction in their work, and often strive for promotion. Thus the field contact, when properly planned and performed, can do wonders. No report can give so accurate a picture of the performance of sales reps as may be obtained by seeing them in action with a customer. Their strengths and weaknesses become apparent, and the latter can be more easily

corrected when they are encouraged with commendation for any progress they have made. Key accounts The field sales manager’s responsibility for key accounts varies with the particular company. In general this responsibility is of two kinds: Direct responsibility. The manger is personally charged with selling and developing important accounts within the district or region. No other salesperson is involved. Indirect responsibility. One of the sales reps is directly responsible for the account. The appraisal process Efficient appraisal by the field sales manager consists of the following: Regular evaluation of the progress made by each of your sales reps toward agreed-upon objectives. Regular evaluation of your own progress toward such objectives. Recognition of what must be done,

an understanding of how to do it, and the allocation of time for that purpose. Three significant criteria for the appraisal of a sales rep are: The description of sales rep’s job. The rep agreed to this description in accepting the job. What, specifically, is expected of the sales rep? In other words, What are the standards of performance? This list includes figures such as the expected dollar volume or the number of units sold in a given period, the number of new accounts opened, the maximum amount of money allowed for expenses, and any other specific and/or measurable requirements of the job. 3. The objectives for the rep’s development and growth. The informal appraisal Manager is constantly appraising each of your sales reps. He must decide whether to discharge the