When Faddy Sidaros, a Regional Sales Director for Pitney Bowes, was asked what he considers to be his biggest challenges, his emphatic response was: “Coaching the coach to be on the same wavelength and linking the sales representatives’ personal goals to those of the company.”
There is no doubt that sales are the heart and soul of any public or private enterprise. It’s about the need for a constant stream of new business, which brings in the necessary cash flow. This should explain why nothing happens until a sale is made. That simple point underscores the critical importance of sales to the business – regardless of its size. However, in today’s global marketplace, owners and managers face many challenges related to fulfilling the customer’s ever-changing needs and expectations. With that come refined methods of selling a product or service to a well-informed and discerning customer – especially with the advent of the information age and plethora of choices.
Sales management can be most easily defined as planning, implementing, and controlling personal contact programs designed to achieve the sales and profit objectives of the firm. Overall, sales managers and sales directors are responsible for leading the firm’s sales program. More specifically, they are accountable to reviewing and analyzing sales performance against programs, quotas and plans to determine effectiveness. To excel in those areas requires discipline, planning, executing, as well as frequent checks and balances.
YOU CAN READ THE REMAINDER OF THIS SUBJECT MATTER IN THE BOOK “ENTREPRENEURIAL ESSENTIALS: UNCONVENTIONAL BUSINESS WISDOM AND BOLD TACTICS”
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