Sales Management

Sharing Knowledge Improves Stryker's Performance

Thu, 14 Feb 2008 00:00:00 GMT

Measuring internal customer service is driving positive results in one of the world's biggest medical equipment companies. This profile of a major division of Stryker -- with 1,800 employees in 21 countries who speak almost two dozen different languages -- reveals how.

Many Paths to Engagement

Thu, 10 Jan 2008 00:00:00 GMT

There isn't a perfect route to employee engagement, a single path that passes from manager to employee to productivity to profit. Instead, there are as many effective ways to manage people to attain high performance as there are great managers. Want proof? Here's the story of two managers with very different styles, both of whom have become highly successful with the same company, Mars Incorporated.

Performance Reviews Without the Anxiety

Thu, 12 Jul 2007 00:00:00 GMT

Many managers dread having to give performance reviews, and many employees equally dread receiving them. A manager in Belgium, one of the highest rated supervisors in Gallup's global database, has solved this problem by not making such a big deal about the reviews. Rather, he gives his workers insightful and personal feedback throughout the year. This approach has proven very effective for his team and has earned the veteran manager accolades. Would his approach work for you?

Unleash Your Brand Ambassadors

Thu, 13 Apr 2006 00:00:00 GMT

A recent GlaxoSmithKline decision took the advertising industry by storm: The pharmaceutical giant enlisted its 8,000 U.S. sales representatives to act as "public relations ambassadors." The company hopes that the reps will help to counteract negative images of the pharma industry. Will other companies (including yours) follow their lead?

The Best Way to Influence Others

Thu, 09 Feb 2006 00:00:00 GMT

There's nothing more crucial to success in business than being able to influence other people. Salespeople must influence customers; executives need to influence their workforces. But rather than insincerely "laying on the charm" to influence people, try using your innate talents instead.

When to Say, "You're Fired!"

Thu, 10 Nov 2005 00:00:00 GMT

Donald Trump would probably agree: Firing poor performers isn't just good for business, it's necessary -- especially if your goal is to continually improve the quality and performance of your sales organization. The hard truth is that each year, some salespeople need to get the ax.

Don't Guess Your Way to Success

Thu, 08 Sep 2005 00:00:00 GMT

Who is the most successful salesperson on your team? The one with the best product knowledge? Or the greatest sales skills? Or the most in-depth understanding of your customers? If you picked any of these, you were wrong. Rather than guess what drives sales success, learn the right answer from America's best sales force.

Taller Is Better

Thu, 09 Jun 2005 00:00:00 GMT

That's just one of the myths that decrease the effectiveness of your sales force. The fact is, top performers are no taller, no thinner, and no more attractive than average reps. And those great salespeople don't necessarily have a better education or more experience either. Beware of the "glare" factor.

Customer Satisfaction Is the Wrong Measure

Thu, 14 Apr 2005 00:00:00 GMT

Most executives believe that high customer satisfaction scores correlate with sustainable growth. Conversely, significant drops in scores should link to declines in growth. But this isn't necessarily so. In fact, executives who are obsessed with satisfaction are focusing on the wrong metric. Confused? Read this article.

Watch Out: The Economy Is Improving

Thu, 10 Feb 2005 00:00:00 GMT

Things are starting to look up, and the job market could be getting healthy, too. That means it's time for managers to begin tackling what's sure to be their next challenge: staff turnover. Here are new approaches to an old and familiar problem.

Are You a Winning Coach?

Thu, 14 Oct 2004 00:00:00 GMT

Coaching courses are now among the most popular training programs offered to managers. And many organizations are evaluating managers' "coaching skills" during their annual performance reviews. But what does "coaching" actually mean? And what separates great coaches from all the rest?

A Knack for Listening

Thu, 12 Aug 2004 00:00:00 GMT

Nearly all managers agree that salespeople should be good listeners. But what if they aren't? Does it really matter?

Sales Managers Make a Difference

Thu, 08 Apr 2004 00:00:00 GMT

If you want to improve the quality of your sales organization, start by improving the quality of your front-line managers.

Hiring and Developing Talent: Key Differences

Thu, 11 Dec 2003 00:00:00 GMT

In very real ways, talent is key to both hiring and developing employees. But beware: While selection and development processes may be similar, they actually require quite distinct tools.

What's Your Plan for 2004?

Thu, 09 Oct 2003 00:00:00 GMT

Senior executives are busy forecasting sales for next year. They're examining competitors, market trends, economic projections, consumer confidence reports, and an array of other information. Take note: Good plans don't come from looking at the most data but from evaluating the right data. Here's the information that matters most to you.

Incompetencies

Thu, 14 Aug 2003 00:00:00 GMT

The competency model is often used to evaluate employee performance and help management develop people's potential. But when competencies are applied to sales professionals, this approach is more likely to erode performance than improve it.

Be a Buffer

Thu, 10 Jul 2003 00:00:00 GMT

Sales managers are often caught between the company and their salespeople. They might disagree with a corporate strategy or decision -- yet they must publicly support it. Similarly, they must distill the comments they get from the field and firmly communicate any problems to top management. Here are some smart strategies for handling this "buffer" role effectively.

Managing the Prima Donna

Thu, 12 Jun 2003 00:00:00 GMT

Managing prima donnas can be exhausting. Gallup has found that the biggest difference between the "great" and the "not-so-great" managers is the ability to keep these difficult superstars producing at top levels.

Beware of Data Mania

Thu, 08 May 2003 00:00:00 GMT

If you want to feel good about your sales organization, grade your team against easy competition. But if you want to challenge your sales team to become world-class, then compare yourself to the very best. But to understand how good -- or bad -- your sales organization is, you must first know what data are crucial to make that evaluation. Here are the key criteria to use to use to discover if your sales force's performance is world-class.

No Magic Talent

Thu, 10 Apr 2003 00:00:00 GMT

There is no special gift that great managers have and others don't. Instead, the best managers draw on their Signature Themes to inspire their salespeople.

Global Tensions and Your Sales Force

Thu, 13 Mar 2003 00:00:00 GMT

As tensions between the United States and Europe mount -- along with talk of punitive boycotts -- will U.S. companies feel the pinch? Will French and German businesses suffer declining sales in the U.S.? It's possible, and sales managers must know how to cope. Our experts' research-based insights will help.

Salespeople Who Engage Customers

Thu, 13 Mar 2003 00:00:00 GMT

Sales reps are always seeking the edge -- always trying to find a new way to wow their clients. Gallup has identified four key dimensions and eight questions that will help them do just that.

The Manager Effect

Thu, 13 Feb 2003 00:00:00 GMT

Think back for a moment to your best sales manager. Were you more productive working for that person? Assuming the job was a good fit, you probably sold more -- and you probably learned more, felt more committed to your role, and were more likely to be loyal. Great managers make a big difference -- yet the role they play is frequently overlooked and underappreciated, according to the authors of Discover Your Sales Strengths (Warner Books, 2003).

War Talk

Thu, 13 Feb 2003 00:00:00 GMT

As conflict with Iraq looms, should salespeople discuss this touchy topic with clients? And should you discuss it with your reps? The simple answer is no -- but the reality is much more complex.

Marriott's Gamble Keeps Paying Off

Wed, 12 Feb 2003 00:00:00 GMT

Marriott's move into the timeshare/vacation ownership business took guts, given that market's once-dubious reputation. But its Vacation Ownership division's skyrocketing sales growth this past decade vindicates the decision. Here's how Marriott is succeeding, while strengthening -- not damaging -- its brand.