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Why does my boss wants me to sell 10 times my own salary?

This discussion often comes up in our cost of sales workshops, and I believe it is good for any manager or director to have a simple and straight forward answer to the question. There are many obvious and hidden costs to consider, and by being transparent with your team about where the money goes, you will save yourself potential problems. 

 


 

Let us take the Software example: You are working for a great start up B2B SaaS company, the team is great, you believe in both the company and the idea, but  … they ask you to sell for a million, but your on-taget-pay is less than 100k. How can this be, seriously??

 

Most recent software companies don’t have California-style financing up front, you are in Europe. This means that somehow your company need to be profitable or close to profitable EBIT wise. What is your reasonable quota?

 

Cash is king. two different cases:

 

    • Software have very high grown margins, but cash comes in slow nowadays with subscription and pay-as-you-go schemes.

 

    • Traditional things, machinery etc are paid up front or at least in conjunction with the delivery, but, the internal margins after paying internal transfer – costs of goods are much lower. 

 


 

The software case

 

Back to software –  In the old days, software sales used to book sales during the same year: product/license money came up front, and training, services and installation services were invoiced during the first year. Additionally there used to be an annual fee to stay on maintenance, support and new versions etc. (20%-25% of the initial licence fee normally)

 

Now, subscription softare – SaaS, has completely changed the game plan. What used to be a 100.000 € deal, with annual maintenance of 20.000€ has now become a 3-4.000€ monthly subscription. Over time this is great, but the company needs the money now!!

 

To comlipcate the matter, in many companies, the sales department only sees the first year of revenue after signing. Next year your customer will be handled by the customer retention or “customer success” team.

 

Since your company have no external funding for the moment, what is the reasonable quota, or sales target you should carry?  Lets look at the cost of sales and the money we can expect initially. 

 

____________________________________________

 

Profitable companies cover costs

 

A rule of thumb for any SaaS company who seeks profitability, is

 

New (first year ARR) sales, should at least cover this years customer acquisition cost (CAC) with new sales (new ARR > Cost of Sales, CAC).

This means for the company any new customer must be paid for already during the first year contract (from signing). Otherwise, the company will need external financing to cover while waiting for the second and future years payments. If first year contracts cover CoS, the company can grow with limited external financing, and not be restrained by a systematic cash flow problem for its growth.  

Think about it:

 

For any new sales, you are using company resources that your activity need on a deal.. such as techsales, new features development, management and admin. (Customer services and support are handling your recurring revenue, coming years, so here both cost and future revenue is excluded), 

 

Without going into any great detail on what may the case in your company, it will probably be a good rule of thumb to think that – If you sell for about 4-5 times the average sales employee total cost to the company, you are all right.

 

The real cost of any employee is around 1,5 – 2 time the salary, this way including social security fees, indirect taxes, the office space you use up, medical insurance, meal tickets etc.

 

Example

 

As an example, if your salary is 60kEUR, your total cost is around 100kEUR, and the reasonable quota is 450kEUR-600kEUR . If your salary is 100kEUR, you should not be surprised if your quota is 800-1.000kEUR. Why?

 

Why is 4-5 times your cost, (or 10 times your salary) a good rule of thumb?

 

  • One is to cover your own cost to the company
  • One is to cover other direct new sales costs, Presales activities, free Consultancy, proofs of concept, development adaptations etc
  • One is to cover other overhead and indirect sales costs, your sales director, your marketing personnel, a part of admin, all more or less involved in new sales. 
  • Between One and Two is to ensure some margin, because during the year one or more of your colleagues will not make their quotas, they may leave, the market was not good in their territory etc. 

Needless to say, this is a very coarse estimate and way to think about quotas. In the companies I have worked I made sense for me and my team, under the circumstances I described above. If the market is bouyant, and your company is very agressive in marketing, for example, then your quota could and should be significantly higher. If the company is spending wast amounts of marketing, you job gets a lot easier, but at the same time the money you need sell to cover for the marketing team will increase.

 


 

For industrial products? 

 

The same reasoning, but here we think that the total cost of sales plus any extras  must be covered by the internal product margins, the contribution margin from your unit. 

 

Example 

 

You sell industrial equipment that is produced elsewhere. The cost when delivered to your warehouse is 65% of List Price, leaving you with 35% to pay for your teaming cost of sales. 

 

Let us assume that the sales effort is the same, one salary for you, one for Presales and other sales support, and one for management overhead and office etc. Add one for internal margin. 

Your pay is 60k€/year – or total cost 100k€ per person. That makes 300k€, plus internal extra of 1-200k€.  Total cost/internal margins from factory =  400k€/0,35 = quota of 1.143k€

The pure cost is 300k€, so if you sell for less than 300k€/0,35 = 857k€ your local unit will present losses! 

 

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World-class Sales Management builds competitive companies

Leading the sales team into the future takes hard work, experience and guts, plus something else…

B2B sales has changed enormously over the last 20 years, and in the post pandemic world the pace of change will be even higher. Only world-class Sales Management turns these challenges into advantages.

 

We provide end-to-end programs, training, coaching and support that help B2B Sales Managers and Sales Directors truly excel at what they do! 

 

The Sales Managers Corner offers experience, articles, facts, trends, and updates on sales management. You will find tools, methods, real-world cases and examples mixed with a wide experience base from subject experts, and your colleague sales directors in other companies and industries.

 

6 Pillars

Sales management
fundaments

Being a sales manager is a complex job.

We have taken all things you need to do and master, and we have divided them into 6 key process groups and competences.

Team Leadership and Motivation

Creating success through your team is the only way to scale and grow

When you scale up growth, you need to engage and work through others. Sales management is all about excelling through your team. We collect your practical experience and use available leadership models to help put words to them.

 

With a framework around the experiences, they can be expressed, and shared as thoughts and ideas.

Data driven sales management

Success is driven by you, but needs insights and data

Without a map, we can’t find our way to where we are going. It is no surprise that sales managers dedicate time to gather and analyse data for metrics and indicators.

 

We discuss objectives and indicators on all possible levels, and we try to find the holy grail of sales activity metrics – the combined indicators on attitude, aptitude, activity, and achievement.

 

Do you want to contribute to the Corner?

We are looking for your valuable experience—those interesting cases on selling value, team leadership, and motivation, and those success stories from the industry that, when you share them, they help others excel.

 

Perhaps you have a favourite planning tool or a smart calculator that you can tell us about and that we can help you implement. You may even be thinking about a future where you make  a living from your experiences as a coach and trainer.

 

Let's talk!

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Channel Management Growth Program

Growing efficiently

through Channel Partners

Do you feel you get full traction from your channel program?

Are your partners prioritizing your product?

Do you know what is stopping your partners from selling more?

Book your training today!

 About the program…

 

This comprehensive program guides your export- and channel-management team through our proven 4-step process to create and refine your own and personalized channel strategy aimed at sustainable growth throughout the network. We start by defining the strategic fit from both ends, to describe the ideal partner. Understanding what the partnership actually means to both parties is key. Choosing a partner doesn’t mean the partner has chosen you. Due to misaligned expectations most partnerships actually fail in the moment they are signed. 

 

In the program the participant will be equipped with a toolkit to understand the key drivers of all stakeholders, and learn which buttons to press within your area of influence to boost sales. We will also discuss how to overcome the critical initial activation stage. This is the stage where after signing and training the partner need to see business benefits coming out of the relationship, but when this fails partners all too often drops out and fall of the radar instead.

 

Finally we will provide frameworks to align company resources in a wider context with our plan to ensure success.

 

Made for those who …

 

This program is intended for the following roles:

    • Sales teams that sell through channel partners in their territory
    • Sales managers and directors about to open business through channel
    • Corporate leadership considering the external channel as their GTM strategy.

Key benefits

 

Guidance, tools and methods to create your channel strategy, and provide the team with the tools to effectively manage, engage and leverage the partner channel.

 

Some of the benefits of the program include the following:

 

  • Accelerated sales growth though channel
  • Motivated partners with a clear direction
  • Understanding of Partner segments and why some are more profitable
  • Building a competitive advantage though an adequate partner channel
  • Defined objectives and goals with a pipeline to create activity objectives required to achieve business results
  • Accurate forecasting for a business under control

 

Agenda:

 

Over the course of 4 half and full-day physical workshops, there will be both team and individual follow-up in between the sessions. Each key area follows a typical learning flow that involves both theory and reflection. A typical sequence will be the following:

    • Learning module
    • Teamwork in class
    • Review and group presentation
    • Homework assignment with coaching
    • Discussion in plenary or in teams

 

The modules follow a logical sequence and structure. Over the sessions, they are dealt with in parallel.

 

Workshop 1: – Defining the perfect partner

  • Focusing on efficient channel partners
  • Segmentation provides a map to focus
  • Proactivity is key to drive your agenda
  • Homework assignment – Defining my ideal partner

 

Workshop 2: – Find, Focus and Activate

  • Homework review
  • Case Exercise: Show me the money
  • Onboarding our friend & Activation
  • Homework assignment – Defining the activation

 

Workshop 3: – Engagement and Management

  • Homework review
  • Building engagement
  • Defining the right partner program
  • Homework assignment – Defining a partner Program

 

Workshop 4: Traceability

  • Homework review
  • Standardizing sales operations processes
  • Learning through partners
  • Using CRM and other data to follow up

 

 

Happy entrepreneur presenting to his colleagues new business strategy on a whiteboard during the meeting in the office.

Information

 

DURATION

4 full day blocks, on site over 4 – 10 months
5 virtual sessions coaching/workshop
individual project

UPCOMING EVENTS

At present this program is only offered as

In Company training, tailored to your company

LANGUAGE
English, Spanish, Catalan
INVESTMENT
please contact us for a quote

 

Channel Management Assessment

Channel Management Assessment

Are you getting the best out of your Channel?

Is your current channel aligned with your corporate objectives?

Can you execute on company strategy with your current setup?

And most important – Are you absolutely sure about this?

We help you to certainty around your Channel and Partner strategy

through the Channel Management Maturity Assessment.

I want to know more today!

 About the program…

 

Often introduced even before a direct sales is installed and committed, well managed and used channel sales is the most effective model of scaling. This takes engaged and successful partners.

Based on proven methods, our CMM assessment – Channel Sales Management prescribes a 5-step readiness scale for each of the 6 Management Key Areas.

– Planning & organization
– Leadership readiness
– Team development
– Sales model & customer value
– Feedback, objectives & systems
– Values & sales culture

Through both internal and external analysis, via interviews and evidence gathering, we assess every aspect of the organization involved with partners. Each area is individually scored. A gap analysis is included and improvements to arrive to the desired levels are proposed where needed.

 

Made for those who…

 

This program is intended for sales directors and sales managers who want insight into the organization readiness for partner sales management implementation success.

 

  • Sales managers & directors aiming for a channel strategy
  • Corporate leadership

 

The program provides…

 

The program provides insight into your capabilities and gives recommended actions:

 

  • A complete assessment of your organization’s partner sales readiness
  • Insights of your strengths as an organization
  • Better forecasting and predictability of both income and costs
  • Study and assess current network vs ideal
  • Certainty and knowledge of your capabilities
  • Recommendations to strengthen weaker areas

The program raises the questions you need to ask yourself when you develop your channel, and identifies blind and weak spots.

 

agenda:

 

The scope is adapted to the size and complexity of your organisation.
A typical engagement that stretches over 6-8 weeks can look like this:

    • Project kick-off and planning
    • Fact finding – Information & documentation (e.g. financial, process, competencies and role descriptions, customer base & market information)
    • Assessment – Channel related team attitudes & leadership (survey)
    • End Customer attitudes research (optional)
    • Interviews with selection of sales professionals and sales leaders
    • Team discovery workshops
    • Deskwork, consolidation
    • Presentation – Findings & recommendations

 

 

Business target concept, goal achievement for people success vector illustration. Flat man character strategy for leadership, businessman teach marketing progress. Challenge for achieve growth.

Information

 

DURATION

varies – 6 – 12 weeks

UPCOMING EVENTS

In company program – consultancy

LANGUAGE
English, Spanish, Catalan
INVESTMENT
Varies with your organisation size and complexity, contact us for a quote

 

Tradeshows and conferences – 5 simple steps to double the effect

At certain times of the year, we find ourselves in a  “Trade fair season” in full bloom. After a few years of pandemic downturn to the event market, we are now back into meeting up at events again. Millions and again millions are invested in creating links between people and companies. 

 

The fact that trade fairs are still around when in theory you could do the same thing in virtual meetings and social media networking, proves that real live face to face meeting is still important and needed.   

 

5 steps to boost the return on invested time & money

 

If your company has decided to invest in your team going to a major trade fair, what should you do? As with any investment, your job is to maximise returns, go there and totally smash the audience and get the hottest prospects with you home as ever possible. Right? 

 

Events are very expensive, your company pays a lot to have you at the fair. But most of all, teh opportunity cost of having you away from your normal job and customers must pay off!

 

Here are 5 simple steps that can help you maximise your return: 

 

Set Objectives for yourselves 

Set some very concrete goals, think about what are your primary targets with the event. Are you there to canvas for new prospects? Are you there to meet up with existing prospects or are you there to deepen existing relationships? Maybe you are there to develop channel?

Write down your goals and communicate in your team. Use your sales meeting to align the team around the purpose and goal of the event

Rehearse effective responses

Go through and rehearse responses to some of the most common blockages. Make sure to write down a line that you can practice. Roleplaying is great to rehearse a standard answer that otherwise would feel awkward. 

Typical situations could be: 

  • The first opening line when someone gets close to the stand
  • The “elevator pitch” – answer to “what do you people do?“
  • Objection – figure out the most common objections and write down answers
  • Rehearse a short demo many times, make it look really smooth

Also rehearse how you interact and pass prospects between yourselves, sales to sales, sales to product specialist and back. 

Prepare contacts and meetings ahead

Prepare before the event. Ask your team to set off some time to go through the participants lists, see which potential customers are there, which of your existing customers are there, competitors, partners. Try to leverage the event to set meetings with people that otherwise would be difficult to meet. Don’t fill your calendar with meetings that are easy to get any time you like. Set targets and follow up with your team before the event. Who has the most high value meetings planned? 

Lead and support the team during the event

At the event, be present, coach and help, help your team do the right thing, and to get all encounters captured in short reports and notes to help you remember who was who after the event. Tactical tips:

  • Keep mobile phones away. Make it a rule. People who stand with their phones are not likely to make any targets, at least not at the fair. Potential prospects will not approach a booth while the reps are speaking on the phone or texting.  
  • Have prepared some tool or template that are easy to fill in and staple a business card to. Register everything!
  • Make little fun competitions out of the whole experience, on number of business cards or the number of letters of the titles of contacts or whatever. Have fun in the team. 

Follow up fast – turn into Opportunity

It cannot be stressed enough, take care of the leads within few days after the event. We are all exhausted after the event, but your leads and all those thrilling conversations start fading away from peoples memory very fast. You only have a few days before the probability to close something has fallen by at least half. Because you will be tired after the event, you may want to plan the following already before the event:

  • solid plan with assigned responsibilities for who should follow up which leads and how soon after. 
  • meeting the day after getting home to “kick off” the sales campaign on the new leads. If you do, plan this meeting already ahead of the event.

 

Conclusion

 

This is a very simple process, but as the manager of the team, your role and active leadership and coaching during the event is very important for the success of the team. There are many distractions, and leaders who leave it up to the team members to manage time and contacts by themselves are often surprised by how different people act, and many times come back home disappointed.

 

Discovering LinkedIn – full program

LinkedIn – From personal branding to Corporate Social Selling

 

What do you need to know to get the most out of LinkedIn?

What is the opportunity cost of every minute you’re not visible to the LinkedIn community?

Talk to your customers before they call you up, by then it may be too late…

 

Book your training today!

 About the program…

Social Selling does not mean selling on social networks. It means building productive relationships through social networks (and in B2B the social network par excellence is LinkedIn), which over time generate business opportunities.

 

To achieve this, first we must define a good strategy on LinkedIn, both at the corporate level and (and more importantly) at the individual level, starting with the individual plan for each of the team members.

 

In most cases, your customers are informed online before making a purchase decision. When the buyer contacts you, he/she already completed 70% of the purchase process: they know what they need and have compared to other offers.

 

This new scenario forces a change in the traditional sales model, and this makes LinkedIn your best ally to take your relationship with customers and potential customers to another level.

made for you who…

This program is designed for:

  • Sales Directors and Sales Managers
  • Sellers and Account Managers
  • Marketing and Communication managers,
  • Entrepreneurs and freelancers from any B2B industry

Participants need to:

  • Have a LinkedIn account and a minimum of knowledge of the basic functionalities of the platform
  • Bring their own laptop during the sessions.

some benefits and objectives:

 

The program will Generate Social Media Awareness, and help participants both understand and unleash the full potential of LinkedIn as a contact and relationship channel for prospects and customers, and understand how to use it in their daily work.

 

Some questions to answer: Why should I be on LinkedIn? Why should I dedicate my time to it? What can LinkedIn do for me? How should LinkedIn be part of my business development strategy?

  • Develop a specific LinkedIn strategy, both individually (from professional profiles) and corporate – supporting and relying on corporate publications.
  • Create high-impact professional profiles
  • Create an action plan in this channel that leads to achieving given objectives.

 

agenda:

 

Structure of the sessions:

 

First Block

 

Session 1 – From Personal Branding to Corporate Social Selling: How do we go from “I want my company to be on LinkedIn” to “I want LinkedIn to be in my company”. During this first introductory session, we will create the LinkedIn communication and Prescence plan. This includes the intermediate milestones to reach, what target audience we want to impact, what type of messaging to use, etc. We will also talk about SEO techniques applied to professional profiles, to make our professional profiles appear in the top positions of LinkedIn search results for relevant searches. Each participant will work on their list of priority keywords which they will bring with them into the next session.

 

Session 2: Create high impact professional profiles.  Participants will learn to build high-impact professional profiles, adapting the profile to the strategy we defined.  We learn how to optimize content of each section of the profile to reinforce its positioning within the LinkedIn search algorithm. Based on what has been explained, the participants will draft the profile fields and bring into the next session.

 

 

Second block

 

Session 3: How to find and contact the right people on LinkedIn. With our now optimized profiles, we will focus on having a suitable audience before us. We will learn how to identify the right people on LinkedIn to enrich the contact networks and then how to successfully contact them. Here we create a list of 20 people to invite along and draft the appropriate and individual invitation.

 

Session 4-: Define the content plan on LinkedIn and discuss the relationship model with the contact network.  We have the profiles ready and adapted for the right audience from the previous sessions, and now is the time to define what will be the content plan and the relationship model with the rest of users through this channel.

 

Third block

 

Session 5: Corporate Social Selling Methodology. In this last session we go deeper into Social Selling techniques. We will see active listening techniques to be able to identify, through LinkedIn, the motivations, concerns and needs of your target audience. Based on what is explained in this session, participants will now be able to apply all what they have learned and start working with a daily routine for business development through LinkedIn.

 

Optional coaching:

 

This program can be expanded with a series of follow up group or individual coaching sessions both during and after the program.

 

 

People holding a Linkedin icon and a tablet

Information

 

DURATION

5 sessions over 1 – 2 months

UPCOMING EVENTS

This program is currently only offered In Company

LANGUAGE
English, Spanish, Catalán
INVESTMENT
Please contact us for a quote

 

Trust is a must – Personal styles, DISC, and matching in sales

 

In other posts, we discuss sales techniques and methods on selling value. To sell value, and be able to charge extra for that value, the value must be fully perceived… felt.. by the customer. Whether we get across with our message or not is influenced by our styles, our behaviors in different situations, and how well we fit.  Sometimes this personal fit is simply referred to as the personal “chemistry” between people. Let’s have a look!

 

Trust – a must

 

When we meet new people, our brain reacts by asking two questions immediately and subconsciously. The first is about how we will communicate – considering openness, warmth, and trustworthiness, and the second is about competence and knowledge. “Is this someone I will get along with and trust?” and “Is this someone I can respect and understand?” Entering into a personal relationship with the person, the first always trumps the other. If we don’t feel we will get along with the person, the competence dimension becomes irrelevant.

 

In sales, it is generally the customer side that determines the level of trust that is needed in the relationship for the sale to take place.

 

To generate trust, we need to do the following:

  • Understand how others perceive and appreciate our behavior
  • Know how to read the behavioral style of our customer
  • Learn how to adjust our style to the customer

 

There are many models and tools that help us understand styles and behavior. But few are as simple and as well documented as the DISC model. The reason why the DISC model is so suitable to apply on sales is because DISC simplifies the reality and allows us to take quick decisions.

 

 

The DISC model

 

It is out of the scope for this manual to provide all the details of the model, but we encourage the reader to learn more about the theory and the tool to gain a good understanding of the personality styles and how to adapt our behaviours.

 

The DISC model dates all the way back to the 1930s and is based on William Moulton Marston’s findings and thinking. Although far from complete, it provides some basic insights into our ways and how it is likely that we react and behave in certain situations. It is one of the most used instruments, and while it does not really measure or evaluate personalities, it does describe basic human behaviors.

 

 

 

 

The DISC model identifies four different behaviour styles (D. I. S. and C). Too make the model simpler and more accessible, it uses individual color codes for each style, and tells us four different ways in which we usually react to a given situation.

 

D – DOMINANCE STYLE (RED) :

 

People with a dominant style in their base behavior will see themselves as strong in a non-friendly (e.g., professional) environment. This is why they tend to try to dominate the situation and the meeting. They are straight forward in their ways, not afraid to speak their mind, and find it easier than many to see how to overcome different obstacles. They are challenge driven and goal oriented. They are willing to change, but normally only if they think it can help them to get what they set their mind on. A dominant style person will perceive himself as powerful, energetic, innovative, goal oriented, and resolute. By others they are perceived as arrogant, pushy, aggressive, and insensitive.

 

I – INFLUENTIAL STYLE (YELLOW) :

 

Individuals with a strong influential style will see themselves as strong in a naturally friendly environment. In general, they feel they have nothing to fear from the environment and people around them. Therefore, they want discuss things, have others share their opinion, and try to influence them through friendly persuasion. Their primary goal in any situation is to be understood, accepted, and involved. A person with high yellow will see himself as convincing, confident, generous, inspiring, and open. By others, this person can be seen as selfish, superficial, egocentric, and unserious.

 

S – STEADY – STABLE STYLE (GREEN) :

 

People with a predominant stability style often see themselves as weaker than others, and when given the choice, they prefer to be in a friendly and conflict-free environment. They are concerned with not upsetting or changing this environment, and they want to preserve it to continue to feel safe and good about themselves. On the other hand, to change, they must first be convinced that they don’t risk losing anything at all. As a salesperson, this style is often perceived as a bit passive with difficulty getting to a close with the customer. A stability-style person will perceive themselves as loyal, a good-listener, encouraging, and calm. But at the same time, others can see them as stubborn and reluctant to change.

 

C – COMPLIANT STYLE (BLUE) :

 

A strong compliant-style person tends to think that their surroundings are generally hostile and thus they feel weaker. Because of this perceived weakness, they don’t exercise much influence. They tend to prefer working by themselves and take great care to fit into existing and predetermined structures and rules to reach their goals. To avoid risk and conflict, they will analyze each situation carefully before deciding to do anything that would change the given structure. A person with high blue will see him/herself as fact-seeking, knowledgeable, systematic, diplomatic, and reflective. On the other hand, this person can be perceived by others as pedantic, avoiding, indecisive, and reserved.

 

 

Transformational Leadership for Sales Managers

 

Leadership for Sales Management

 

 

Do you find it easy to turn your plans into reality? 

Is it sometimes hard to understand why we all heard the same thing but understood it differently?

How well do you play to your strengths and use these to mobilise the team, and motivate its members to excel?

It is not enough to have a plan. Leadership is what helps you turn plans into reality.  It is what instills the motivation, drive, and energy that is needed to get things done and to work in the intended direction. Leading is about creating the vision and setting direction. Coaching is supporting developing people to be the best they can be every time! 

 
Book your training today!

 About the program…

 

This is an introductory program in 3 full-day modules that are designed to give sales managers all the basic leadership and coaching tools to be successful in the role and drive change.

This program takes its starting point in the organisation and the culture. It explains concepts around change management, leadership styles, and our abilities to influence. From the base, each participant explores the concepts individually through both theory sessions, exercises, and role-plays to develop a leadership model that adapts well to the individual context.

 

Made for those who …

 

  • Are sales managers or directors new to the job, or are preparing to become one
  • Are experienced sales managers or directors who feel they lack a solid understanding of leadership and/or lack the appropriate coaching tools to get things done as they would wish
  • Are ready to take the next step in their leadership

 

 

Key benefits

 

The program provides a solid base and understanding for leadership. Taking its starting point in our values and culture, it develops a toolbox that will help you get things done.

Some of the benefits of the program are listed below:

  • Higher degree of self-awareness and influence
  • Motivated teams with clear direction
  • Resilient and adaptable teams, ready to take on new challenges
  • Ability to lead your team through change
  • High-performing sales culture
  • Tools and ability to lead change
  • Shorter learning curve in your teams
  • Tools for self-reflection and self-evaluation

 

agenda:

 

Over the course of 3 full-day physical workshops, with both team and individual follow-up in between the sessions, the comprehensive program is developed. It provides insight into leadership, blending theory with practical exercises and roleplays. Assess your leadership style and learn how you influence your teams and people in your surroundings, and how to move efforts and competence to where they need to be for biggest business impact. (Lead & Coach CORE)

 

Each key area follows a typical learning flow that involves both theory and reflection. A typical sequence is outline below:

    • Learning module
    • Team/individual work in class
    • Testing concepts – Roleplaying
    • Summary – Experience share
    • Homework assignment with coaching
    • Discussion in plenary or in teams

 

The modules follow a logical sequence and structure..

 

Module 1 – Introduction – Leadership basics – Organisational culture

 

Introduction to leadership and team management: We discuss what leadership is and work through leadership styles. We learn about different leadership models and their history before going into exploring transformational leadership and lay the base for the program through exercises that help us understand the mechanisms.

 

Organisational culture and change – Factors that influence organizational culture changes and types of organizational culture change. We work through the most prominent models and examples of change management. Tools for change management and ways to measure the effectiveness of our change programs. This block also discusses sources and types of influence and power and finalises with a dive into the role of partnerships and stakeholders in our internal and external influence system.

 

Module 2 – Motivation and sales team management

 

Motivation – A walk through modern motivational theory and tools. Discuss which factors influence motivation and team efficiency and the difference between effectiveness and efficiency in our leadership. Includes motivational techniques and coaching techniques.

 

Team management: Management models and systems, and functions thereof. Teamwork or just working in teams? Delegating and providing direction. Planning and setting objectives. Formulating objectives – SMART, and leading towards the objectives (GROW). Time management – proactiveness and setting your own agenda.

 

Managing sales teams – We explore the specifics of sales management and how to apply the new knowledge in our own context. What does it mean to transform in a market context?  What is it that sales management aspires to change? Leading customer challenges and market direction. Examples of change management in our daily life.

 

Module 3 – Soft skill and the keys to transformational leadership

 

We discuss the tool set the leader will need to develop in order to drive change and the team’s evolution. One key to this is self-awareness, and we look at different models and tools to evaluate one’s own abilities against the varying needs of situations.

 

Refining the toolbox of leadership:

  • Emotional awareness and self control
  • Active listening
  • Empathy vs assertive communications
  • Conflict resolution – Holding difficult conversations
  • Coaching techniques – Framing the message

 

Business leader standing on arrow and holding flag flat vector illustration. Cartoon people training and doing business plan. Leadership, victory and challenge concept

Information

 

DURATION

3 full day blocks, on site over 4 – 10 months
individual follow up coaching

UPCOMING EVENTS

At present this program is only offered as

In Company training, tailored to your company

LANGUAGE
English, Spanish
INVESTMENT
contact us for pricing

 

Workshop – LinkedIn essentials for Managers

Introduction to B2B Social Selling

 
What do you need to know to really take advantage of LinkedIn?
What is the opportunity cost of every minute of your time that you are not visible to the LikedIn community?
Book your training today!

 About the program…

Social selling does not mean selling on social media. It means building productive relationships through social media (in B2B, this is dominated by LinkedIn as the media of choice).

 

Over time, the objective is to generate business opportunities. To achieve this, it is necessary to define a good strategy on LinkedIn, both at the corporate level and at the individual level. This new scenario forces a change in the traditional sales model, and makes LinkedIn your best ally to take your relationship with customers and potential customers to another level. In this introductory training, we will take you through 3 fundamental skills you need to develop in your teams!

Made for those who…

This program is intended for

  • Sales managers and directors
  • Account managers and sales representatives

 

Some benefits

 

As a participant in the program, you will learn the fundaments of LinkedIn and learn how to use it as a tool to accelerate your sales over time. You will learn how to set objectives and create your own personal social selling plan.

 

You will also learn how to evaluate and balance the time you need to invest to achieve these objectives. For sales managers, the training will allow you to coach and guide your team members on social selling and LinkedIn.

 

Agenda:

 

During the day, we will work through 3 key areas:

 

THE PROFILE: Moving your LinkedIn profile from merely being an online version of our CV to truly becoming a platform for personal and professional branding. Optimize  professional profiles, target the right audience, and turn them into high-impact profiles that are key to your own agenda and strategy.

 

THE CONTACT NETWORK: LinkedIn is about relationships. It is not enough to have many contacts. With the right profile made, we’ll focus on making sure you have the right audience in front of you. We will discuss the best strategies to grow your network with the right contacts, and how to gain access to these successfully.

 

THE ACTIVITY: Yes, you do need to invest some time to establish a presence to be visible and seen. But no, this doesn’t mean you need to add another full-time job to what you are already dong. We will discuss different ways to generate presence on LinkedIn. In addition, you will learn the basics behind LinkedIn’s content ranking algorithms to help you optimize your visibility to your strategy.

 

 

B2B marketing. Business collaboration, SMM, Internet notification. Online promotional campaign flat design element. Social media network ads. Vector isolated concept metaphor illustration

Information

 

DURATION

4 hours (1/2 day)
and individual coaching

UPCOMING EVENTS

At present this training is given in-company only

LANGUAGE
English, Spanish, Catalonian
PRICE
Contact us for a quote

 

We are…

We Are…

.. sales managers like yourself, seasoned consultants and trusted advisors to our clients – growing sales organisations.

We share a passion for sales and sales management, and a belief that sound professional sales management is the key to sustainable growth.

 

Over the years, while talking to other sales managers, it often strikes us how much time is spent building and creating tools, templates, ways of working, and best practices. Most of the time we can’t help feeling that we are reinventing the wheel, again and again.  The Sales Managers Corner aims to create a space where sales managers can share experiences and find great tools and knowledge that help them excel in their teams and careers. Some of the materials and articles are free to use and be inspired by, while some tools you will need to pay for, as they were developed and are delivered by third parties.

 

When you browse through the materials, read and enjoy, and why not consider contributing with your own experiences? Share your favorite tools and templates! We also welcome partnering with relevant service and smart sales automation tool companies that provide value for sales managers around the globe.

 

Do you want help put all the pieces together? With our team of competences, we provide training programs and coaching on the 6 Pillars of Sales Management, techniques, and tools. Our programs provide a cost-efficient way of learning, and our continuous coaching helps you to implement the capabilities and to accelerate your sales managers’ success.

 

 

Talk to us today!

 

 

Meet the team:

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Senior Consultant and Partner

Niklas Lagerblad

Principal Consultant - Sales Management and leadership. 20 years of direct Sales Management experience

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Senior Digital Marketing & Business coach B2B

Tristán Elósegui Figueroa

Connecting Business strategy with Digital Marketing for more than 20 years, Tristán gives you an edge to deliver the right value proposition to the right customers at the right time, every time.

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Senior Consultant - Measurement and Research

Juan Luis Coll

Juan Luis' experience and know-how on data analysis and research methods, brings science to Sales management and to our clients.

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Senior Consultant - B2B Partners & Channel management

Cristian Pi Martin

With 15 years solid experience of successful channel buildup and management, Cristian now helps our clients to true channel growth.

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B2B Social Selling Expert - LinkedIn Management

Elisabet Cañas

Our true LinkedIn Guru will help you understand LinkedIn. Together you create the best Social B2B Selling strategy to multiply the team's reach and growth.

Talk to us today!
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Senior Consultant - Leadership and motivation

Dolors Liria

Psychologist by profession, Dolors brings her vast experience into our Lead & Coach discipline. Her Sales Leadership program helps business leaders truly lead their teams to new heights.

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Senior Consultant - Sales Techniques

Christian Jönsson

Selling value for 15 years himself, sales methods specialist Christian help ensure your team will never give an unnecessary discount again!