| Wholesale distributors involved with a
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| | much smarter and better educated than
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| dealer channel that serves the end user
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| | they were in the 90's. Sales
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| have unique challenges in sales
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| | representatives must understand their
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| management. Ideally, this dealer channel
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| | customers' needs, find their pain and
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| should be strongly aligned with their
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| | practice solution selling.The Territory
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| wholesale distributors. That means a
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| | Opportunity Action-planning Discussion
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| sharing of common goals and objectives
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| | (TOAD) is the most important element in
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| with accountability on both sides of the
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| | the process. It is the platform that
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| equation. Dealers are not customers. They
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| | creates timely feedback and a focus on
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| should be treated as channel partners.
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| | meeting objectives. Sales managers should
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| That means the wholesale distributor must
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| | center these monthly discussions around
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| focus on what the dealer is selling and
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| | performance improvement, coaching on best
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| not what they are buying.Effective sales
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| | practices and providing support to the
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| management in this channel includes
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| | sales team.A scorecard supports
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| planning sales growth, executing account
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| | accountability and alignment throughout
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| strategies and using objective feedback
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| | the network. It is a diagnostic tool and
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| to continuously improve performance and
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| | a motivator. It should include both
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| drive accountability. Maximizing success
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| | results measurements (e.g. revenue, gross
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| and profitability creates the necessity
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| | profit and market share growth) and
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| to manage this channel as a single
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| | supporting activity measurements (e.g.
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| integrated being. This means an effective
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| | targeting activities, program compliance,
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| sales process and structure must be in
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| | training participation).The tool kit is a
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| place which includes metrics, training
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| | library of best practice guidelines,
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| and resources to support and improve
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| | reference material and other resources
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| sales performance for both the
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| | that anyone in the enterprise can peruse
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| distributor and the dealer.Effective
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| | at his own convenience. The contents
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| sales management is not rocket science:
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| | could include manuals, safety sheets,
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| "You measure results but you manage the
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| | call budgeting, planning tools and
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| activities that create those results."
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| | account penetration strategy guidelines,
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| Although the transition from activities
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| | etc.As today's sales environment leans
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| to results can be almost immediate in
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| | toward a more multifaceted atmosphere,
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| demand fulfillment activities, it can
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| | salespeople must become strategists with
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| become an extended period for demand
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| | a plan. This plan requires more knowledge
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| creation and account development.
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| | about the business, better relationships
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| Consequently, managing results is like
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| | and better solutions. Once you
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| closing the barn door after the horses
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| | accumulated this knowledge, utilize it.
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| are out of the barn. It's just too late.
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| | Develop your penetration strategy around
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| The results you measure today are often
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| | the customer's pains. What challenges do
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| created by activities that took place
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| | they face on a day to day basis? How do
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| weeks and even months previously. To
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| | they make money? Where can you provide
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| effectively manage sales in the dealer
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| | value, increase their ability to make
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| channel, it is imperative to define the
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| | profit. (This does not include price
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| specific activities necessary to drive
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| | reductions). Employ all the resources in
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| results. By then managing those
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| | your company that are necessary to
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| activities, success becomes much easier
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| | accomplish your growth objectives. Dr.
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| to achieve.The key components of this
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| | Rick Johnson () is the founder of CEO
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| sales management process are as
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| | Strategist LLC, an experienced based
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| follows:TargetingTOADScorecardTool
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| | firm specializing in leadership,
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| kitTargeting should become a critically
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| | strategic planning and the creation of
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| important sales practice for dealers and
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| | competitive advantage in wholesale
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| distributors - the difference between
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| | distribution. CEO Strategist LLC. works
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| demand fulfillment and strategic demand
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| | in an advisory capacity with distributor
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| creation, proactive selling. This is the
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| | executives in board representation,
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| process of selecting high potential
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| | executive coaching, team coaching and
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| accounts, developing penetration plans
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| | education and training to make the
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| for each, and turning potential into
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| | changes necessary to create or maintain
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| achievable results. Targeting becomes a
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| | competitive advantage. You can contact
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| driving force for call planning and time
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| | them by calling 352-750-0868, or visit
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| management, as dealer sales people shift
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| | for more information. CEO Strategist -
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| their focus to increasing market share by
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| | experts in Strategic Leadership in
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| improving share of customer spend and new
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| | Wholesale Distribution.
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| account generation. Today's customer is
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| |
|
