Marketing Sales

The Accidental Sales Manager. A Survival Guide for CEO's, by Suzanne Paling

By Suzanne Paling

•Do you take on a number of various roles together with revenues supervisor? •Does coping with the revenues crew think awkward? •Do you need to in attaining greater revenues effects? in case you spoke back definite you then face an analogous fight as many different small company owners—you can effectively deal with the remainder of the corporate, but if it involves the revenues crew, you are feeling like your efforts are bobbing up brief. Suzanne Paling, revenues administration advisor, urges you to forestall suffering, and teaches you what you must recognize to begin succeeding.

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Extra info for The Accidental Sales Manager. A Survival Guide for CEO's, Owners, and Presidents Who Find Themselves Managing...

Example text

Neither he nor Helen know exactly what to do. Like Geoffrey, owners of small businesses experience a great deal of frustration when interacting with sales. Many manage employees in other departments very effectively. They feel confused when those basic management principals come up short with sales reps. Others wonder why they enjoy managing the production team but don’t feel confident when supervising the sales staff. ” If they could design a software program, why can’t they manage a few salespeople?

Because no one else in the organization could do the job, as company president he has to manage sales. GEOFFREY’S EXPERIENCE IN THE SALES MEETING CAPTURES THE FRUSTRATION many presidents of small companies experience when attempting to manage salespeople. Geoffrey and his business partner’s story further demonstrate how many presidents stumble into managing the sales force. Geoffrey and Helen met as newly minted CPAs working in the construction division of a major accounting firm. As a happy coincidence, each was an amateur computer programmer.

Most use whatever general management skills they possess and do the best job they can with the sales department. Any true “selling” experience they have might be limited to making presentations or networking with high-level executives like themselves. When sales representatives experience difficulties, they don’t have the training or hard sales skills to coach or mentor them. Few have any idea how to structure the initial first few weeks of the new salesperson’s employment. If they plan any kind of orientation at all, it usually involves having the salesperson work with and observe some of their fellow salespeople.

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