Advanced Sales Management

Developing Competitive Value Propositions in Distribution

Course Overview

This program focuses on aligning customer needs, sales force priorities, and wholesaler-distributor objectives to maximize value creation. What makes this program different from the classical focus on “personal selling” tactics is that it examines sales and marketing for distributors from a much broader perspective in terms of sales and marketing strategy, processes, and more importantly, their connection to shareholder value and customer service. With today’s new economic environment representing more volatility and uncertainty, supplier and customer relationships have become more complex. Every wholesaler-distributor’s value proposition must adapt to the new economy by understanding sales and marketing functions at a deeper level. Putting a narrow focus on selling as “putting more feet on the street” and marketing as “designing new brochures” can no longer be the norm. The new horizon demands a more cohesive approach to sales and marketing, from strategy and processes to its impact on shareholder value.

Who Should Attend

  • Sales and Marketing Vice Presidents
  • Sales and Marketing Directors
  • Strategic Business Managers
  • Regional / Functional Heads
  • Finance Managers / Controllers
  • C-Suite, Business Owners and Entrepreneurs

What can you do immediately after the course

  • Achieve revenue growth and cash flow
  • Develop the right sales team for your company
  • Educate your existing sales force on consultative selling
  • Assess your business performance using a proven and structured approach
  • Access our ready-to-use process assessment toolkit
  • Communicate value of best practices to top management
  • Obtain a roadmap for successful best practice implementation

Testimonial

"I am blown away by the scope of this Sales and Marketing Optimization program and the depth of knowledge and real-world experience it contains. I only wish I had a reference like this at the beginning of my career. Fortunately, I have it now and it’s not too late to do something with it! This book and the program is very actionable with constant emphasis on measurable results at the shareholder and stakeholder levels. This is simply the best sales and marketing book for distributors that I have ever read!"

Byron Potter, Vice Chairman and CEO, Dallas Wholesale Builders Supply, Inc.

Course Outline

Motivation and Trends

This course will answer the following questions:

  • Which sales force activities provide the greatest return on time and dollars invested?
  • Are sales force directed toward activities that provide the most value to present and future customers?
  • How to determine the most important opportunities and present them to salespeople?
  • How to follow up and measure the effectiveness of the sales force in pursuing new opportunities?
  • What compensation will direct sales force to optimal profitability in customer relationships?

Sales and Marketing Strategy

A mass market approach is efficient for developing and delivering a company’s marketing mix–products and services, price, marketing communication, and service level. Alternatively, companies can treat each customer as a target and devise its marketing mix accordingly. Given the number of customers, this is not practical. ‘Market Segmentation’ allows for recognizing varying types, needs, and other customer characteristics, and helps determine how to allocate expensive sales-marketing resources accordingly.

Customer Stratification: Best Practices

Best practice techniques stratify customers into core, opportunistic, marginal, and service drain. Core customers are profitable customers that transact in high volume on a regular basis. Opportunistic customers are also profitable customers who buy infrequently when their regular supplier stocks out. Marginal customers buy infrequently in low sales volumes and require either low prices or high service levels. Service drain customers are high-volume customers who consistently require higher levels of service while demanding low prices.

Business Development

For some distributors, business development is a direct responsibility of the sales force; these companies view actual selling as business development. For others, it is simply a function of their daily operations—managing returns, rebates, new products, and so forth. Very few distributors have dedicated human resources (other than the sales force) focused on business development functions.

Marketing Communications

Historically, distributors have not been good marketers. Although they have improved in recent years, they tend to target their marketing message toward all customers instead of using more streamlined approaches tailored to specific customers, market segments, products and so forth. Marketing is a collective function that encompasses creating, communicating, delivering, and sustaining the company’s value proposition. This section focuses on the process of communicating your value proposition.

Sales Force Design

How distributors design, develop and manage the sales force is part of their competitive advantage. Often, distributors perform these functions without fully understanding the strategic importance associated with these functions. This section will address best practices, provide tools (data driven), and expose you to real-world examples from various lines of trade. The topics that will be covered are sales process, sales force structure, sales force size, sales force deployment, and sales force compensation.

Sales Force Management and Development

Often the sales force is not provided with the required information and tools to help make better pricing and service delivery decisions. While many firms place a great deal of emphasis on sales force output, most do not understand how to direct the sales force on a path optimal to the firm’s success. The topics that will be covered are sales management – performance evaluation, sales force training, sales support tools, sales force recruitment, and sales force culture.

Roadmap

The action plan and roadmap will contain the following:

  • A five-step methodology with clear how-to-implement ideas and tools
  • 30 best practices that can provide your firm a competitive advantage
  • 122 detailed real-world examples / exhibits that walk you through the business processes
  • 60 action steps that you can implement today and over time

Course Packet – Tools and materials

What will you receive at the program?

What do you need to bring?

Slides as a course booklet

Laptop or tablet for class activity

Workbook for exercises and activity

Financial metrics and numbers for you to use in the session

Best Practices Framework Map

Calculator

Sales and Marketing Optimization Book

 

Customer Stratification Book

Certificate

 

Course Instructors

Barry Lawrence, Pradip Krishnadevarajan, Senthil Gunasekaran, and Norm Clark

Course Timings

Day 1: 8:00am-5:00pm
Day 2: 8:00am-5:00pm
Day 3: 8:00am-Noon