In two weeks, industry experts Mike Marks, Steve Deist and Mike Emerson will answer the following questions in a new MDM Webcast series: What's the right model for your sales force as you rebuild to adapt to new economic realities? How can you do more with less, and what are appropriate incentives for the recovery?
The three sessions on Building an Effective Sales Organization for the Recovery are July 29, Aug. 5, and Aug. 12.
Marks, Deist and Emerson will present their case in three 90-minute in-depth sessions on sales territory coverage economics, appropriate sales force incentives, and effective sales management. I am especially excited about this MDM Webcast series, as Marks and his team will be providing you with specific takeaways your management team can apply immediately for quick change. While you can attend just one or two of the three sessions, Marks advises you to attend all three, so that your team can get the most out of these topics. (Busy the days of the Webcasts? Order the DVDs of the events here.)
Register now or call 1-888-742-5060 for more information.
Marks gives you a preview of this MDM Webcast series in the video below. Click play to watch.
Here are a few resources, written by Deist, Marks and Emerson, from the MDM Archives on the topic of better sales management:
Align Selling Resources to the Market
For distributors who have had to implement reductions to their sales force, there is a legitimate concern that as the number of salespeople go down, so will revenues. A three-step process exists to help mitigate these potential effects.
Strategic Sales Management
It's no longer enough to leave relationships solely in the hands of individual sales reps, no matter how capable they are. Becoming a strategic partner in the supply chain means evolving to a new model of sales management, according to this excerpt of a new book from the NAW Institute for Distribution Excellence.
The Trouble with Best Practices
The authors of Value Creation Strategies for Wholesaler-Distributors implore distributors to define strategy in terms of closing gaps with the market rather than operational weaknesses. Tactically driven initiatives may meet intermediate goals, but they often produce unsatisfactory business outcomes.
