Sales Acceleration for Growth Companies
During Lara Morgan’s 99% ownership of Pacific Direct she was, to her surprise, recognised by Dun & Bradstreet as one of the fastest growing independently owned companies in Great Britain over a sustained period, 57Th fastest growing in 1997.
Lara started young, while at boarding school, by selling cigarettes to enhance her income. She learned early margin management, stock control and ultimately the punishing cost of distribution!
In this workshop Lara, who is a serial entrepreneur, will share the learning experiences she gained through selling initially in Hong Kong in a local sales force (none of whom spoke English well). She offered promotional giveaways to baby food promoters, promotional incentives to cigarette companies and executive gifting to Reuters. Lara then trained with Bell Canada Corporation in the Middle East (Dubai and Bahrain), leading the Gulf sales team selling, through campaign visits, yellow pages advertising space in six countries with 127 sales people and multiple nationalities during 1989-1990. Lara worked in freelance advertising sales in New Zealand, having rejected a job with Rank Xerox. This is all prior to establishing her own company, which means that Lara has a breadth of talent in sales and sales leadership.
Having founded and made the error of leading Pacific Direct sales for the first eight years, Lara needed to establish a sales force, grow internationally and ended up having nine International sales offices and two factories (China and Czech Republic.)
The majority of the workshop will focus on the following topics:
- Fundamental principles of creating value through a highly effective sales engine process.
- Considerations and a review of where you are now with your sales focus?
- Time spent thinking about what will be required from your sales effort to get to where you wish to be strategically in 3 -5 years.
You will gain tools to maximise the efficiency of your sales force and a review of your training approach to constantly developing the sales force. As well as learnings around the core reporting considerations to allow you to focus on best development for maximising profit and knowledge to improve company approach to the vital importance of selling and sales process and systems efficiencies.
Handouts include: knowing what kind of sales people you have: A Check List for Measuring the State of your Sales Engine.
Participants will be asked to share their greatest three concerns to Lara one week before the workshop so that she can customise her exchange according to the priorities of the majority.
- Learn how to review your sales approach to make it lean, effective and highly tuned.
- Understand and apply a systematic method for putting together a sales training manual (sales bible).
- Gain reporting frameworks that will allow you to drive your sales efforts in the right direction so that your sales teams are “help accountable” and enjoy the competitive process of selling to succeed.
Pre-work: You need to have mapped your sales engine (organizational chart of the sales function of your business.) You need to have scored the expertise within the:
- Processes you have embedded (or not)
Participants will also be asked to share their greatest three concerns to Lara one week before the session so that Lara can customise her exchange according to the priorities of the majority.
You will leave realising that the energy you put into investing in your sales machine, into constant review, training and sharing of great practice, will pay dividends. The special focus on sales will allow you to maximise the expertise of different players within your team, to build a sales culture and to free yourself from the relentless process of dependency on your own sales excellence? Everyone is in sales.