Self-motivation, organization, and time management are concerns associated with all sales forces. It is the job of the sales manager to develop a straightforward approach to these issues - one that breaks down complex challenges into smaller, more manageable units. Start by defining our goals and objectives and then allocate your resources accordingly. Developing goals and objectives is easier when sales reps have a solid grasp on a company's overall objectives -the big picture. For instance, a distributorship heavily invested in specialty-gas equipment should focus on spec gas sales. A company that opens a new branch or makes an acquisition should have overall goals to support such strategic moves. Distributorships support their sales reps with tangible and intangible resources. Tangible assets include hard investments - like inventory', cylinders, trucks, a repair shop, and a demo facility - along with softer, sakes-specific investments, such as meals, travel expenses, and promotional materials. Firms also provide a number of intangibler resources, such as a good reputation. Although all these resources support a rep's efforts, they're not always addressed in analysis
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