Driving your field sales team to perform at its peak requires strong field sales management. One mistake a lot of entrepreneurs make is underestimating the complexity of business workflow and closing business deal.

Every manager needs to know where the employee is currently working or at which place the employee is, hence the managements needs to know the location of their employees.

Growth Technique solution, a mobile app in field & sales automation that streamlines, digitizes, and automates many processes related to field service from job scheduling, sales order, data analytics and more.

These 4 strategies field sales managers should build leading field sales teams and drive sales performance:

Build and Refine the Process: Every field sales professional needs certain inherent skills, like being able to set meetings, sales follow up and close deals, and manage their time effectively, but without a proven process that works to move opportunities through the sales funnel, they can find themselves spending time doing things that feel productive, but aren’t really helping to close a deal.  It is up to sales managers to provide their reps with a sales process that has clearly defined and measurable steps so they know the objective of every one of the activities they execute.

Coaching Sales Reps through the Sales Process: A sales manager only adds value to the team if she can focus on assessing and correcting the mechanics of the way reps conduct activities in the field.  It’s not enough to beat reps up at the end of the month when they haven’t reached quota, unless there has been specific coaching throughout the process.  Good sales managers communicate constantly with their reps to both observe how they are managing through the details of the sales process, and to provide guidance on where and how to focus their skills.  Coaching requires managers to be masters of the sales process, to know exactly how their reps are executing against the plan, and communicate directly with reps about specific strategies, opportunities and goals.

Measure Activity and Results: A good sales plan includes a very specific definition of the sales funnel, and the activities required to move opportunities through that funnel. Good sales reps and sales managers know that sales tracking includes measuring activities at all stages of the funnel in order to keep opportunities moving, and to make the business predictable; the right level of activity at the top and middle of the funnel keeps a steady stream of deals coming out the spout!  Measuring this activity level against a set of metrics (e.g. 10 calls and 2 demos per day, 10 meetings per week, 4 proposals delivered per month) makes sure that the plan is being executed.  If the activity level ‘processing’ opportunities is right, measuring the results (e.g. 8 signed deals per month) indicates whether or not the right plan is being executed.

Rewarding the top performers: Good sales reps are by nature very competitive.  The best compete against themselves and strive through quotas for the satisfaction of the win by compare their own performance against the rest of the team.  It is important for sales managers to make success visible across the team.  Best practices for field sales management include highlighting top performers by sales rankings based on activities and results will ignite the competitive aggressiveness in a good sales rep’s and will put non-performers on notice that they are accountable for hitting numbers as well.

Managing a field force requires organization and focus. Having the right field sales management tools in place is important to being able to drive reps to follow a sales plan, and to measure and coach them appropriately.

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