The success of this process is based on three critical steps:
1) Thorough Audit and Assessment of the Sales Team before the session
In our experience it is vital for us to come in prior to running Tigers or Pussycats and do a complete audit of the sales area in your organisation, including but not limited to:
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Sales Competency of each person in the field
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Levels of Product Knowledge and Training material
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Sales Tracking Tools
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Marketing interface and levels of promotional support
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Broader organisation interface including Operations and Finance
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Customer feedback and the overall customer experience model
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Performance Management and Measurement Systems
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Target allocation, incentives and recognition systems
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Competitor activity and positioning
2) Open and honest relationship with the Sales Manager
We have achieved phenomenal turnarounds in sales team performance. However, none of the gains are possible unless we understand that we are resource and partner to the Sales Manager and his team. To this end we actively strive to ensure that we:
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Respect and grow each member in a manner which is invigorating, honest and helpful.
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Never bypass the Sales Manager, but rather actively partner with him/her to help them achieve their strategy
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Provide the Sales Manager with a structured plan with which to manage and review the progress and accomplishments made as we prepare for the session as well as monitor the transfer into the workplace process after the session
3) Vibrant, Caring and Helpful engagement with the sales team before, during and after the session
We know that we are there to add value to the sales team. With this in mind we purposefully aim to:
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Build an interested, professional and supportive relationship which encourages each member of the team to grow and access their full potential
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Provide accurate, appropriate and relevant feedback with which each person can learn and improve their sales technique and feedback
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Perform with your team as brand ambassadors for your organisation in every interaction, internally or externally.
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