When it comes to lasting sales performance improvement, the rubber meets the road with sales managers and sales leaders. You can have the best players in the world, but if they’re not coached in the right way, they can’t win. Who they hire, how they coach their people, and how they hold people accountable will either make or break the performance of your sales team and the effectiveness of any sales training. Our sales force management training will focus on the key issues that sales leaders face every day, from making sales mis-hires to forecasting issues to conducting coaching conversation.


Day 1


  1. Kick-off: the evolution of selling and sales management: key facts, challenges and managerial implications. The role and meaning of selling and sales management in organizations


  2. A model of sales force management

  3. Building a customer-centric sales organizations: key success factors

  • Pillars of sales transformation: some benchmarks and real-world examples

  • 7S model​

  4. The strategic role of the sales force: from product selling to consultative selling and value selling

  • Key differences in strategic approaches to selling

  • Examples of value selling: three ways to create customer value through the sales force

  5. Customer portfolio analysis

  • Goals

  • Methodological steps

  • Practical examples

  6. Building and designing different types of customer matrix: examples of simple matrix and complex matrix

  7. From customer portfolio analysis to customer portfolio planning and management

  8. Case study preparation and discussion

  9. Debriefing:

  • Key learnings

  • Takeaways

  • Action plans


Day 2


  1. Key drivers of sales force performance

  • Individual-level drivers

  • Supervisor-level drivers

  • Organizational-level drivers

  • Market drivers

   2. The salesperson’s “production function”

  • The input-process-output perspective on salesperson productivity

   3. A model of sales force performance management

  • Forecasting, goal setting, planning, executing, monitoring, evaluating, managing feedback

   4. Sales force control systems

  • Formal and informal controls

  • Behavioral/process controls

  • Outcome controls

  • Capability controls

   5. Sales force performance evaluation: methods and KPIs

   6. From sales planning to sales execution and evaluation: Case study preparation and discussion

   7. Debriefing:

  • Key learnings

  • Takeaways

  • Action plans




© 2019 Momentum LT, MB

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