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Achieving a Strategic Sales FocusContemporary Issues and Future Challenges$
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Kenneth Le Meunier-FitzHugh and Tony Douglas

Print publication date: 2016

Print ISBN-13: 9780198706632

Published to Oxford Scholarship Online: August 2016

DOI: 10.1093/acprof:oso/9780198706632.001.0001

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Developing high-performance sales teams

Developing high-performance sales teams

Chapter:
(p.100) 7 Developing high-performance sales teams
Source:
Achieving a Strategic Sales Focus
Author(s):

Tony Douglas

Kenneth Le Meunier-FitzHugh

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780198706632.003.0007

This chapter presents a summary of the latest research into personal selling and performance, outlining key behaviours, knowledge structures, traits, and competences of high-performing sales professionals. The range of skills that the modern salesperson is required to develop are quite wide and varied, because to manage a territory requires the ability to find, qualify, and close deals with prospective customers, as well as the ability to build relationships and profitability with established customers. To be successful the salesperson will need support from their organization, but to do this they should be connected to the rest of the organization. Salespeople working outside the organization should be connected with other parts of the organization, including finance, supply chain, innovation, and brand management. The chapter also considers the different skills that are required to succeed, and how training and rewards can be used to maximize a salesperson’s performance.

Keywords:   sales motivation, training and ethics, rewards, alignment, adaptive selling, presentation and negotiation

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