Introduction 1 The Importance of Leadership in Sales Management Overview Mentoring, Coaching, Teaching, Supervising, Managing, and Leading 2 Making Sure the Goals of Corporate Conform to the Sales and Marketing Initiatives Growth Goals, Strategies, and Tactics Follow-up Managing the Four Corners of the Sales Matrix Manage-Up, Manage-Down, Manage-In, Manage-Out 3 Globalization and Sales Management Globalization Foreign Languages Diverse Cultures Currency Exchange Management of Foreign Distributors and Agents Local Marketing, Promotion, and Sales Differences Political Risks Economic Differentiations Complicated Laws and Regulations Vast Geographic Differences Major Supply Chain and Logistics Issues Packing, Marking, and Labeling Variables Dealing with U.S. and Foreign Customs Authorities Compliance and Security Concerns Overseas Travel Time Differences Domestic Sales vs. International Sales: Major Differences in Overall Sales Management and Personnel Matters FCPA: Foreign Corrupt Practices Act 4 Know When to Be the Mother, the Father, the Brother, the Best Friend, or the Boss--What Personality Hat to Wear? Which Personality Hat to Wear? When to Mother? When to Father? When to Be the Best Friend? When to Be the "Boss"? Some Examples 5 Mentoring and Developing the Skill Sets of Your Sales Staff Sales Skill Sets Sales Skills Development Strategy Excelling in Customer Service: Best Practices 6 Motivational Techniques and Enhancing Bottom-Line Results Why We Need to Motivate Two Types of Motivation Team Motivation 7 Case Studies in Sales Management Problem Solving Cases and Resolution Step 1 Pricing Competitive Service and Value-Added Deficits Lack of Qualified Closing Skills Poor Proposals from a "Quality Communicative" Benchmark Lack of Quality Relationship with Buyers Not Selling to the Decision Maker Failure to Convince Prospect to "Buy-In" Extraneous Issues 8 The Sales Manager Daily Regimen: Time Management Excelled Time Management Overview The Visual Take the Initiative to Change Behavior: It Will Change the Results! Mindset Organization Prioritization Communication Daily Regimen Planner for the Sales Manager Family Physical Conditioning Mental Setup Review of Long-Range Goals and Strategies Review of Short-Term Issues (Daily Checklist and Planner Team Contact Office Contact Best Use of Time Lunch Afternoon Focus Summary and Setup for the Next Day and Balance of Week 9 Mastering Key Skill Sets Forecasting Information Flow Accurate Projections Unsatisfied Customers Are Clearly Not What Anyone Wants Angry Senior Management Is Not to Anyone''s Advantage Communicating Precisely and Timely Communications Effect Information Flow for More Responsible Forecasting Managing and Tweaking the Forecast Interviewing Know What Your Needs Are Identify the Skill Sets of the Salesperson against Your Needs Turn Over All Stones Both Inside and Outside of Company Interview as Many Candidates as Possible, after Being Prescreened by Human Resources Set a Time Frame for Interviewing and a Time Frame for Selection and an Anticipated Start Date Judge "Character" High on the List Qualify Motivational "Kick" Points, and Make Sure These Are Doable Call Referrals Develop a Job Profile/Description That Is Very Specific Make Sure the Offer Is Contemporary, Competitive, with Clear and Doable Incentives Summary in Interviewing Hiring, Firing, and Maintaining Terminations Hiring Maintaining Security Career Compensation Leading-Edge Innovation and Reinventing Confrontational Management Proposals That Work Lead Development Managing the "Sales Pipeline" Running Meetings Eyeball to Eyeball Conference Calling Negotiation Is Key Strategic Understanding What Each Side Wants Negotiating with Leverage Obtaining Information: Mining Relationship Building Developing a Strategy Tactical Making the Strategy Work Determining the Place, the Time, the Players The Place The Time The Players Executing Follow-Up Problem Solving Emotional Intelligence 10 Best Practices: Sales Management Excellence Health Remember Who You Are and Where You Came From Be Consistent Raise the Bar for Yourself Raise the Bar for Your Team Maintain a Mindset of Improvement and Maintain the Learning Process Manage Locally, Think Globally Be Altruistic Always Lead and Set a Positive Example Always Take the High Road 11 Transitioning from Sales to Sales Management Why Are You Now in Management? Dealing with Colleagues and Peers Being of Value Be a "Turtle" Concluding Remarks Appendix Foreign Corrupt Practices Act (FCPA): Department of Justice Extract Introduction Background Enforcement Antibribery Provisions Basic Prohibition Third Party Payments Permissible Payments and Affirmative Defenses Facilitating Payments for Routine Governmental Actions5 Affirmative Defenses Sanctions against Bribery Criminal Civil Other Governmental Action Private Cause of Action Guidance from the Government Political Risk Overview Political Risk Insurance Update: 2000 and Beyond History Spread of Risk Political Risk Coverages ISO War Risk Exclusion Trade Disruption Markets Loss Control Global Risk Management Political Risk Coverage Analyzed: Ten Critical Steps for Risk Managers Use a Specialist to Arrange International Protection Information and Technology in Sales Management World Trade Institute Needed: Fluent Access to and Use of Sales Knowledge The Challenge of Sales Knowledge Management Knowledge-Management Functions Technology Solutions Knowledge Architecture: Organizing Knowledge for Use State of the Sales Knowledge Technology Marketplace Benefits of the Strategy Making Someone Sell ARI Sales Management Seminar: Newly Appointed Sales Manager Workshop Agenda Presentation for First-Time Sales Managers Why Are You in the Position of a Newly Appointed Sales Manager? Why Have You Accepted the Position? What Are Your Concerns or Fears about These New Responsibilities? What Does Senior Management Expect from You? What Are Your Expectations from This Seminar and Class? Management vs. Leadership? Goals and Strategies Execution and Consistency: Success or Failure Name the Major Responsibilities of a "Sales Manager" What are Transitional Issues? Why Do People Buy? Management Qualities Delegation Potential Problem Areas Best Attributes of Sales Personnel Running of Meetings Prospecting and Lead Generation Interviewing Negotiation Best Practices Outline: 10 Steps Go to School Master This Skill Set Study the Psychology of Need and People''s Behavior Compromise Create the Win-Win Scenario Mine Heavily Articulation Is Key Sell to the Decision Makers Control the Venue Make It So It Sells Itself Closing Questions Sales Management Case Studies Workshop Basic Case Studies Cases 1- 15 Advanced Case Studies Case I - VII What International Salesmen and Travelers Need to Know about U.S. Customs (CBP) Economic Differentiations Complicated Laws and Regulations Vast Geographic Differences Major Supply Chain and Logistics Issues Packing, Marking, and Labeling Variables Dealing with U.S.

and Foreign Customs Authorities Compliance and Security Concerns Overseas Travel Time Differences Domestic Sales vs. International Sales: Major Differences in Overall Sales Management and Personnel Matters FCPA: Foreign Corrupt Practices Act 4 Know When to Be the Mother, the Father, the Brother, the Best Friend, or the Boss--What Personality Hat to Wear? Which Personality Hat to Wear? When to Mother? When to Father? When to Be the Best Friend? When to Be the "Boss"? Some Examples 5 Mentoring and Developing the Skill Sets of Your Sales Staff Sales Skill Sets Sales Skills Development Strategy Excelling in Customer Service: Best Practices 6 Motivational Techniques and Enhancing Bottom-Line Results Why We Need to Motivate Two Types of Motivation Team Motivation 7 Case Studies in Sales Management Problem Solving Cases and Resolution Step 1 Pricing Competitive Service and Value-Added Deficits Lack of Qualified Closing Skills Poor Proposals from a "Quality Communicative" Benchmark Lack of Quality Relationship with Buyers Not Selling to the Decision Maker Failure to Convince Prospect to "B.