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Products & Services Sales and Marketing Sales Management Managing Sales Force Training and Development

Sales Management Leadership Development Programs: Structuring for Success

ID: 4938


Features:

Metrics, Graphics, Detailed Process Map


Pages/Slides: 49


Published: Pre-2014


Delivery Format: Online PDF Document


 

License Options:
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Single User: Authorizes use by the person who places the order or for whom the order was placed.

Sitewide: Authorizes use of the report for a geographic site. All people at site can view the report for a year and copies can be printed.

Corporate: Authorizes use for the entire company for a year and copies can be printed. No limitations for usage inside the company.




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  • STUDY OVERVIEW
  • BENCHMARK CLASS
  • SPECIAL OFFER
Non-members: for a complimentary excerpt featuring this document, please click here.


STUDY OVERVIEW
Empowering your sales leaders to coach and to motivate sales associates has a measurable impact on the bottom line. Sales managers must be trained on germane content areas, such as leading and influencing others, that will affect their daily jobs, and ultimately sales force effectiveness. Once trained, focusing on the people and not administrative tasks will enable the sales managers to have a greater impact on their direct reports. Therefore sales output can be greatly hindered by an ineffective sales manager. Key factors addressed in this study include the prominence of corporate-sponsored sales management leadership development programs, the influence of aligning the program under the sales organization, the importance of training managers to lead and influence others, and the most effective delivery formats for content areas of training.

This study will benefit those directors and vice presidents in charge of sales leadership and development. Executives can conduct their own gap analyses and identify ways they can better structure, administer, deliver and measure their sales management leadership development programs to leverage and optimize the skills of their upcoming corporate leaders via these metrics, qualitative insights and executive quotes.

KEY TOPICS

  • Program Structure
  • Administration & Strategy
  • Content & Delivery
  • Performance Management

DATA SEGMENTATION
Due to the variation in size and complexity of the companies in the benchmark class and the expectation that these factors may influence structure, administration, strategy, content, delivery and performance management, 16 large companies make up a large company segment. This allows companies to benchmark their own sales management leadership development program against companies with more than 10,000 full time employees.

KEY METRICS
  • Structure of Programs
  • Age of Program
  • Program Sponsorship – Benchmark Class & Large Company Segment
  • Program Administration – Benchmark Class & Large Company Segment
  • Program Participants
  • Percentage of Sales Managers in Program
  • Total Training Hours Per Session
  • Total Training Hours Per Year
  • Department Generating Program Content
  • Content by Areas of Focus – Benchmark Class & Large Company Segment
  • Content Ranked by Importance – Benchmark Class & Large Company Segment
  • Training Time Allocation – Benchmark Class & Large Company Segment
  • Delivery Formats for Training: Coaching, Communication Techniques, Performance Measurement, Resource Management, Change Management, Time Management, Leading & Influencing Others, Business Literacy
  • Program Performance Metrics

SAMPLE KEY FINDINGS
  • Corporate-sponsored programs across divisions and separate programs serving individual divisions are equally popular among the benchmark class. The majority of large companies, however, employ corporate-sponsored programs for sales management leadership development.
  • Sales most frequently generates content for the sales management leadership development program. Content areas cover a variety of development skills, with a strong focus on leading and influencing others and coaching techniques.
  • Large companies track the reduction in sales associate turnover more frequently to determine the success of their sales manager leadership development programs.

METHODOLOGY
Best Practices, LLC conducted surveys and follow-up interviews with 42 leading companies. The study was completed for a Global Benchmarking Council member in the Quality and Performance Forum.

Industries Profiled:
Telecommunications; Professional Services; Manufacturing; Health Care; Energy; Pharmaceutical; Financial Services; Publishing; Media; Banking; Consumer Products


Companies Profiled:
AIG VALIC; Siemens; Sanofi-aventis; GE Money; Thomson; Eli Lilly and Company; Novartis; Wells Fargo; Schering-Plough; Fujifilm


If you purchase Best Practice Database document(s), you will have 30 days from the date of purchase to apply some or all of the cost of the document(s) toward the cost of a Full Access Individual, Pharma, Group or University Membership. Write us at DatabaseTeam@bestpracticesllc.com or call David Guinn at 919-767-9179 if you have any questions.