Sales Director - free course from the Russian School of Management, training, date: September 9, 2022.

Business coach, consultant. Expert practitioner in the field of comprehensive business development, increasing sales and profits. Speaker at industry conferences.

PhD, business consultant in the field of sales management. Has practical experience in reengineering in the commercial sector and branch development.

Sales and Marketing Strategy
• Market analysis: capacity, growth rate, number of players, number of buyers.
• Strengths and weaknesses of the company. Required resources and possible risks (SWOT analysis).
• Choosing a company development strategy.

Sales department management: goals, objectives, operational control
• Management system and principles: goals, objectives, efficiency factors, systematic approach.
• Specifics of management depending on the sales strategy. Consistency in sales management, management cycle.
• Audit of the sales department: opportunities to increase results in a short time without investment.
• Key rules for developing an effective organizational structure for the sales department.
• Methods of gaining power. Administrative and expert power. Using different employee management styles.
• Algorithms and regulations for the work of employees. Implementation and development of regulations.
• Types of meetings: individual and group. Principles of holding meetings. Setting up a meeting system in the sales department.
• Sales department reporting system.
• Types and types of reports. Setting up a sales reporting system.
• Reporting in messengers.
• Case “Development of a KPI matrix depending on the functionality of managers.”
• Case “Creating a reporting system for the sales department.”
• Quality management system in the sales department.
• What is sales quality and how to measure it?
• Main signs of low quality sales.
• Basic elements of the sales quality management system: standards, training and certification of employees.
• Contents of sales standards. A modern “flexible” approach to the formation of sales standards.
• Digital sales cases and their use in employee training.
• Methodology for developing sales standards using internal company resources.

Sales transformation: optimization of business processes, implementation of CRM systems
• Search for internal reserves for sales growth.
• Using the Deming Cycle (PDCA) to develop the sales team.
• Analysis of a photo report of managers' working day. Correction of bottlenecks in sales business processes based on the results of the analysis.
• Automation of the process of collecting client databases.
• Tools for increasing the number of calls by 2 times without decreasing quality.
• Reducing customer losses due to response times and missed calls.
• Introduction of “prioritization” in working with clients.
• Formation of a sales funnel. Funnel stages. Sales funnel slices.
• Errors when building and working with a sales funnel.
• Quantitative and qualitative indicators of the sales funnel.
• Calculation of sales funnel conversion. Methods for increasing conversion.
• Working with pipeline managers.
• Case “Creating sales funnels for new and current clients, determining quantitative and qualitative indicators.”
• Increased productivity of managers through automation of operational work.
• Specialization and distribution of functions in the sales department.
• Typical business processes in sales departments and highlighting points of efficiency growth.
• Work regulations for employees. Structure of the regulations. Implementation of regulations.
• Customer development tools. Tools for increasing the average check and average revenue per client.
• CRM system: success and failure factors during implementation, audit of the current CRM system.
• CRM selection criteria.
• Key functions of CRM in sales.
• Indicators of an incorrectly configured CRM system.
• IP telephony and necessary integrations.
• Automation of work with the client base in CRM.
• Organization of control of managers using CRM.
• Types of sales reports in CRM.
• Visualization of results using Dash Board.
• Case “Audit of CRM system implementation.”
• Case “Creating a list of reports for display on the Dash Board.”

Sales Management in the Digital Age
• Implementation and management of new technology for active B2B sales.
• In what cases to use an active sales strategy in B2B markets: review of cases of successful implementation.
• How the technology of working with B2B clients is changing today and what sales managers need to do in order to develop and implement more modern and effective principles for organizing active sales.
• How to involve current staff in active sales while minimizing risks: key management techniques.
• How the digitalization of communication channels with the client changes the classic stages of sales and what should people know? what the manager should do to optimize business processes for working with clients under the changed realities of B2B markets.
• Planning for the development and attraction of new clients: key stages of working with the client (development and design of active sales, developing contacts and motivations of a potential client, creating experience, researching key client characteristics and a number of others elements).
• Why active sales in an aggressive style and manipulation are becoming a thing of the past like home telephones. How to build a modern active sales methodology and design it to suit the realities of today.
• Outlines of a new profession: manager of active digital sales. Competencies of active B2B sellers: how to design their activities and set conversion parameters for their activities.
• Active B2B sales management system: changes in the functions of the head of the active sales department from an administrator to a performance manager for active sales managers.

Sales personnel: hiring, adaptation, motivation system
• Development of profiles for the position of sales manager (competencies, skills, abilities).
• Is it cheaper to find someone ready with experience or to grow them “from scratch”? What's better?
• Creation of a selling vacancy for a sales manager.
• Peculiarities of hiring and recruiting sales personnel: how to avoid getting a “downed pilot” instead of a “rock star”?
• Recruitment funnel.
• Individual interview.
• Conducting competitions for sales managers.
• Checklists for conducting interviews.
• Case “Development of a profile for the position of sales manager.”
• Case “Creating a sales vacancy template.”
• Using different employee management styles. Control squares.
• Types of meetings and briefings. Principles for conducting meetings and briefings. Setting up a system of meetings and briefings in the sales department.
• Don't want to or can't? How to determine if you are in the “comfort zone” and methods for getting employees out of it.
• In what cases is it necessary to carry out sweeps among personnel and how to do this without causing dysfunction of the entire unit.
• Tools for increasing the efficiency of personal work of sales employees: give them authority!
• Organization of a system of competitions. Types of competitions depending on sales tasks.
• Evaluating the effectiveness of ongoing competitions.
• Types of non-material incentives.
• Competition.
• Case “Creating a complex of non-material motivation.”
• Case “Conducting a briefing.”
• Organization of a quick transition through the adaptation period. Adaptation conditions: how not to lose a soldier in “non-combat” conditions?
• Structure of the training system.
• Creation of a textbook on the company's products and services.
• Sales technology training.
• Career planning system in the company (vertical, horizontal career growth).
• Case “Development of the structure of a textbook on the company’s products and services.”
• Case “Creating a career growth system in a company.”