Transformation of the sales department: planning, CRM systems, business processes - free course from the Russian School of Management, training, Date: December 7, 2023.

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 for 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.”

Development of a remuneration system for the sales department
• Principles for developing a remuneration system in the sales department.
• Determination of the average market total income of the manager.
• Typical mistakes when developing a remuneration system in the sales department.
• Components of motivation: fixed salary, KPI, bonuses, bonuses, reduction of bonuses.
• The structure of the total income of sales department employees and the main methods for calculating the variable and bonus part of income.
• Remuneration schemes depending on the manager’s functionality.
• Team bonus. Gradations by categories of managers.
• Workshop: “Development of a motivation system for sales managers.”
• Workshop: “Determination of the average market level of income for sales managers.”

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.

Practical customer base management technologies
• Customer segmentation.
• Methods for identifying target client groups that will work with you for a long time and effectively. Criteria for selecting key partners.
• Standards for working with clients.
• 5 main processes of working with the client base. Customer life cycle. Automation of the client base.
• Key indicators of work with clients.
• ABC-XYZ customer analysis as a tool for revenue growth. The company’s share in the client’s portfolio, ways to increase it. Ways to increase LTV and CRR indicators.
• Organization of effective work with new, current and lost clients.
• Dividing work between new and current clients as a reserve for sales growth. Organization of work with new clients. Tools to increase sales of current customers.
• Customer loyalty.
• Dealing with lost clients. Measuring customer loyalty rating using the NPS index. Ways to increase customer loyalty. Why you need to remove bad clients in a timely manner.