STC, Kevin Davis – How to Turn Around a Lagging Sales Team

STC, Kevin Davis – How to Turn Around a Lagging Sales Team

Is your sales team lagging well behind where they should be? You’ve no doubt heard the saying, “success breeds success.” Unfortunately, the reverse is also true: failure can breed failure.

In this presentation Kevin Davis, author of “Getting Into Your Customer’s Head,” will share specifics about how you can turn around a lagging sales team. Even if your team is doing fairly well, you’re bound to pick up some tools and techniques for immediate sales improvement. See below for more details.

Description:

A few of the topics Kevin will discuss include:

• How to set minimum standards with consequences for poor sales results.
• How to gain the buy-in for team development by involving your top salespeople in setting standards.
• De-hire those not making a positive contribution.
• How to leverage your best people to contribute more to the team’s development.
• How to manage yourself better, and make better decisions about how you allocate your time.
• Lead from the front. Get out in the field and make coaching salespeople your #1 priority.
• How to create a contest that will get everyone fired up and focused on making those extra sales calls that can make the difference.
• Coach sales skills. Coach sales strategy.

About Your Trainer:

Kevin Davis is the president of TopLine Leadership Inc., a company that provides sales and sales management training services that dramatically increase productivity. Kevin has 28 years of sales, sales management and training experience. Many successful companies, including IKON Office Solutions, BellSouth Business Systems and Bayer Diagnostics have adopted Davis’ sales method as their company-wide “language of selling.” Davis’ “Sales Management Leadership in the 21st Century” seminar has been delivered to over 20,000 sales managers.

Kevin is the author of Getting Into Your Customer’s Head: 8 Secret Roles of Selling Your Competitors Don’t Know (Times Business / Random House), which was voted one of the best sales books by Selling magazine, and one of the top 30 business books by Soundview Executive Book Summaries (out of 1,500 titles considered annually).

Prior to starting his firm in 1989, Kevin was a sales representative, account executive, sales manager, and district general manager during a distinguished career with Lanier Worldwide, a Fortune 200 company. In each of Kevin’s positions he earned Lanier’s Chairman’s Council award, presented annually to producers ranking in the top five percent. He also earned Lanier’s prestigious “District Manager of the Year” award. As a sales manager, Kevin hired, trained, and coached over 250 salespeople.

Testimonials:

Here are what past customer’s are saying about Kevin’s previous sales training:

“This methodology is a must for any organization wanting to get the most out of their account management system. It has helped us create, manage, and win more complex, multi-level sales opportunities.”

“Our sales force is comprised of salespeople with 12-25 years of sales experience. Most of these salespeople have already attended the leading sales training programs. It’s quite an endorsement that every one of our sales people told me that Getting Into Your Customer’s Head is the best sales training program they’ve ever attended.”

What participants say six months after training:

“With the emphasis toward the customer buying versus the salesman selling, my approach and questioning skills put me in a better position with an account that I had not been able to get anywhere with. The end result – a $36,000 sale!”

“I closed the XYZ account shortly after our training due to an ROI letter.”

“The training has made me put myself in the place of the customer. I am better prepared and much more professional in my approach. I feel more confident.”

“I’m much more aware of the political forces inside my key accounts, which has helped me get to the ‘Power Broker’ more quickly than I had in the past.”

“The training has improved my needs analysis/questioning skills and I’m more effective at convincing prospects there is a need to address these concerns.”

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