Here's how you can effectively set clear expectations when delegating in outside sales.

Entendo que a delega??o da venda externa come?a pelo entendimento e clareza dos canais que ser?o utilizados, público alvo, produtos disponíveis, conhecimento sobre a concorrência e seus diferencias e é claro entender o seu time, quais os perfis, conhecimentos, se est?o aptos, ferramentas. Após essa informa??o criar um plano de a??o e método de atua??o. Cuidar do funil de vendas, cada passo e responsáveis, formas de acompanhar e mensurar as a??es e resultados. Importante o time ter objetivos e metas claras para desenvolver um bom trabalho. E sempre celebrar todas as conquistas e evolu??o e apreender com o que n?o está funcionando ou que n?o aconteceu como o programado.

Role Identification: I started by mapping out the entire sales process from lead generation to closing deals. Then, I identified the strengths of each team member. Clear Communication: In our next team meeting, I clearly outlined the new roles. Documentation and Training: We documented these roles and the processes associated with them. Each team member received a detailed outline of their responsibilities and how they fit into the overall sales strategy. Regular Check-Ins: To maintain clarity and address any issues early on, I instituted regular check-ins. These meetings allowed team members to provide updates, share challenges, and celebrate wins. It also ensured that any role-related ambiguities were swiftly resolved.

1.- know your team 2.- know your product 3. -know the market 4.- know your customer 5.- get those on a blender together with the business strategy 6.- set your goals

Según mi experiencia personal puedo decir que trabajar por objetivos es algo muy común en las grandes empresas. Para ellos se debe tener en cuenta varios factores. Ventas del a?o pasado en dinero. Ventas del a?o pasado en unidades. Ventas de unidades por horas. Depende del tipo de comercio. Pero tenemos un abanico de posibilidades para poder tener un objetivo de venta claro. Y no podemos dejar de lado la situación país.

Clearly outline the objectives and goals of the sales task or project. Ensure that the sales representative understands what needs to be achieved and why it's important.

"Para quien no sabe a qué puerto se dirige, no le sopla ningún viento favorable" y lo mismo ocurre con los objetivos de un equipo de ventas. Los objetivos deben ser claros, sean realistas y al mismo tiempo retadores y de esta forma poder celebrar logros más frecuentemente.

Understand the Terrain: I started by understanding the specific challenges and opportunities in each region. Set Tailored Objectives: Based on this analysis, I set tailored objectives for each team member. For example, in a densely populated urban area with heavy traffic, Incorporate Flexibility: Recognizing that outside sales can be unpredictable, I incorporated flexibility into our objectives. I allowed team members to adjust their weekly goals based on client availability and other external factors, ensuring that targets remained realistic and achievable. Regular Review and Adjustment: We held regular review meetings to assess progress and make necessary adjustments.

Clearly communicate your expectations regarding communication frequency, reporting, and updates. Determine how often you'll touch base to monitor progress and provide feedback.

Initial Meeting: I held an initial meeting with the entire sales team to discuss the new product, the sales strategy, and the specific tasks that needed to be delegated. Detailed Email Follow-Up: Immediately after the meeting, I sent a detailed email summarizing everything discussed. Specific deadlines for task completion Desired outcomes and how they align with our overall sales goals Key performance indicators (KPIs) to measure success Task Sheets and Checklists: To further ensure clarity, I provided each team member with task sheets and checklists. Regular Updates and Check-Ins: Regular updates and check-in meetings to monitor progress and address any issues.

Implementing a CRM System:Adopted a comprehensive CRM system to manage our leads and customer interactions.Intensive Training:Organized intensive training sessions to ensure everyone was comfortable using the CRM.We covered everything from basic navigation to advanced features like automated follow-ups and analytics. Providing Necessary Tools: Alongside the CRM, I ensured each team member had a tablet loaded with all the necessary presentation materials and sales analytics tools.Ongoing Support and Feedback:I set up a support system where team members could get help with any tool-related issues.Regular check-ins allowed us to gather feedback and make adjustments as needed.

Establish key performance indicators (KPIs) or metrics to measure success. This could include targets for sales volume, customer acquisition, conversion rates, etc. Be transparent about how success will be evaluated.

Monitoring, in its broadest sense, is not bad, as it helps us track activities, such as monitoring the progress of established goals, and serves both business and personal environments. Develops a sense of organization, responsibility, and time management skills, which are now essential in everyday life. In sales, one of the oldest and yet most innovative tools is task monitoring.

Weekly Sync Meetings: Every Monday, we held a team sync meeting. Each sales representative provided a brief update on their activities, shared their progress, and discussed any challenges. This meeting was crucial for maintaining team cohesion and ensuring everyone was on the same page.Digital Reporting System: We used our CRM system to submit weekly digital reports.The system automatically generated performance dashboards, which I reviewed daily.Strategy Adjustment Sessions: Monthly, we held strategy sessions to review our overall performance and adjust our strategies. We analyzed what was working, what wasn’t, and identified new opportunities.

Feedback is important in all company departments. In sales, it would be essential for the development and improvement of processes. Feedback from managers is the energy capable of raising the team's level, because, like all salespeople, it is necessary to be seen, to be noticed, and to comment on their achievements and performances. So, as a good manager, I would recommend open communication, to understand where the difficulties lie, and through this you will receive help, whether with new and more technological tools, or also by increasing the employee's self-esteem.

Often times a mismatch between an employee and their supervisor or manager is just a lack of usable feedback. It's all well and good to provide your take on how your team is doing, but you need to ask yourself is the information actionable and, even more importantly, is the team capable of performing this action in a reliable and efficient manner. Sometimes the heart of the feedback is lost in the rhetoric and sometimes learning how to couch criticism or praise so it's constructive is what we struggle with.