| Achieving sales targets is one of the biggest | | | | In meeting number three, you start with a review of |
| challenges for automobile and RV sales managers. | | | | the last meeting, then present the annual sales goal |
| Generally, the Dealer Principle determines the targets | | | | for this salesperson along with an explanation of how |
| for the next business year with minimal, if any, input | | | | it was determined. Next, you and the salesperson |
| from sales. Some managers divide the target by the | | | | map the total into monthly goals. Individual monthly |
| number of sales people and then divide that by | | | | goals need to reflect the market. |
| twelve months to arrive at monthly salesperson | | | | 2) Execution |
| goals. Other managers simply divide them by twelve | | | | You and the salesperson agree on a plan of action. In |
| and that is the monthly team goal. And there are | | | | a car or RV store there are buyers who just walk-in. |
| some managers who just hope for the best. | | | | How many of these can a salesperson expect to |
| To be truly effective in achieving sales targets | | | | close? How many repeat and referral customers |
| professional managers implement a proven success | | | | does this salesperson average? What about orphan |
| process. Three steps to achieving sales targets starts | | | | accounts, phone opportunities, internet leads, service |
| with the manager understanding the strengths of | | | | customers? |
| each of the people on the sales team. | | | | The point is that the sales manager cannot simply |
| 1) EXPECTATIONS | | | | say, "Here is your monthly targets. Good luck." It is |
| Establish individual sales goals through a three meeting | | | | the sales manager's responsibility to follow through |
| sequencea) The First Meeting | | | | with each salesperson to develop a strategy on how |
| The first meeting could be with the group or | | | | the monthly goals will be achieved. |
| one-on-one. The purpose is to explain you will be | | | | 3) Evaluation |
| scheduling two more meetings to arrive at individual | | | | Evaluation is ongoing. The sales manager monitors |
| goals. Handle, to your satisfaction, questions that may | | | | daily activity. Based on the salesperson's |
| come up. Conclude with clear instruction that each | | | | effectiveness, the manager may hold follow-up |
| salesperson is to have a realistic outline of their sales | | | | reviews every other day, weekly, or maybe only |
| goals for the next meeting.b) The Second Meeting | | | | once a month. The purpose of a review is to |
| The second meeting must be within three days. | | | | evaluate progress and make necessary adjustments |
| Discussion focuses on the individual salesperson, how | | | | for improvement. The manager provides guidance, |
| he or she arrived at their numbers, how the | | | | coaching, and mentoring. |
| salesperson sees achieving the goals, what assistance | | | | Ken Blanchard, author of the One Minute Manager, |
| is being sought from management, what training | | | | wrote, "Feedback is the breakfast of champions!" As |
| would be beneficial, what strengths the salesperson | | | | an auto or RV sales manager, achieving targets |
| could share with the team. In this meeting, your role | | | | means your sales team has to know what their goals |
| is to listen to what the salesperson is saying. It is not | | | | are, they need a game plan to achieve those goals, |
| the meeting to agree or disagree with what is being | | | | and, most importantly, they need to know how they |
| presented.c) The Third Meeting | | | | are doing. |
| Prior to this meeting you have reviewed the goals | | | | Expectations are the sales goals. Execution is the |
| each salesperson submitted as well as your notes | | | | game plan. Evaluation is the feedback. Combined, |
| from the previous meeting. You have also compared | | | | they are an effective strategy to achieve sales |
| the team total to the Dealership targets. Your role | | | | target success in three easy steps. |
| now has two purposes. First, to ensure the individual | | | | Remember: Nothing happens until someone sells |
| sales goals are realistic. Second, to ensure the sales | | | | something. Sales Champions Make It Happen! |
| team total meets or exceeds the Dealership's. | | | | |