Challenges for Doug Bloom
Initial Challenge: Advance career from sales person to sales manager
Sales manager training…or lack thereof. Strategic Action Competency
5-day training was chaotic, had tons a material to read which was not covered at training, and was primarily focused on the new First-Plus account program, rather than actual Sales Management
VP of Marketing expected managers to redirect their staff’s selling efforts on the new product line immediately
Doug’s primary concern was how to get 25 sales people interested in selling new product
Feared resistance from associates who may be intimidated with bigger and more sophisticated accounts
No real or substantial support from upper level management whose primary concern is “bring in the numbers every month and everything else takes care of itself”
Major Challenge: How to effectively implement the new First-Plus account program. Coaching, Team-Building Competency and Self-Management Competency.
No true support from district director who has same mentality of CEO and VP of Human Resource…”bring in the numbers, and everything else should take care of itself”
Failed to make quota the first month
Sales force is resistant to implementing the First-Plus account program
Top sales performer argues the new program will net her 10 times less than what she currently makes
Doug was not prepared for the individuality of his reps, and had to learn each ones individual talent and what motivated them.
Most of the reps schedules were inefficient, which was a major cause of for not meeting quotas
Reps are resistant to corporate ordered change, as well as changes in their work schedule
Rumors of favoritism and guaranteed cash for new hire causes more resentment with reps
Resentment from reps when Doug has to close their Fist-Plus account for them
Long hours, system crashes, approve salesperson expense reports, budget reviews and monthly reports due
Doug falls behind...