Make the Most of the Time with Your Team
You already have enough things to worry about all week. With some planning and reflection, your sales meetings won't add to that list.
By Elly Valas
You know the drill. It's late Friday afternoon, capping off what seemed to be an endlessly long week. You've interviewed dozens of candidates for a couple of openings on your sales team and no one has really hit the mark. You've struggled to cover the floor because one associate is out on a scheduled vacation and another has been out sick all week. Two others have been at each other's throats battling over the commission on what seems to be a split sale.
You're about to put on your coat and walk out the door when you suddenly remember you're leading a sales meeting in the morning. You have no time to think about the agenda, so you decide to wing it. You'll figure out something on your way in.
You make a dash to Krispy Kreme at seven the next morning wondering why you didn't call and order ahead; or why they don't just know that you pick up the same three dozen donuts every Saturday morning. You get to your store and start the first pot of coffee. You take out your yellow pad to jot down some notes for the meeting.
You talk about this week's promotions, clarify an incentive program, tell the team to watch for a shipment of product they've been eagerly awaiting. You urge the members of your team to try to get along. The associates yawn and nod. The store opens and it's off to the races.
Fast forward to Tuesday, when you start analyzing the weekend sales. Hmmmm. TV sales were okay, but very few had complete audio systems attached. The low gross margin reflects a diminishing attachment rate for accessories. The new product line on the floor doesn't seem to be moving well. You seem to be selling too many low-margin entry-level products.