Key Outputs and Accountability

• Turnover growth through gross sales, price increases and jobbing revenue, better than budget.
• Effective management thereby ensuring the development and retention of quality sales colleagues.
• Inspirational Leadership
• Be hands on, ensuring that infield training with all sales colleagues is being implemented on a regular basis to build more effective communication, enabling easy identification of training requirements, needs and shortfalls in the sales colleagues abilities. Under 6 months –  once a week infield assessments to be conducted, over 6 months  – twice a month infield assessments to be conducted and 1year plus – monthly assessments to be conducted infield.
• Accurately identify appropriate action plans to ensure development of all colleagues.
• Ensure that correct planning takes place so that full territory management is achieved to obtain the best results.
• Conduct Weekly 1:1 meetings with all sales colleagues to understand development requirements. Analyse measurements to identify individual performance ratios. Use the individual ratios to identify and agree individual training and development needs.
• Using excellent coaching skills to ensure sales colleagues are developed, mentored and developed. 
• Using individual performance ratios, agree to targets and objectives with all reports.
• Manage activity by identifying areas for training and support through measurement and observation, through infield assessments.
• Ensure appropriate training is delivered reviewed and implemented.
• Ensure accurate management measurement and management of all key activities, ie. customer contact, planning, calls, quotes, sales and value.
• Monthly meetings with regional sales manager, to identify and prepare action plans to effectively address all under performance in the team.
• Set a strong example for all sales colleagues in areas of personal character, commitment, organizational and selling skills and work habits.
• Schedule regular effective sales meetings with all sales colleagues to effectively communicate information.
• Schedule regular weekly training sessions with all sales colleagues, incorporating product knowledge and Sales methodology.
• Effective preparation of all sales colleagues for annual sales performance assessments, to ensure a high standard is achieved and maintained.
• Weekly meetings with regional sales manager, with feedback sessions on each individual sales colleague to ensure that areas of improvement are identified correctly, pipeline information is discussed and assessed.
• Weekly forecast meetings are held with regional sales manager to ensure the quality of pipeline and forecasting information. Accurate sales forecasting through proper understanding of SMOS and the pipeline document.
• Drive the up sell campaign divisionally and regionally to ensure increased service covers.
• Monthly cross divisional meetings to be held with regional sales manager to ensure that all opportunities are being explored, regular cross divisional infield training is taking place and 100% identification of all target prospects are being identified.
• Drive cross divisional leads  
• Hold monthly branch sales and service meetings where excellence is recognised and celebrated.
• Hold regular quarterly RISA sales and service meetings to recognise excellence across all divisions.
• Conducting regular quarterly performance reviews with Sales colleagues to monitor development and career path.
• Analyse service delivery in constructive communications with Service Manager.
• Assist sales colleagues with preparation of proposals and presentations to board level.
• Initiate and co-ordinate development of action plans to penetrate new markets.
• Ensure that follow up is completed and effective communication with service takes place.
• Ensure that effective recruitment and selection is achieved by complying with best practice and the sales recruitment policy.
• Invest energy and motivation of staff and create a “customer service” culture.
• Drive all divisional and national reward and recognition schemes.

SKILLS (Essential)

BEHAVIOURAL

• Individual leadership / influencing 
• Customer service orientation 
• Highly energetic and goal orientated 
• Self-starter
• Very high energy levels 

SKILLS (Essential)

• Highly developed communication (including listening) skills (written / verbal / non-verbal)
• Analysis / problem assessment
• Coaching
• Persuasiveness / sales ability 
• Quality orientation / attention to detail
• Negotiation
• Developing organizational talent
• Computer literacy (MS word, outlook, excel & internet)
• Valid driver’s license is a pre-requisite
• Numeric skills
• Presentation skills

Qualifications and Experience

• Grade 12 (Matric or equivalent) 
• Tertiary qualification in Sales Management advantageous
• Track record which demonstrates successful sales management
• Recruitment, development and retention of sales staff
• Delivery of results against demanding growth targets
• Telesales management 
• Managed in completely new business environment (i.e. brand new clientele)
• Virtual office management