SL201

Intermediate Sales Leadership

In-Person Course, 2 Days
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Course Description:

SL 201 is dealer distribution specific sales management. It builds on the principal that the dealer is not the customer, they are a partner in distribution. As the sales leader is not directly managing a territory or dealers, this course emphasizes learning how to evaluate, support and advocate for the territory managers in the sales leader’s care.

2 Days, In-Person, Instructor Lead Course.

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Tools:

Connect 360° Sales Leader Assessment will be utilized prior to course and at 30-, 90- and 180-days post-course.  Scores will be used to demonstrate improvement and also to compare to other team members within the same company and other TM’s from other companies in same and like industries.

Related Courses:

SL 201 is the first of two courses in Sales Leadership and serves as the prerequisite for SL 301: Advanced Sales Leadership. The Territory Management track consists of TM 101, TM 201, and TM 301. Completing their respective tracks equips team members with the necessary skills to optimize overall team productivity.

The Connect Difference

1

The traditional academic model aims for learners to know things. Connect learners are expected to do things.

Each course has three PO’s (Performance Objectives). These are three things the learner needs to be able to do to be successful in their role.

2

All Connect OEM courses are built around the premise that the dealer is not your customer, they are a partner in distribution.

Dealers don’t need to be sold to. Dealers need to be educated, equipped, and motivated. That enables them to sell to the customer.

Performance Objectives:

Upon successful completion of to course, learner will be able to:

  1. Evaluate Territory Manager Performance and Potential.
    1. Utilize all available tools to perform accurate evaluations of territory managers, incorporating performance objectives that ensure resilience under varying economic conditions.
    2. Accurately assess the overall potential of specific territories and identify areas for targeted improvement.
    3. Evaluate dealer performance metrics beyond revenue alone, considering market potential, operational efficiency, and customer satisfaction.
  2. Develop and Execute Territory Growth Plans.
    1. Construct actionable plans to improve territory manager proficiency and establish conditions for sustained revenue growth.
    2. Utilize field data to create tools and initiatives that empower territory managers to address dealer challenges effectively.
    3. Build and manage an upskilling program to enhance the capabilities of territory managers and dealership personnel, transforming the people into the competitive advantages.
  3. Actively manage relationship between OEM leadership and territory managers.
    1. Promote the importance of whole-dealer health by leveraging all five dealer revenue centers (New unit sales, used sales, parts, service, and rental.
    2. Advocate for programs, investments, and policies that enable territory managers to successfully grow sales through dealer empowerment.
    3. Implement and manage systems to ensure the “voice of the customer” travels seamlessly from customers through dealers and territory managers to OEM leadership, driving meaningful change.