Chapter 1

The Sales Management Job

Legend and mythology are filled with stories of heroic individuals who with a single dramatic act
transform themselves into skilled and successful leaders.
After laying siege to Troy for nine unsuccessful years, Odysseus lured the defending Trojans into
opening the gates of their city by leaving them the gift of a giant horse. Once inside the city walls,
Odysseus and his soldiers emerged from the horse and destroyed the city.
Alexander of Macedonia cut the Gordian knot and, as Alexander the Great, went on to conquer most
of the known world.
Arthur pulled Excalibur from the stone, united warring fiefdoms into the kingdom of England, and
made peace among his warring knights by seating them at a round table.
If only it were so easy to become a Sales Manager!
Unfortunately, real life seldom resembles legend and mythology. There is no single great deed or
heroic action you can undertake to become a successful sales manager. It takes time, energy, and
a lot of work. However, dont worry you can do it! And the Gallo Sales Managers Manual will help
you do it.

The Gallo Sales Managers Manual

As you read this manual, please keep in mind that it was written for a very diverse group of high
performing and successful sales people. We realize that many readers have a bachelors degree in
a specific business major such as marketing or management, and a few may even have an MBA.
Most, however, will have had no formal business education. There is absolutely no educational
prerequisite for benefiting from this manual. And for those readers who do have an extensive
business education, keep in mind that this manual was not written to give you exposure to leading
edge management theories and techniques.
Distributor sales and sales management training is a high priority of the Gallo Winery. The sole
purpose of the Gallo Sales Managers Manual is to give new first level sales managers in our
distributor network a solid grounding in practical and basic sales management skills that work. By
work, we mean that we have focused exclusively on the knowledge, skills, and techniques that

The Sales Management Job

have a proven track record for enabling new managers to quickly achieve expected sales results
through a team of sales representatives. Were talking about the kind of skills that will help you,
regardless of your educational experience, to:

Make a rapid transition to your new job.

Achieve results that you can be proud of in the short and long-term.

Set a strong foundation for gaining the respect and cooperation of any sales person who
reports to you throughout your sales management career.

Please keep in mind that distributors in Gallos distributor network vary greatly in size, business
philosophy, and in their approach to day-to-day business practices. If this manual had been
developed by your employer it would probably provide much more specific direction such as do
this and do that, or use this and use that. Thats not our role. We dont know what specific
forms and tools your distributor wants you to use. Nor do we know what specific business practices
your distributor may consider preferable. But we do know what works when it comes to achieving
and sustaining results through a wine sales team. And your distributor apparently agrees with us or
you wouldnt be reading this manual.
Our goal is to help you learn basic principals of successful sales management; your distributor
management will help you to apply them as appropriate to your actual job.
We encourage you to read this manual carefully and to use it as a reference throughout your first
few months in your new management assignment. If you find that any recommended practices
differ from your understanding of your distributors preferences, seek clarification and direction from
your manager. Before you turn the manual in, feel free to make copies of anything you want to
keep. With the above in mind, well formally begin your training with some thoughts about your
transition from selling to managing.
NOTE: You will be reviewing many sales management practices (including specific forms and
techniques) throughout this Gallo Sales Managers Manual. Although we have followed widely
applicable legal principles in preparing these materials, some states, localities or specific collective
bargaining agreements may restrict or prohibit the use of some of these practices. You and your
distributor management are responsible for determining whether any practices referred to in this
manual are restricted, prohibited, or otherwise not acceptable in your state or marketing area.
Always check with your management if you have any questions about the legality, applicability or
acceptability of any material contained in this manual.

1-2

The Sales Management Job

Making The Transition From Sales Representative

To Sales Manager
As a sales representative, you were rewarded for your ability to get results through your own efforts.
As a Sales Manager, you will be rewarded primarily for your ability to get results through the efforts
of others.
This transition may be the single most difficult challenge facing a new Sales Manager. In the past,
your work habits were geared to direct personal accomplishment. Now you must work to achieve
results through your sales representatives. In other words, you must make the transition from being
a doer to a manager of doers. For many new Sales Managers, this can be a very difficult
transition.
This challenge can be summarized in a single question that most Sales Managers have asked
themselves many times: Should I focus on results or should I focus on developing my people?
As you will see, the correct answer indeed the only answer to this question is to balance your
efforts and focus on both results and people. If you focus only on results, you will never develop
your sales representatives to their maximum potential. On the other hand, if you focus
disproportionately on developing your people, you may not achieve some necessary results in the
short term. So, much of the challenge of successful sales management is to keep your eye on
results and achieve necessary short-term results while you are developing your sales
representatives for improved long-term performance.

Use Your Experience

As you begin to make the transition from sales representative to Sales Manager, you may feel a little
overwhelmed by the newness and uncertainty of your management role. To some extent, this is an
understandable reaction. However, keep in mind that you already know a great deal about the sales
management job. As a Sales Manager, you will be able to draw extensively on your past experience
as a sales representative.
Some aspects of your experience as a sales representative will help you in your new role as a Sales
Manager. Other aspects of your experience may actually handicap you. Lets look quickly at how
your past experience may help and hinder your transition into sales management.
Your previous experience as a sales representative will help you in a number of ways.
You understand how to motivate others. As a Sales Manager, your task is to achieve results
through the efforts of others. While you were a sales representative, you learned how to understand
your customers motivation and how to use professional sales skills to motivate your customers to
The Sales Management Job

accept many of your recommendations. Your knowledge of motivation and sales skills will be useful
in motivating your sales representatives, too. You will find that your skill in making presentations
and your ability to handle and overcome objections will be valuable assets as you work with your
sales representatives.
You know the sales representative job. Your knowledge of the job will be very useful to you as
you work to assist and develop your sales representatives.
You know how to plan for yourself. As a manager, your planning responsibilities will be different
than they were when you were a sales representative. The skill you have already acquired in
planning and time management will be directly transferable to your new role and responsibilities.
You have the ability to meet high standards. You have already demonstrated the ability to
consistently meet the exacting requirements of the sales representative job and the five Gallo
Standards Of Performance (or comparable On-Premise standards):

Distribution

Shelf

Cold Box

Display

Pricing/Promotion

Your ability to meet these requirements and standards is undoubtedly one of the major factors that
has contributed to your promotion into sales management. The discipline and commitment that
characterized your performance as a sales representative will serve you well as a Sales Manager,
too.
So, in these ways, your past experience as a sales representative will greatly enhance your ability to
be an effective Sales Manager. On the other hand, because you are new to the sales management
role, some aspects of your previous experience as a sales representative may slow your transition.
You may still want to be one of the team. It can be difficult to suddenly change the relationship
you have had with other sales representatives. For example, many new managers find it difficult or
awkward to criticize, discipline, coach, or even praise friends or colleagues they have known for
many years. As a new Sales Manager, its natural for you to want to be well liked by the members of
your team and included as part of the group. However, be careful not to allow your desire to be one
of the team prevent you from making critical comments or exercising necessary controls.
You may continue to think like a sales representative. When your distributorship makes an
unpopular demand on the salespeople, you may be tempted to side with your sales representatives.
1-4

The Sales Management Job

No one likes to advocate an unpopular position. As a Sales Manager, it is your responsibility to

represent and sell your companys positions to your sales representatives. This may require a
change of mindset.
You may feel more comfortable selling than developing your people. As a sales
representative, you mastered the skill of selling programs to your accounts. You probably derived a
great deal of satisfaction from your successful sales efforts. So if one of your sales representatives
is floundering in a presentation, you may be tempted to jump in and make the sale. This approach
may help you achieve results in the short term, but it can seriously limit your ability to develop your
sales representatives.
Your perception of the sales managers role may be strongly influenced by the way you were
managed. You may have worked for someone you considered a good manager and/or for
someone you perceived as a bad manager. Chances are you didnt see the total individual and all
of his and her managerial strengths and weaknesses in the same way that their managers did. Both
managers may have actually been quite effective. During your transaction it is important that you
step back and see the totality of the management job. Your challenge will then be to concentrate on
developing the managerial skills and leadership style that will enable you to get desired results, to
develop people to reach their potential, and to be perceived as a good manager by as many of
your subordinates as possible.
If you guard against these possible dangers, you will find that your experience as a sales
representative can be a tremendous asset in helping you make the transition to becoming a
successful Sales Manager.

Avoid Popular Misconceptions

Many new Sales Managers have misconceptions about management roles and responsibilities. The
job of a Sales Manager is a big job, but its not the job of an executive. The role of a manager that
is frequently portrayed in movies, on television, or in popular literature often bears little resemblance
to reality. As youll see, your job is not just wheeling and dealing and giving orders. Theres a lot of
hard work!
To facilitate your own transition into management, you should be aware of and avoid these
popular misconceptions of management roles and responsibilities.
Too tough or too soft. New managers often have a tendency to use too much or too little authority
when they are dealing with their sales representatives. Of course, it is not always easy to determine
what is too much or too little. But its important to guard against either extreme. As you gain
experience, skill, and knowledge, you will learn to use the degree of authority that is appropriate to
each situation, each sales representative, and your team as a whole.
All tell, no show. Telling isnt teaching. Some new managers make the mistake of trying to change
performance by just telling their sales representatives what to do and how to do it. As you will learn
The Sales Management Job

in Chapter 9, Training And Development, people learn best through a combination of telling,
showing, and practicing.
Putting out fires. Some managers enjoy the adrenaline rush that comes from handling
emergencies and responding to crises situations. Once in a while, every manager has to respond
quickly to a problem or event that could not be anticipated. Fighting fires is usually an inefficient
management style. Effective managers rely on sound advance planning so they can anticipate
many problems and develop successful solutions.
Inside manager. The sales management job involves a wide range of responsibilities. Some of
these responsibilities require work inside the office, but most others require work in the field. If you
spend too much time inside the office, you will find that your results and your people will suffer.
Paper shuffler. Many new Sales Managers become fascinated with the forms and information that
are available to them. In the process, they may become paper shufflers. Instead of trying to
reduce and refine administrative work, they generate additional paperwork for themselves and their
sales representatives. Keep in mind that administrative paperwork is only valuable to the extent that
it helps you achieve necessary results and enables you to keep your management informed.
Quick change artist. Some new Sales Managers feel they need to make their marks quickly.
These managers seek to change every possible practice and procedure. Out with the old, in with
the new. Unfortunately, this kind of random change is generally disruptive and counter-productive.
Before you seek to make any significant changes, make sure you understand fully what you are
trying to change. Also make sure the change will help you increase efficiency and performance.
Judging on past performance. Many new Sales Managers make the mistake of relying too
heavily on historical data to evaluate the current performance of their sales representatives. This
reliance on historical data can condition a new manager to regard and evaluate a sales
representative the same way his or her previous manager did. In turn, this can create a selffulfilling prophecy where sales representatives continue to appear to be performing as they had in
the past. To avoid this vicious cycle, be sure to evaluate your sales representatives on the basis of
how they are doing now, not how they were doing then.
The know-it-all. New managers sometimes feel they are expected to be the ultimate authority on
everything. This expectation is unrealistic and counter-productive. Dont be afraid to ask you own
manager for help.
Im the boss. Sometimes a new Sales Manager feels a need to assume an inflexible, dictatorial
style. Do it my way or else. Yes, you are the boss. As the boss, you are responsible for getting
results through the efforts of others. An arbitrary, one-sided management approach can quickly
interfere with achieving these important results. If you are flexible you will find that you will be more
effective, too.
Failing to communicate openly and appropriately. Some new managers tend to filter or control
information and generally make it hard for their sales representatives to learn much about their

1-6

The Sales Management Job

distributors overall business activities. They operate as if everything is secret if for no other
reason than to elevate their new status as a member of management. This can make sales
representatives feel uniformed or misinformed about their employers status, plans, practices,
objectives, direction, and expectancies. Unless something is considered confidential (on a need to
know basis), it is generally beneficial to team building if a manager communicates in an open,
forthright, and timely manner whenever possible. This is especially important if there is an
opportunity to dispel rumors that might undermine morale.
If you guard against these typical mistakes and pitfalls, your transition to sales management will be
smoother for you and your sales representatives.

What Is Sales Management?

So far weve been talking about your new role as a Sales Manager without really specifying what
that role is. So lets start with a classic definition of sales management.
As a Sales Manager, you are responsible for planning, directing, and controlling the activities of
sales representatives.
Planning involves deciding what things need to be done, determining how they should be done, and
developing plans and schedules for their accomplishment.
Directing means communicating with people and motivating them to pursue their objectives in
accordance with the established plans and schedules.
Controlling involves measuring the actual performance of people against the desired goals and
plans and taking any necessary steps to close the gap between actual and desired performance.
With this classic definition in mind, you may be wondering what a Sales Manager actually does for
a living. As a Sales Manager, you will be involved in a wide variety of activities. You will use and
develop many different types of skills. Lets look quickly at some of the principal activities that will be
the focus of your job.
Forecasting You will project results that will be achieved within a certain time period. For
example, you may project the amount of case sales that will be realized during the month for a
specific program.
Setting objectives You will determine goals or targets that must be achieved by a certain time.
For example, you may set monthly case sales objectives for a particular brand for each of your
territories and your team as a whole.

The Sales Management Job

Developing schedules You will prepare plans showing when a sales representatives activities or
accomplishments will be started or completed. For example, you may work with a sales
representative to prepare or revise a Master Route schedule.
Setting standards You will develop criteria that determines the degree to which a sales
representative has met his or her objectives. For example, you may set a standard that for each
account classification a display must have a certain minimum number of cases to be acceptable.
Supervising You will provide day-to-day instructions and ongoing coaching to help your sales
representatives implement and carry out their plans. For example, you may explain to a sales
representative what his or her role is in carrying out a merchandising plan.
Motivating You will use a variety of individual and group motivational techniques to encourage
your sales representatives to do what you want. For example, during a group sales meeting you
may recognize and commend those sales representatives who have exceeded their floor objectives.
But its also important not to demotivate those who have not achieved their objectives.
Coordinating You will orchestrate the efforts of your sales representatives and other personnel at
your distributor to assure the achievement of specific objectives. For example, to successfully
execute an especially ambitious display program, you may need to oversee many activities such as:
checking to see that your distributor has adequate inventory to support a very strong program,
making sure that major accounts are properly sold by your people, obtaining and distributing POS,
handling special delivery or credit programs, and assuring that displays are built on time.
Counseling - You will hold discussions with individual sales representatives about how they might
do better work, solve work related problems, or achieve their professional goals. For example, you
may hold a Performance Evaluation Conference with a sales representative to help him or her
realize the need for better planning and time management.
Staffing You will probably be involved in recruiting and selecting qualified people for vacant sales
positions. For example, if authorized, you may interview several applicants and provide your
evaluations to your distributor management.
Training You will teach your sales representatives how to perform their duties and responsibilities
more successfully. For example, you will frequently work with sales representatives in the field to
improve the effectiveness of their presentations.
Measuring You will utilize a variety of reports to determine the extent of your teams progress
toward distributor objectives. For example, you will analyze the Daily Report and Display
Preplan/Accomplishment Form to determine both individual and group progress toward program
objectives.
Evaluating When there is a significant deviation between planned performance and actual
performance, you will analyze the situation to determine the cause of the deficiency. For example,
you may work with a sales representative to determine whether his or her ability to achieve
1-8

The Sales Management Job

objectives is due to poor planning, lack of preparation, or a need to improve sales and presentation
skills.
Correcting You will take any actions necessary to improve unfavorable situations or take
advantage of unusually favorable trends. For example, you may hold training meetings with your
sales representatives to improve their ability to make customer surveys that will help them increase
sales in target accounts.
This list of tasks can, at first, seem overwhelming. Dont let the variety of tasks confuse you.
Essentially, were just talking about all the steps you will take to plan, direct, and control the activities
of others to achieve desired results.

Other Major Responsibilities

In addition to planning, directing, and controlling, a Sales Manager also has responsibilities in the
areas of leadership, communication, problem solving, decision making, and possibly managing key
accounts.
Leadership involves the particular style you use to influence and direct your sales representatives.
Communicating involves all the ways you keep your team informed of plans and activities through
discussions, reports, and memos. It also involves the use of listening and probing skills with
individual sales representatives and with your group as a whole.
Problem Solving and decision making involves your ability to define problems, gather information,
consider alternative solutions, and the problem.
Key account management includes all the work you do to achieve sales and merchandising
objectives in those key accounts that have been assigned directly to you or are handled by your
team members.
Keep in mind that these sales management roles are not mutually exclusive. You dont perform
these roles in a vacuum. For example, to be effective at solving problems, you need to
communicate successfully. To be respected as a team leader, you need to be able to direct your
people effectively.
Throughout this manual, we will be providing additional information about each of these various
roles and responsibilities. However, keep in mind that there is no one right way to become an
effective Sales Manager. The purpose of this manual is to help you get started and to stimulate your
thinking about basic management responsibilities. We hope to provide a basic groundwork that will
help to facilitate your transition into sales management. As you will learn, there are often alternative
ways of handling any situation.

The Sales Management Job

1-10

The Sales Management Job

Job Description
Sales representatives are measured every day by the appearance of their stores that is, by
whether or not they meet the Five Gallo Standards of Performance:

Distribution

Shelf

Cold Box

Display

Pricing/Promotion

Sales Managers are also measured by the appearance of the stores in their districts. However, as
you have already seen, the roles and responsibilities of a Sales Manager are much more complex.
On the pages that follow we have included a sample Job Description and Performance Evaluation
form (also known as a Performance Assessment form) for the position of District Manager. Both the
Job Description and the Performance Evaluation form will vary from one distributor to
another. We have provided examples here to give you a clearer idea of what may be expected of
you in your new role. Of course, you should check with your own manager to learn more about the
specific requirements and expectations of your distributorship.
Note: We have used the title Sales Manager throughout this manual to reference any manager
whose primary job responsibility is to manage a group of sales representatives regardless of the
size of the group. The specific title of District Manager has been used to describe someone
responsible for the management of a sales team or district (usually 3 to 6 sales representatives).
Most people reading this manual will probably have the title of District Manager, District Sales
Manager, Sales Supervisor, or On-Premise Sales Manager printed on their business cards. Each of
these are widely used titles for first level sales management positions. Regardless your actual title,
when we mention District Manager, we're talking about your job.
The eight typical primary job responsibilities of a District Manager, and the specific skills, abilities
and knowledge required for each are described briefly below. Many distributors evaluate the job
performance of District Managers in each of these eight areas using a form containing
corresponding headings similar to the sample Performance Evaluation form provided on the
following pages.

The Sales Management Job

--SAMPLE--

PERFORMANCE EVALUATION
DISTRICT MANAGER
Name:

District:

Date Given:

Length of DM Service:

Date of Last Evaluation:

Evaluator:

Date of Next Evaluation:

Overall Rating (Circle One):

1= Excellent

1. TEAM LEADERSHIP

2 = Good

3 = Satisfactory

4 = Unsatisfactory
1

Supporting Comments:
Major Strength:
Major Important Need:
2. DIRECTING
Supporting Comments:
Major Strength:
Major Important Need:
3. PLANNING
Supporting Comments:
Major Strength:
Major Important Need:
4. CONTROLLING
Supporting Comments:
Major Strength:
Major Important Need:
5. COMMUNICATING
Supporting Comments:
Major Strength:
Major Important Need:
6. PROBLEM SOLVING / DECISION MAKING
Supporting Comments:
Major Strength:
Major Important Need:
7. KEY ACCOUNT MANAGEMENT
Supporting Comments:
Major Strength:
Major Important Need:
8. TEAM SALES RESULTS
Supporting Comments:
Major Strength:
Major Important Need:
Comments:

1-12

The Sales Management Job

--SAMPLE-PERFORMANCE IMPROVEMENT PLANNER DSM

A.

Did the Manager meet the objectives agreed upon in the last Performance Evaluation Conference?
_____Yes

B.

____ No. If not, describe progress or problems below:

List the specific objectives (desired results) and plans for development (professional growth) for the next
period that you and the Manager being evaluated have agreed upon.
Objectives

C.

Plans for Development

What specific action will you take to assist the Manager in the above?
1. _____________________________________________________________________________
2. _____________________________________________________________________________
3. _____________________________________________________________________________

Signature of District Manager

Sales Manager Review

The Sales Management Job

Signature of Manager Conducting Evaluation

Job Description: District Manager

A District Manager is typically responsible for managing his or her district in such a way that the Winery,
the distributor and the sales representatives will obtain maximum return from each sales territory
consistent with current direction and sales priorities. The Sales Manager acts as a team leader. In
carrying out the management function, he or she will be required to direct, plan, and control the activities
of the sales representatives assigned to the team. Communicating, problem solving, and decision making
are applicable to each of these elements of managing.

1. Team Leadership
A District Manager is responsible for getting results through others. As team leader he or she is expected
to have command of the team of sales representatives and direct them in such a way that they will have a
strong commitment to the Winery and to the distributor. A team leader must:
a. Have command of the team.
b. Demonstrate concern for sales results.
c.

Maintain regard for the team.

d. Be respected and sought out by team members.

e. Conduct team meetings that are motivational, informative, and that facilitate the collection of
necessary information.

2. Directing
A District Manager is responsible for seeing that the sales representatives on the team are motivated to
do their best, trained to get results, and given opportunities to develop themselves by delegating
assignments to them. When a vacancy occurs on the team, he or she is expected to get involved in the
staffing process. Directing success requires:
a. Letting team members know exactly what it expected of them and showing them how they can
achieve expected results.
b. Skill as a motivator.
c.

Using individual and team goals and objectives to help motivate performance.

d. Seeking out and recruiting sales candidates as requested.

The Sales Management Job

1-13

e. Skill in training new representatives.

f.

The ability to develop experienced personnel.

g. The appropriate use of performance appraisal techniques.

h. Willingness to delegate.

3. Planning
A District Manager, along with his or her sales representatives, must determine what is to be done, by
whom, and at what time in order to fulfill responsibility for planning. The manager is responsible for
seeing that objectives or goals are set, programs are developed, and schedules drawn up and followed.
Planning includes:
a. Developing well-thought-out plans and schedules.
b. Developing appropriate, credible, and measurable goals and objectives consistent with distributor
priorities and expectancies.
c.

Skill in teaching sales representatives to plan effectively.

d. Involving team members in goal setting.

e. Working according to a plan.
f.

Spending time where it counts.

4. Controlling
A District Manager is responsible for seeing that results are obtained. The manager must be fully aware
of conditions in the field. He or she is responsible for developing measuring and evaluating techniques
and for taking corrective action when it is apparent that the desired results are not being obtained.
Controlling includes:
a. The effective use of surveying techniques, available computer capabilities, and sales
representatives reports to gather timely information.
b. Maintaining an awareness of field conditions (observing, measuring, and evaluating).
c.

1-14

Ensuring that sales representatives route books are complete and current.

The Sales Management Job

d. Ensuring that sales representatives Daily Reports (and/or any required reports) are complete and
on time.

5. Communicating
The District Manager is responsible for keeping sales representatives and sales management informed.
The manager does this by reporting field conditions to management and by keeping sales representatives
informed of what they need to know to do their jobs. Communicating requires:
a. The ability to gather information through effective probing skills.
b. Good listening skills.
c.

High quality oral communication skills.

d. Conducting two way meetings (interactive and participatory).

e. High quality written reports (accurate, clean, well structured, and concise).
f.

The appropriate use of communication tools provided by the distributor, i.e., voicemail,
wireless/cell phones, pagers, beepers, e-mail, etc.

6. Problem Solving/Decision Making

A District Manager is expected to assist sales representatives in solving problems that arise in the field.
The manger should make decisions within the scope of his or her responsibility. Effective Problem
Solving/Decision Making requires:
a. Taking time to define problems.
b. Skill in considering alternate solutions.
c.

Sound decision making capabilities.

d. The effective use of appropriate information gathering techniques.

7. Key Account Management

A District Manager with key account or chain headquarters responsibility is responsible for calling on each
account in a manner that will maximize sales and merchandising results. Requirements vary
The Sales Management Job

1-15

significantly by state and distributor, however, requirements typically include the following (where legally
permissible):
a. Selling current months and future merchandising programs including suggested display
quantities and location, suggested pricing support (advertised feature or TPR), and specific retail
ads for each brand.
b. Coordinating activities as appropriate and authorized by distributor management with supplier
Trade Development or chain personnel.
c.

Maintaining a professional and productive business relationship with key personnel in each
account.

d. Coordinating the follow-up activities of all sales representatives (within the distributors marketing
area) serving multiple units of a chain store organization.
e. Keeping aware of market conditions and competitive trends within the account vs. the market.
f.

Maintaining accurate records to effectively communicate to distributor sales management and

suppliers of program sales results and merchandising accomplishments.

g. Making appropriate shelf, cold box, and cross-merchandising presentations to maximize sales of
Gallo products.
h. Preparing and conducting periodic comprehensive business reviews for the account including a
category by category review of Gallo business and the state of the wine industry (trends,
changes, projections) in the accounts trade area.
i.

Ensuring proper rotation consistent with legally permissible practices and the accounts
preferences.

j.

Demonstrating proficiency with all technical systems/programs required by the distributor to

support key account management activities.

8. Team Sales Results

Perhaps the most basic definition of a successful distributor District Manager is someone who can
consistently achieve expected (required) sales results through a team of sales representatives while
developing each individual sales representative to reach his or her potential. In this complex age theres
a lot more to it than that, but thats a pretty good start. Simply stated, if you want to be a successful
District Manager, results count!

1-16

The Sales Management Job

Consistently achieving Team Sales Results requires a fairly high level of competency in each of the first
six primary job responsibilities described above. But it requires more, often much more. It requires the
hard to measure but very real characteristics that often separates winners from losers and high achievers
from average performers. Words and phrases such as competitiveness, focus, internal motivation, results
orientation, persistence, resourcefulness, and determination come quickly to mind. These characteristics
in a person who has developed good sales management skills can produce exemplary and easy to
measure team results, including:
a. Consistent execution of monthly priority brand programs.
b. Consistent execution of all special merchandising programs.
c. High quality and rapid brand and line extension introductions.
d. Consistently high team distribution achievements (within chain constraints).
e. Consistently high team shelf and cold box achievement (within chain constraints).
f. Consistently high overall team results (the kind that wins contests).

SUMMARY
The transition from sales representative to District Manager requires an important change in focus and
mindset. In the past, you were responsible for achieving results through your own efforts. Now, as a
Sales Manager, you are responsible for achieving results through the efforts of others.
Although the District Manager job may be new to you, you will find that you can draw on much of the
experience, knowledge, and skill you acquired as a sales representative (and as a leader in school, social
organizations, and in supervisory positions with previous employers).
Some new District Managers approach their jobs with a variety of misconceptions or misunderstandings.
The job of the Sales Manager is difficult and complex, but it is not intended to be an executive position.
Essentially, the job of the District Manager is planning, directing, and controlling the activities of others to
achieve desired results. In the process, you will perform many tasks and will be involved in a variety of
activities. In addition, the skills of leadership, communicating, problem solving and decision making, and
key account management, are an integral part of your job. Throughout the remainder of the Gallo Sales
Managers Manual, we will try to provide a basic groundwork and understanding that will help you make a
successful transition from sales representative to Sales Manager. However, in no way does this manual
The Sales Management Job

1-17

purport to provide the final word on sales management. As you gain experience, you will quickly learn
that there are many alternative approaches to each situation you face.

Questions To Consider
1. Consider the initial focus you plan to take with your team. What kind of balance will you try to achieve
between focusing on results or on developing your people?
2. Think back to the best supervisor or manager youve ever worked for. What qualities or attributes set
this person apart? What qualities or attributes do you think are most important for a successful
District Manager?
3. What are the special strengths you bring to the job of the District Manager? What are the pitfalls or
mistakes you need to guard against?

PLEASE DO NOT WRITE YOUR ANSWERS IN THIS MANUAL.

1-18

The Sales Management Job