Senior Sales Manager

As a Senior Sales Manager at Ferguson, your main responsibilities will include managing relationships with key vendors, overseeing a team of Outside Sales Representatives, establishing objectives for your team, and directly engaging with customers to drive sales. You'll be expected to develop strategic plans for customer accounts, analyze market trends, and contribute to the overall sales performance within the Carolina South markets.

To qualify for the Senior Sales Manager position at Ferguson, you should have at least 10 years of sales experience and 5-8 years in a management role. Experience in the Residential Trade and Commercial business, along with strong analytical skills and a knack for effective communication are essential. A desire to mentor and lead teams is also crucial in this proactive position.

Ferguson is committed to the growth of its associates. As a Senior Sales Manager, you'll have access to comprehensive training programs, resources for skill development, and opportunities for mentorship. We believe in creating an environment where you can thrive and contribute towards building a better workforce and community.

The Senior Sales Manager at Ferguson will tap into a substantial market opportunity of $75M - $80M across the Carolina South area. This makes it an exciting time to drive sales expansion, build strategic partnerships, and make a significant impact on the company's growth and market presence.

In addition to competitive pay, Ferguson offers a comprehensive benefits package for the Senior Sales Manager role, including health and dental coverage, paid time off, a 401(k) with a company match, and additional support for mental health and family-building needs. We strive to ensure our associates feel valued and supported both personally and professionally.

When setting sales targets as a Senior Sales Manager, I begin by analyzing market conditions and trends. I will collaborate with my team to set realistic yet ambitious objectives that align with company goals. It's crucial to keep open lines of communication to ensure everyone understands their contributions towards reaching these targets.

My leadership style is characterized by transparency and support. I prioritize mentoring my sales representatives through regular check-ins, providing constructive feedback, and empowering them to take initiative in their sales strategies. I believe a collaborative approach fosters a motivated and engaged team.

To penetrate new markets, I would conduct thorough market research and identify key demographics and customer needs. Developing strategic partnerships with local vendors and leveraging targeted marketing campaigns could help us gain visibility in these areas. It's also essential to utilize the feedback from our existing clients to tailor our approach effectively.

Managing vendor relationships involves consistent communication and performance evaluation. I focus on building trust and understanding the vendors' capabilities to ensure product availability and quality. Regular meetings and feedback loops help maintain a strong partnership that benefits both parties.

In my previous role, I implemented a tiered sales strategy that focused on major accounts while still nurturing smaller clients. This dual approach allowed us to maximize revenue from established clients while also expanding our customer base. We achieved a significant increase in overall sales and improved customer satisfaction ratings.

To gauge sales performance, I monitor key metrics such as overall sales volume, profit margins, sales growth against targets, customer acquisition rates, and retention rates. Understanding these parameters gives me insights into how well our strategies are performing and where adjustments are needed.

In the event of a sales performance dip, I would first analyze the causes by looking at relevant data and gathering team input. Then, I would implement a revised strategy, focusing on areas such as marketing efforts, customer engagement, or even team training, and ensure that we pivot effectively to address the issues.

Sure! I once faced a challenge with a major account that was considering switching to a competitor. I took the initiative to meet with the client, understand their concerns, and showcased how our services could provide additional value. Through tailored solutions and enhanced customer service, we not only retained their business but also expanded our offerings to them.

Data analysis is a fundamental component of my sales strategy. It informs all decisions from forecasting to target setting, allowing me to identify trends, customer preferences, and areas for potential growth. By leveraging data, I can pinpoint strategic opportunities that align with market demands.

I motivate my sales team by fostering a supportive environment that celebrates both individual and team achievements. Regular recognition, providing opportunities for professional development, and empowering them to take ownership of their goals are essential to driving motivation and ensuring we all work towards shared success.