Dr. John Monoky has been an active consultant and trainer for the past 25 years. His academic background and hands-on industry experience creates a very unique combination in workshops and speaking engagements. This results-based approach allows participants to apply concepts immediately to their organizations.  His primary training, consulting and research interests are focused on sales leadership, sales management and the development of sales organizations.

Dr. John Monoky is the principal of Monoky Associates, a sales leadership development organization. He has helped his clients to better understand the strategic role of sales in today’s competitive market.

Dr. Monoky has served on the academic faculties of the University of Michigan and the University of Toledo. His primary focus for the past 25 years has been Executive Development.

He has a PhD from the Pennsylvania State University, an MBA from the University of Michigan and a BBA from the University of Toledo.

He is the Past Director of the Center for Sales Leadership at the Ross School of Business, University of Michigan. He has developed and teaches executive education programs at:

Ross School, University of Michigan

Queen’s University

University of British Columbia 

Purdue University, UID

Seminarium International in Central and South America

William Davidson Institute

Leading Concepts in Dubai

University of Minnesota

Clariden Global in Singapore

Some of our clients include: Armstrong Word Industries, Allstream, Biomet, Bristol-Meyers, Business Week, Canada Postal Service, Ciba Geigy,  Crossville Ceramic, Dana, Diebold, General Electric, General Foods, Garland-Canada, Honeywell, Johnson Controls and MOL America.

This experience is global in nature. He has presented programs in:

USA, Europe, South America, Asia, Central America, South America,

the Middle East, Mexico and India.

1. DEVELOPING THE CHIEF SALES OFFICER (CSO) IN YOUR FIRM

    The Ultimately Accountable Job in companies today is leading the Sales Organization" according to a recent Harvard Business Review article. New demands from customers, the CEO, and the sales organization itself are changing what it takes to succeed as head of sales. This presentation reviews the challenges facing the modern sales managers and explores the concepts, methods, and systems that increase the likelihood of success.

   

1. SALES LEADERSHIP

    Developing a team-oriented organizational structure designed to deliver value to customers is the primary focus of this presentation. Participants will learn how to identify and replicate specific activities that produce long-term results, identify and overcome barriers to performance, develop and sustain salespeople's motivation, improve the performance of salespeople, and measure sales effectiveness against meaningful benchmarks for better-informed decision-making.

   

1. EFFECTIVE SALES MANAGEMENT

    The focus of this presentation is the changing business environment and the key role that sales management play in creating a market driven environment. The ability of your organization to achieve its business objectives is dependent upon a competent and motivated sales force. Fundamental strategic and tactical issues are discussed to ensure your sales force is ready for the future.

   

1. STRATEGIC ACCOUNT MANAGEMENT

    Strategic accounts are an organization's most critical asset and require strong organizational leadership and management to ensure key value is obtained from these invaluable relationships. Strategic account management is practiced on all levels (national, regional, multinational and global levels) according to seller and buyer organizational characteristics and operational behaviour. The practice of strategic account management is now of practical and tactical interest to companies seeking to survive in current economic conditions, achieve competitive advantage and create future growth. Preserving those customer relationships is of strategic importance to the firm's future financial wellbeing and this presentation provides the processes and tools to equip you to engage with your larger customers and your own support organization on a more strategic level in order to build towards a more mutually profitable and sustainable relationship.

   

1. COOPERATION AND COLLABORATION IN DISTRIBUTION

    This presentation takes a look at what really drives distributor - supplier relationships, how often they go bad, and why. It can helps avoid the economic and other consequences of a core relationship turning sour by looking for a means of correcting emerging problems before they become critical. The fallacy of "win-win" is explored and 2 participants are provided with diagnostic tools to help them manage relationships in a way that proves beneficial to both parties.

   

1. BE YOUR OWN SALES MANAGER

    The necessity to improve the efficiency and effectiveness of the salesperson is addressed in this presentation. The cost of a sales call is in excess of $500 and the total dollars required to support a single seller is in the range of $200,000 to $600,00. Only 25% of a seller's time is "customers touch time", therefore, the need to improve the sellers ability to plan and manage this scarce resource is critical. Efficiency can be driven top down but effectiveness is under the management of each seller. Tools and techniques to better perform this function are discussed.

   

1. MANAGING THE ACCOUNT PORTFOLIO

    All customers are good but some are better and deserve to be treated as such. This presentation formulates the Account Portfolio as a means of categorizing customers into four groups. Key Accounts are the 20% of the current customers that are the lifeblood of the firm. Sales and service assets that retain and continue to grow this asset are necessary - the best of the best. Target accounts are your competitor's best accounts. They require resources and time to convert them. Maintenance accounts are loyal and committed customers. They require resources capable of keeping the relationship and protecting them against competitors. Why bother accounts are subsidized and require a strategy and appropriate resources to make them cash flow positive. This presentation presents the logic to sort this out and develop presentations to increase the lifetime value of each customer category.

Business, Sales, Business Leadership, Marketing,