Managing sales force productivity part 2


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A direction to managing sales force

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Managing sales force productivity part 2

  1. 1. Managing Sales Force Productivity TOP20Qs - A DIRECTION TO CAPATALIZE YOUR SALES FORCE As a matter of rule, we all understand that our behaviors are different as individuals and groups and in the same way our needs & demands also change. Despite of knowing the fact, our managers end up managing individuals not the group and that is why we always finish up with clear cut good, bad and average people in our teams. For sure dealing people at individual level is equally important but it must not be confused with managing them at group level. Human resource cannot always be defined like good and bad because today’s good performer can become tomorrow’s bad player or vice versa. It’s just a matter of lessening or finishing the gaps between these three types of performers. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. Do we have an appropriate size of sales team and if not then is it over sized or under sized? Do we have the right hiring process in place to ensure constant quality of required sales staff? Do all the sales reps meet a minimum knowledge & skill set requirement for the position and stand alike in their qualifications? And if not how do they vary from each other? Do we have a training & development plan in place to bring all the team members at par with the required standard and have a system for those exceeding to get a chance to move ahead? Have we installed a uniform sales process among all teams & members and devised mechanism for its implementation and follow up? What is the IT support for sales planning and execution? Have we identified the level of information needed for sales planning and its access by team members? Do we have an IT support for existing & prospect customer database management? Do we have a lead generation and qualification process in place and incorporated market intelligence building process for proactive decision making? Are the team members well versed with “Sales-inPipeline” and their expected maturity dates? Do we have a well defined territory structure based on geography, product specialization and industry segment? 12. 13. 14. 15. 16. 17. 18. 19. 20. What is level of cross functionality of sales teams to address the complex buying needs of customers and after sales service? Have we defined geographical territories based on equitable market potential distribution and if not then have the limitations been properly attached to performance evaluation tools? Is it the only revenue and volumetric targets given to sales teams or their objectives are also linked to other well defined KPIs to ensure deeper market access and sustainable growth? What is the degree of involvement of frontline sales reps in sales forecasting and have we quantified the commitment level of individual sales person to the given objectives? Have we identified the interdepartmental sales support areas and ensured that the support is well integrated through a defined process to guarantee the aptness & continuity? What are the performance evaluation methods and who are the people involved the evaluation process? Have we identified the sales objectives as period specific and Run Through Year (RTY) for performance evaluation of both on team and rep basis? Do we have an “easy to understand” incentive & reward plan in place? Are the incentives & rewards properly attached with the prioritized sales objectives? The time has changed now and your reliance on top 15% or 20% best performers to cover up the target differences of others is no longer a valid strategy. The presence of tough competition and similarity of your product features with the competing brands expects the entire team to take the load as equally as possible. The TOP20Qs provide us a clear sense of direction to fully capitalize our sales force but finding answers is just not a straight line exercise. It will take us into a scientific approach towards managing TOP20Qs but the real bad story is in finding questions of some very apparent answers, if not properly interrogated will take all the good efforts back to history. I call them Forces of Business Demon. K. M Saleem – Director Sales Venture & Agents August 05, 2010