How to improve your sales force performance?

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9 point Checklist on how to improve your sales force performance.

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How to improve your sales force performance?

  1. 1. How to improve yoursales force performance? A 9 point checklist.
  2. 2. The checklist is based on research projects trying toidentify what causes somesales people to perform better than others?
  3. 3. The research is based on the followingSales Force Performance Framework
  4. 4. What causes some sales people toperform better than others?
  5. 5. The Sales People Characteristics
  6. 6. Sales People Characteristics: Personality EXTROVERT Which personalityAGREABLE OPENESS traits are significantly different between high and NEUROTIC CONSCIENCOUSNESS low performers?
  7. 7. Sales People Characteristics: PersonalityLet’s get this finished! Conscientious Sales People are more likely to become high performers
  8. 8. Sales People Characteristics: Personality Extroverted Sales People are more likely to become high performers.
  9. 9. Sales People Characteristics: Motivation Need to Achieve What motivational EXRINSICMOTIVATION Need for POWER factors significantly underline the difference between INTRINSIC MOTIVATION NEED for AFFILIATION high and low performers?
  10. 10. Sales People Characteristics: Motivation Sales People with a high need for achievement are more likely to become high performers.
  11. 11. Sales People Characteristics: Motivation Sales People who are intrinsically motivated to be a sales person are more likely to become high performers.
  12. 12. Sales People Characteristics: Knowledge PRODUCT What types of EXRINSIC knowledge do high MARKETMOTIVATION performers have that is significantly different from their COMPETITION CUSTOMERS low performing colleagues?
  13. 13. Sales People Characteristics: Knowledge Sales People who are very knowledgeable about their market and their direct competition, are more likely to become high performers.
  14. 14. The Sales Activities
  15. 15. The Sales Activities HIGH PERFORMERS AVERAGE PERFORMERS LOW PERFORMERS 38 54 Working hours a weekOn average, high performers work 30% longer than their low performing colleagues.
  16. 16. The Sales Activities High Performers are more skilled atidentifying, qualifying and developing new business opportunities than their low performing colleagues.
  17. 17. The Sales Management Activities
  18. 18. Sales Management: Activities DIRECTING Which salesEVALUATING And MONITORING managementREWARDING activities are more likely to lead to PERFORMANCE REVIEWING COACHING better sales performance?
  19. 19. Sales Management: Activities High Performers have more frequent and better performance review sessions with their sales managers.
  20. 20. The Sales Force Design
  21. 21. The Sales Force Design: Role Ambiguity In general, High Performers have a better understanding of and are more satisfied with, their roles and functions within the organisation than their low performing colleagues.
  22. 22. The Sales Force Design: Role Ambiguity In general, high performing sales organisations invest more time and effort into defining and communicating the roles and responsibilities to their sales people than those of low performing sales organisations.
  23. 23. The Sales Force Design: Sales Territory High Performers are generally more satisfied with the size, potential and customers within their territory than their low performing colleagues.
  24. 24. The Organisation
  25. 25. The Organisation: Sales and Marketing Alignment Sales and marketing departments in high performing organisations generally experience less friction and are able to better coordinate all their activities than, in low performing organisations.
  26. 26. The Organisation: CRM Technology Sales forces in high performing organisations are technologically better equipped to manage their activities and, further to this, they collect and use more customer information than low performing organisations.
  27. 27. The Organisation: Performance Management The sales force in a high performing organisation has more formal performance management methods and metrics available to them than lower performing organisations.
  28. 28. Outcomes: Rewarding
  29. 29. Rewarding Extrinsic REWARDS REWARDINGQUALITY VERSUS INTRINSIC REWARDS Which type of QUANTITY rewards are likely to lead sales people to REWARDING RESULTS versus STRETCH TARGETS perform better? BEHAVIOUR
  30. 30. Rewarding: Target SettingOn orABOVETARGET High Performing sales organisationsBELOWTARGET expect 90% of their sales force to 1 10 achieve their target.
  31. 31. Rewarding: Quality versus Quantity High Performing sales organisations reward the quality of the activities equally to the results
  32. 32. Rewarding: Behaviour That is a Thisgood IDEA! worked High Performing for me. sales organisations reward team based selling and the exchange of best practices.
  33. 33. Outcomes: Satisfaction
  34. 34. Outcomes: Satisfaction ManagementEVALUATION PROCESS REWARD SYSTEM What are high performers more satisfied with than CUSTOMERS and TERRITORY ROLEs and RESPONSIBILITIES low performers?
  35. 35. Outcomes: Satisfaction High performing sales people are more satisfied and have better relations with their management.
  36. 36. Outcomes: Satisfaction High performing sales people are more satisfied with their role and responsibilities.
  37. 37. Outcomes: Satisfaction High performing sales people are more satisfied with their rewarding and evaluation process.
  38. 38. The Conclusions 9 questions to ask yourself
  39. 39. Checklist: Sales People1. Personality and Motivation: Do your sales people have right profile to meet the needs of your client base?2. Knowledge: Do your sales people have the relevant knowledge about your markets and your competition?3. Activities: Are your sales people working at their full potential and, are they skilled enough at identifying and developing new business opportunities?
  40. 40. Checklist : Management4. Sales Management: Are you spending enough time monitoring and discussing performance with your sales people?5. Roles and Responsibilities: Are all the sales roles clearly defined and further to this, have you clearly communicated specific roles and responsibilities to all your sales people?6. Sales Territories: Have you reviewed the potential and workload of each of your sales people’s territory (or customer portfolio)?
  41. 41. Checklist : Organisation7. Sales and Marketing: Are all the activities of your sales and marketing department sufficiently aligned and coordinated?8. CRM Technology: Do your sales people have the right technology and customer information available to them to perform to their full capability?9. Performance Management: Does your organisation have formal performance management processes and metrics in place to support your sales people?
  42. 42. The Sales Performance Model
  43. 43. Are you interested in learning more about the model, theresearch behind it and the tools available to assess your sales force performance?Visit my blog at: regislemmens.blogspot.comOr contact me at: regis.lemmens@salescubes.com graphics are designed by the JAM
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