This document outlines a sales process management framework to clearly define roles, set goals and track performance. It includes monthly plan and review meetings between managers and representatives to inspect business results, identify new opportunities, and plan approaches to drive performance. The process is meant to keep sales activities on track, assist employee development, and increase accountability.
2. Objectives
To clearly define Manager and Sales Representative
accountability.
Second level review of Sales Activity.
Monthly Outlook, that is read and has Ownership.
Helps Sales Manager’s improve Productivity.
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3. Guiding Principals
Keep it Simple
Clearly state those activities that need to take place
each month and ensure that these activities are done on time.
Allow for Individuality
Build sales process that satisfies the requirements of your
company. Unique geographic requirements, different
organizational structures, maturity, tenure.
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4. Plan and Review
What is It?
A monthly one-on-one meeting between employee and manager
designed to focus squarely on:
Business Results
Sales Activities
Customer Satisfaction
Why do it?
To inspect business results and activities on a regular basis.
To uncover new business opportunities.
To plan new approaches to drive business results.
To assist employee development.
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5. Plan and review
How does it Work?
An employee’s performance over the past month is reviewed
and assessed.
New Opportunities to drive business results are determined
by the employee and the manager.
Who Participates?
Employee and manager, or manager and manager.
When is it Scheduled?
Every month
Length of meeting: 1.5 hours, recommended.
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6. Successful Plan and Reviews
Value Statements
Both the employee and manager must prepare for
the meeting.
The session should be uninterrupted.
Expectations must be documented.
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7. Successful Plan and Reviews
Thought Starters
Does your representative have enough qualified
prospects to achieve his Outlook?
Are activity levels at the desired levels?
Have, you, the manager, helped the representative get
new prospects?
Are you measuring your losses as well as wins?
Have you periodically spot-checked for the
quality/quantity of proposals?
Have the appropriate training requirements been
identified and addressed?
Have previous commitments to the employee been met?
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8. Managing Process and Driving Results
Helps associates identify best actions and
development needs.
Keep people focused on the critical few
priorities.
Help associates to identify options to solve
issues.
Encourage associates to be responsible for
commitments.
Ask associates how to help them be successful.
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