Sales People Characteristics: Personality EXTROVERT Which personalityAGREABLE OPENESS traits are significantly different between high and NEUROTIC CONSCIENCOUSNESS low performers?
Sales People Characteristics: PersonalityLet’s get this finished! Conscientious Sales People are more likely to become high performers
Sales People Characteristics: Personality Extroverted Sales People are more likely to become high performers.
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?
Sales People Characteristics: Motivation Sales People with a high need for achievement are more likely to become high performers.
Sales People Characteristics: Motivation Sales People who are intrinsically motivated to be a sales person are more likely to become high performers.
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?
Sales People Characteristics: Knowledge Sales People who are very knowledgeable about their market and their direct competition, are more likely to become high performers.
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.
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.
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.
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.
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.
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.
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
Rewarding: Target SettingOn orABOVETARGET High Performing sales organisationsBELOWTARGET expect 90% of their sales force to 1 10 achieve their target.
Rewarding: Quality versus Quantity High Performing sales organisations reward the quality of the activities equally to the results
Rewarding: Behaviour That is a Thisgood IDEA! worked High Performing for me. sales organisations reward team based selling and the exchange of best practices.
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?
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)?
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?
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: email@example.com graphics are designed by the JAM