Are You Facing Sales Fatigue?

The past three years have been a challenge for most partner organizations. The economy has caused sales teams to face declining prospect budgets, more competitive bidding, fewer opportunities, lower incomes and general personal stress.   As someone that works with partner organizations on a daily basis we have seen all of these situations cause an increase in mental and physical fatigue. 

As partner executives, we have witnessed increased levels of stress because of managing cash flow, personnel decisions, increased costs, decreased margins and personal stress have caused the same problems to appear. As we face another year most individuals are unclear as to the future, will it either be a recovering economy or another challenging series of events?

What is the recipe for ensuring your organization exceeds its goals this year and create a culture of high performance?  From an executive’s Action Plan there are specific tactics to ensure your organization is focused, energized and mentally tough. It begins with a focus on communication and a series of actions to build belief within your sales team. Sales organizations are the critical ingredients in building a total organizations culture of expectation and success.

Executive Action Plans

Monthly Meetings: When a company launches, its first employees typically feel that they share a mission. Everyone knows everything that’s happening and what’s needed to succeed. But when the staff grows beyond about 15 people, that sense of mission-along with clearly defined expectations and common beliefs-can be difficult to maintain.  In challenging times improving communications and providing a sense of mission is an absolute requirement.

We believe that monthly employee meetings are crucial for keeping everyone engaged and informed. (Larger organizations and those with remote offices may want to opt for quarterly day-long events instead.) Such gatherings give you a chance to remind your staff about your business philosophies, plans and expectations. This is your opportunity to provide vision, positive expectations and your roadmap to “better times”.

You can also use them to recognize outstanding employees that contributed to the success of the sales organization, a client’s implementation or company operations. You may consider honoring a Most Valuable Player chosen by the sales team at each session. This will provide a sense of teamwork and sense of good business practices.

Remember to make the meetings fun as well.  Creating FUN in your organization and making people want to work hard are two objectives for leaders who understand employee motivation. Consider sponsoring a fun game, competitive contests for sales leads or even offering simple door prizes. One company meeting I attended featured a surprise visit from an Elvis impersonator, who sang several songs. It is amazing what happens when laughter occurs and the sense of “team” builds.

The real purpose: during your monthly company meetings share your vision for the next 18-24 months and your philosophy for success. This is your opportunity as a leader to build consensus and ensure you communicate your message to your team.  Stay on message, create a theme for the year, reinforce that theme with actions and provide that sense of direction to all employees.  In our sales leadership workshop we discuss the five styles of leadership, the second style is a “selling” style, at your company meetings and at other important events this style is critical. It means you will describe a problem, provide your solution and sell your employees as to why it is the course of action.

Sales Action Plans

In working with our clients, where sales are being lost or the sales team is faltering due to fatigue we often find that the underlying problem is actually an emotional one: lack of passion. Individual team members or the entire sales organization-or both-simply don’t have the combination of enthusiasm and belief that’s essential for success. Their either don’t believe in the products or the ability of the partner organization to successfully deliver quality services.

Salespeople have to be emotionally invested in their work with a burning desire to achieve. They must also believe that the company they represent is the best and the solutions or services they sell are of the highest quality. That belief must be genuine. It’s not just a marketing message, and it’s not something that they can fake. It must be real.

Many sales leaders forget this emotional side of leadership is critical and they don’t build into sales training programs belief-building activities. Or if they do, they only do so occasionally. Our experience shows that the most successful sales teams constantly undertake on-going belief-building initiatives. Examples include:

Storytelling: People from different cultures and generations pass along stories about their ancestries, traditions and lore. Companies need to take a similar approach to capturing and preserving their histories. To do so, write down customer success stories when they occur. Put together detailed descriptions of your company’s role in helping customers implement new technologies, launch or salvage important projects or earn recognition from Microsoft. Then share these stories at sales meetings and other employee events. You can also use the best stories to recruit top performers and help orient new employees. We recommend that you record these stories and play them during your monthly company meetings.

Customer Visits: Each quarter, have your entire sales team visit a client’s company that’s successfully implemented your solutions. Ask the customer’s executive to describe the impact your company has had on their business, their competitive position or to review the savings they’ve gained from your products and services. You might also invite customers to share their experiences at some of your monthly meetings.

Reference Letters: Ask your best customers for testimonials. While such letters are, of course, highly useful as tools for future sales presentations, they’re also valuable for building belief in-house. Frame the letters and display them in your lobby or sales presentation area. Have new employees read them as part of the orientation process.

In our business, it’s all too easy to get bogged down with lost sales, missed project dates and other problems. Regularly reinforcing the positives goes a long way toward keeping everyone’s belief and passion strong and moving in the right direction. These efforts will build a culture of success, a sense of mission and common teamwork and those ingredients are the recipe for a great entrée’.

Ken Thoreson “operationalizes” sales management systems and processes that pull revenue out of the doldrums into the fresh zone. During the past 14 years, our consulting, advisory, and platform services have illuminated, motivated, and rejuvenated the sales efforts for partners throughout North America. Ken provides Keynotes, consulting services and products designed to improve business performance.          

 Ken@AcumenMgmt.com   www.AcumenManagement.com

Blog:  www.YourSalesManagementGuru.com

Top Sales Magazine Names Consultant to Cisco and Microsoft Partner Programs a Top 50 Sales/Marketing Influencer

 **revised Posting

KNOXVILLE, Tenn., May 7, 2012—Ken Thoreson, author of the award-winning Your Sales Management Guru blog, articles and book series for sales leaders, renowned consultant, columnist and speaker, and Acumen Management Group Principal, was named to Top Sales’ “Top 50 Sales & Marketing Influencers for 2012“ list. The magazine describes this elite group as “resources that can assist companies in becoming the best that they can possibly be.” Full details appear in this month’s downloadable Top Sales magazine.

Lori Malin, Cisco Systems senior manager, business development for worldwide channels, isn’t surprised about Thoreson’s recognition. She said, “Acumen has brought great value to resellers going through our Cisco Partner Practice Builder program. One of our premier partners, Dynetics, told us, ‘Ken’s coaching was excellent. We are already putting his suggestions to work, and may arrange a follow-up session.’”

Matthew Woodget, senior product marketing manager for Microsoft, said, “Ken added great value in co-creating a Microsoft Partner business focused program and delivering information to partners in a ways that was relevant for their businesses. I’m glad Ken is part of the team.”

Reviews like these made Thoreson an ideal choice for being chosen as a keynote speaker at the first major online conference for small business IT consultants, Managing for Success 2012, in June, hosted by Small Biz Thoughts. He is also speaking at his 10^th Microsoft Worldwide Partner Conference in July.

Top Sales reviewed the credentials of 150 candidates, and polled editors of the most popular sales resource venues and the sales community. Assessment criteria included: Social media presence; quality, regularity and popularity of written work; active engagement with recognized resource sites; commitment to continually advance selling and marketing practices.

About Ken Thoreson

Ken Thoreson, Acumen Management Group, Ltd. president, is a sales leadership professional who for more than 14 years has helped executives revitalize their organizations by pulling sales results from the doldrums to predictable revenue. He is a recognized expert in sales execution, channel management, revenue generation, sales analysis, compensation, forecasting, recruitment, and training. Ken’s consulting, advisory, and speaking services have illuminated, motivated, and rejuvenated sales efforts for companies across North America. For more information about Thoreson and his “Your Sales Management Guru’s Guide” books, visit www.acumenmanagement.com, call 423-884-6328, or email ken@acumenmgmt.com.

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Top Sales Magazine Names Consultant to Cisco and Microsoft Partner Programs a Top 50 Sales/Marketing Influencer

 (this is a press release we just sent out)

KNOXVILLE, Tenn., May 7, 2012—Ken Thoreson, author of the award-winning Your Sales Management Guru blog, articles and book series for sales leaders, renowned consultant, columnist and speaker, and Acumen Management Group Principal, was named to Top Sales’ “Top 50 Sales & Marketing Influencers for 2012“ list. The magazine describes this elite group as “resources that can assist companies in becoming the best that they can possibly be.” Full details appear in this month’s downloadable Top Sales magazine.

Lori Malin, Cisco Systems senior manager, business development for worldwide channels, isn’t surprised about Thoreson’s recognition. She said, “Acumen has brought great value to resellers going through our Cisco Partner Practice Builder program. One of our premier partners, Dynetics, told us, ‘Ken’s coaching was excellent. We are already putting his suggestions to work, and may arrange a follow-up session.”’

Matthew Woodget, senior product marketing manager for Microsoft, said, “Ken added great value in co-creating a Microsoft Partner business focused program and delivering information to partners in a ways that was relevant for their businesses. I’m glad Ken is part of the team.”

Reviews like these made Thoreson an ideal choice for being chosen as a keynote speaker at the first major online conference for small business IT consultants, Managing for Success 2012, in June, hosted by Small Biz Thoughts. He is also speaking at his 10^th Microsoft Worldwide Partner Conference in July.

Top Sales reviewed the credentials of 150 candidates, and polled editors of the most popular sales resource venues and the sales community. Assessment criteria included: Social media presence; quality, regularity and popularity of written work; active engagement with recognized resource sites; commitment to continually advance selling and marketing practices.

About Ken Thoreson

Ken Thoreson, Acumen Management Group, Ltd. president, is a sales leadership professional who for more than 14 years has helped executives revitalize their organizations by pulling sales results from the doldrums to predictable revenue. He is a recognized expert in sales execution, channel management, revenue generation, sales analysis, compensation, forecasting, recruitment, and training. Ken’s consulting, advisory, and speaking services have illuminated, motivated, and rejuvenated sales efforts for companies across North America. For more information about Thoreson and his “Your Sales Management Guru’s Guide” books, visit, www.acumenmanagement.com, call 423-884-6328, or email ken@acumenmgmt.com

Are You a Sales Manager or a Sales Leader?

By Mark Hunter “The Sales Hunter”

Today, I have a guest blogger, Mark Hunter. His new book is on my recommended list for all of you., Ken Thoreson, www.AcumenManagement.com

Take a moment and answer this question:

“If you are a sales manager – or when you think about the person who manages you – which description rings accurate: Sales Manager or Sales Leader?”

Far too many sales managers are doing just that – managing rather than leading.  If you’re wondering what the difference is, let me sum it up very simply.

• Sales managers are concerned with the market they manage.
• Sales leaders are concerned about the people they lead.

It’s easy for sales managers to say they’re a sales leader when things are going well. When things are not going well, though, it becomes blatantly apparent who really is a leader.

Managers are quick to jump in and save the sale or the customer. They’ll push anyone at headquarters to get what they need for their market or area.  Leaders, on the other hand, even in tough times choose to spend their time leading people and not trying to manage the market.

This does not mean they don’t get involved with customers. They do, but they do it in conjunction with the salesperson they’re leading.  And certainly when they get involved, they don’t at any time try to undermine the role of the salesperson.  It’s this single activity that separates managers from leaders. 

Early in my sales career, I had the experience of being supervised first by a person who was a sales leader and then, after a promotion I received to a new market, by a person who was an ultimate sales manager.  The difference came out quickly.

In both situations, the quarterly results in volume and sales were similar, but the long-term development of the salespeople in the two markets varied dramatically.

In the first market, I found myself learning everyday and being able to challenge my own development skills with my customers.   In the second market, sadly, I found myself defending my position with both my manager and others.  Rather than being able to challenge myself with my skills, I was instead being challenged daily by my manager – and not in a good way.

The reason I share this is simple.  Too many sales organizations over the last several years made severe cutbacks in the training and development at both the salesperson and sales manager level.  In other words, for salespeople to grow, development must now become part of the daily routine, spearheaded by the head of the sales department, instead of directed by a separate “training” department.

If the sales manager chooses to manage the market, personal development will always take a backseat.  If the team is being lead by a sales leader, though, then not only will we see sales results, but also consistent personal development. 

Mark Hunter, “The Sales Hunter,” is author of High-Profit Selling: Win the Sale Without Compromising on Price. He is a sales expert who speaks to thousands each year on how to increase their sales profitability.  To receive a free weekly sales tip and read his Sales Motivation Blog, visit www.TheSalesHunter.com. You can also follow him on Twitter http://www.Twitter.com/TheSalesHunter, on Facebook www.facebook.com/TheSalesHunter and on Linkedin http://www.linkedin.com/in/MarkHunter.

Reprinting of this article is welcomed as long as the following is included: 
Mark Hunter, “The Sales Hunter,” www.TheSalesHunter.com, © 2012

Sales Leadership:  “Looking Forward”

Many individuals have commented on my Outlook signature block, before I have my personal signature and where many people say “sincerely”, I have the words “Looking Forward”.

Why do I use those words?  They mean several different issues to me.

First, I am a positive person. Looking forward is always better than that living in the past, while it is good to learn from the past, it is important to remain focused on your future opportunities. In my keynote program Gourmet Living, I sometimes make the point that “you can’t change the way you have lived your life, but you can change the way you live your life!” 

 In a sales management role, you set the tone for your organization-everyday.   That is why I also use the following phases; when someone asks; how are you today? I simply respond, “Its Monday, I ‘m Marvelous! When the day changes;

• Tuesday I am Terrific!
• Wednesday I am Wonderful!
• Thursday I am Tremendous!
• Friday I am Fabulous!
• Saturday I am Super!

 This mindset changes how most people will react to you and how you react to them. Be positive be forward looking.

 The second reason I use Looking Forward in my signature line is that good sales leader’s are always looking 90 days to 6 months ahead, being proactive vs reactive. To our long time readers you know I constantly discuss the need for sales managers to be in control of their plan.

  Sales metrics must be forward looking, in that they show what trends are occurring or might occur in the future, hiring plans must be laid our 12 months, sales meetings planned 90 days in advance, and marketing activities designed for a rolling 6 month schedule.  Building predictable revenue is all about being aware of conditions, learning from past but knowing the direction your team is heading.

Looking forward to next week’s blog…. 

Ken Thoreson “operationalizes” sales management systems and processes that pull revenue out of the doldrums into the fresh zone. During the past 14 years, our consulting, advisory, and platform services have illuminated, motivated, and rejuvenated the sales efforts for partners throughout North America. Ken’s latest book: Creating High Performance Sales Compensation Plans

 Ken provides Keynotes, consulting services and products designed to improve business performance.           Ken@AcumenMgmt.com   www.AcumenManagement.com

Blog:  www.YourSalesManagementGuru.com

Sales Leadership:  Creativity is Critical

 In many of my sales leadership workshops and in my writings I have often spoken on the need to hire creative salespeople and the need for sales management to offer creative solutions to the many problems you face.  The good news is “creativity” can be learned and enhanced in everyone!  I believe it is also critical in building a sales culture of high performance and coaching sales strategies.

I recently read a book titled: Perfect Phrases for Creativity and Innovation by Karen Eriksen, published by McGraw Hill.  I picked up the book because in my keynote program; Gourmet Living I normally cover the aspect of adding creativity to your life to enhance both personal and professional success. In reading this book it quickly added ideas and insights that can be easily implemented immediately.  This is a sample of the first four chapters:

• Creativity Begins with Me
• Motivating Teams to Be Highly Creative
•  A Structure for Creativity: Idea Management and Implementation
• Discovering the “Magic”

Each of these chapters and the other four chapters provide concepts, phrases and tools to help the strategic sales leader improve their personal creativity, but the book also includes a process to coach individual performance. What I found extremely valuable was the chapter on “a structure for creativity”.  In this chapter the author identifies eleven steps to lead a team through creative problem solving event. The steps include: 

• Selecting the creativity team
• Defining the problems
• Generating potential solutions (including “wacky” , innovative or probable)
• Incubation of ideas
• Evaluating prioritizing, and choosing
• Improving solutions
• Generation a menu of potential strategies
• Deciding on step by step action plan
• Communication of the action plan
• Implementation of the action plan
• Evaluating the results

  In each section Karen breaks down the concept into the detailed steps within each of the eleven categories, as a bonus she includes tools to assist both the leader as well as the participants in improving their ability be creative. While all of these steps are somewhat fundamental in facilitation, the added elements of stimulation for generation of creative solutions becomes the meat within the book.

 Anyone reading this book will come away with the “words or phrases” to use for personal or group stimulation.  Each chapter is loaded with these kinds of phrases. This is just a sample:  of the categories: Perfect Phrases for:  

•  Brainstorming,
• Combining or Borrowing,
• Defining the Problem,
• Stimulating the Team
• Encouraging Others Personal Creativity

If you need to improve your own creativity quotient and increase your organizations ability to solve problems more creativity, read this book.

Acumen Management Group Ltd. “operationalizes” sales management systems and processes that pull revenue out of the doldrums into the fresh zone. During the past 12 years, our consulting, advisory, and platform services have illuminated, motivated, and rejuvenated the sales efforts for partners throughout North America.

 Ken provides Keynotes, consulting services and products designed to improve business performance.           Ken@AcumenMgmt.com   www.AcumenManagement.com    www.YourSalesManagementGuru.com

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Your Sales Leadership Workout

May 9 & 10, 2012

Atlanta, GA

 A Proven Regimen for Getting

Your Sales Organization in Shape  

Build a proactive approach to sales management that creates predictive revenue and a self-managed sales team. 

Learn how top performing sales leaders muscle up their teams to pump up predictable revenues.  Here’s what they have to say: “Great content, energetic delivery, high value”

“Informative, educational, spot-on”

“Information and tools you can put to use immediately”

“Outstanding, just what I needed”

“Inspiring”

“Intense”

 Designed for sales leaders that want to grow

 May 9^th (9:30AM – 5 PM) and May 10^th (8 AM – 3 PM)  Atlanta, GA

 Microsoft Education Center

1125 Sanctuary Pkwy., Suite 300
Alpharetta, GA 30009

678-629-5700

 Regimen:

• 10 proven ways to boost sales in 90 days
• What you need to build predictable revenue
• Hiring & training strategies to build high performance
• Creating a sales driven culture
• Building sales compensation plans that work
• Developing a self managed sales team
• Building a salesperson’s business plan focused on results
• Motivating your team to higher levels
• How to coach, mentor and hold more effective sales meetings
• Building your own sales training program

 Your Workout Bag Includes These Extras: 

• Your Personal Sales Leadership Assessment ($150.00 value)
• Sales Manager’s Tool Kit ($175.00 value)
• Workbook, training materials, case studies (Priceless!)
• All for only $995.00 per attendee

Your Personal Trainers: November S ales Leadership  

Ken Thoreson, President                          Frank Chamberlain, President

Acumen Management Group                    Resource Technologies, Inc.

www.SalesManagementGuru.com

 Start toning up your 2012 sales team now.  Make the commitment.          Register NOW

 For more information, hotels, etc. contact:

423-884-6328 or ken@AcumenMgmt.com

Sales Leadership: Gaining Insight and Accountability

 Most sales leaders have a lot of confidence-which is good, but many have never experienced what many CEO’s have, that is an insights and help from other CEO’s.  Also many organizations never gain real insights from their customers or even help from their customers.

 What can you do to improve on these two critical blind spots?  We like to recommend too many of our clients that creating a Client Advisory Board and a Sales Management Advisory Board will begin to improve the business operations and provide a source for insight and accountability.  Let’s first explore a Client Advisory Board.

 Client or Industry Advisory Board 

This type of board consists of current customers that generally meet in a formal basis a minimum of three times a year. We recommend that organizations select not just your “pet” clients but a cross section of clients that will make a commitment for a two year term on the committee. Initially you will want to stagger terms. The purpose of this group is offer you insights into the needs of the customers-from their perspective, evaluation of your; service, sales, operations,  idea’s on market trends-especially important for those partners in a vertical market. They can also be used as sounding boards to gain their perspective on potential new product or service offerings you maybe considering.

 Generally we like to recommend that you have five to seven clients on this Board. Initially the partner executive should prepare a formal agenda, run the meeting, coordinate the appropriate members of your organization to attend the session and assign someone to take active meeting notes. It is important to recognize that you and your team must NOT become defensive over issues that arise or to the comments that are made by the clients during the meetings. However, it must be clear to each person attending the meetings that the Board meeting is not meant to be a negative-complaining (can I use the word) bitch session, but rather one where all parties are sincerely working towards improved performance. If sessions drift towards a complaint meeting, the executive must take action to redirect the meeting. 

 From a sales perspective the fact that you have a formal Client Advisory Board during the sales process can be an important sales asset.  In smaller geographic areas or within a vertical market, prospects will know these individuals and will be impressed with your commitment to the customer experience.

 As your Board matures, you may allow them to elect officers, coordinate agenda’s and generally run the meeting. In several clients this concept has lead to client meeting days where ALL clients are invited to learn, share idea’s and provide the partner organization an opportunity to show appreciation. HINT: when this occurs-you know you have succeeded and we always invite your top prospects. What a wonderful closing opportunity!

 Sales Management Board of Advisors

 Many CEO’s attend monthly/quarterly meetings with their peers to discuss business challenges and gain insights from other business owners, at Acumen we started peer group concept for sales leaders. Until now, individuals with Sales Management responsibility have not had the opportunity to share their plans, their accomplishments and their problems in a secure peer group.

 Our premise is simple: sales management professionals do not have the opportunity to consult with others about the challenges of their jobs, seek advice or gain motivation when needed.  These web based  interactive group learning environment is designed for sales management professionals who wish to learn, cooperate and succeed by sharing their experiences with you.

 Individuals with sales management responsibility face diverse challenges:

            o          Exceeding Corporate Revenue Objectives

            o          Developing Sales Team Capabilities

            o          Balancing Client/Company Objectives

            o          Managing Internal Corporate/Divisional Relationships

o          Managing Time/Energy/Emotional Cycles

o          Balancing Personal/Professional Life

o          Building Efficient Business Models

o          Creating Strategic Direction

 In addition, sales management must focus on:

            o          Sales Management Systems

            o          Compensation Planning

            o          Territory/Market/Competitive Analysis

            o          Distribution Strategies/Channel Management

            o          Recruitment/Training

            o          Performance and Employee Management

 If you face these needs and responsibilities, it’s time to invest in your success!  

The Board of Advisors, offered by The Acumen Management Group, Ltd. provides such a unique opportunity.  A select group of Sales Management professionals will experience what has only been available for CEOs or Presidents-an on-going professional group that works together to help, encourage and challenge thinking. For more information on this service go to: http://www.acumenmgmt.com/SalesManagementAdvisoryBoard121

 How Does the Sales Management Round Table Work?

Our series of 10 monthly web-based events enables a small group of sales management professionals to learn more about their careers, share challenges they face, and gain insights into how other individuals with similar responsibilities succeed, build their businesses, and solve their problems.

 Each group is comprised of 12 to 15 sales management professionals who meet for two hours once a month for 10 months (June/July respite).   Each member has an opportunity to present his or her sales plans, business issues, and challenges for group feedback.

 Members learn from their peers’ plans and assist them with their professional and personal growth.  This group problem sharing and problem-solving environment helps you translate their problems and solutions to your situation.

 I am forming a new group and for 10 months, two hours each month, the Acumen Sales Management Board of Advisors will meet. Register today and make the commitment to grow professionally and personally. Ken@AcumenMgmt.com

 In 2012 gain insights and build accountability into your management equation and see how the formula improves your business acumen.

 Ken Thoreson “operationalizes” sales management systems and processes that pull revenue out of the doldrums into the fresh zone. During the past 13 years, our consulting, advisory, and platform services have illuminated, motivated, and rejuvenated the sales efforts for partners throughout North America. Ken’s latest book is: “Leading High Performance Sales Teams”.

  Ken provides Keynotes, consulting services and products designed to improve business performance.           Ken@AcumenMgmt.com   www.AcumenManagement.com

Blog:  www.YourSalesManagementGuru.com

No Foolin-Sales Leadership Should be Thinking Summer

This past week during a consulting session with a client, with both the President and their sales manager we discussed several points that I thought would be good items to bring up in this week’s blog.  April 1^st is right around the corner and I want all of you reading this not be this year’s fool.

The first point, which is not an unusual topic, was to ensure both the president and sales management were in agreement as to weekly priorities. Often I find the sales manger focused on important activities during a their hectic weekly schedule; putting out fires, solving administration issues, coaching/mentoring, recruiting, oh and  trying to ensure sales are being achieved. Mean while the president is frustrated that other key objectives are not being completed.  While time management is a major topic for sales leaders, what I almost always recommend is that on Friday afternoons the President and Sales Manager’s meet to agree as to the priorities for the coming week and to discuss the achievements/problems of the past week.  This is what I call managing your sales manager.  On my web site, you can download The Job of Sales Management, it was created for this specific purpose, it defines the 40 top actions that sales managers must work on to achieve predictable revenues. By following this simple recommendation everyone is focused on the “agreed to” priorities.

The second point is about summer. What I mean about sales management thinking about summer is not about vacations-it’s about forward thinking. In my discussions this past week, it was obvious both the president and sales manager were thinking week to week, while that is important to attain revenue goals, it becomes a treadmill that brings exhaustion-both mentally and physically to everyone. As a result of the conversation I recommended the following actions:

1. Know what your revenue objectives are for the next 5 quarters and make sure you match your hiring plans to achieve the goals. Know when you need to hire salespeople in time to be trained to achieve your sales objectives.
2. Prepare a planned organizational chart that extends over 18 months, this will help in number 1, but also provide you an awareness of your resource needs.
3. Create your sales dashboards for a weekly, monthly, quarterly, and even year-to-date analysis. By doing this you will see a better trend analysis and you will be paying attention to both short and longer term results.
4. Plan and define your sales training plans quarterly, with topics, dates/times and people responsible. (frequent topic in this blog)
5. What sales promotions, contests, and sales games do you have planned for the second quarter and even this summer to maintain revenues and to create fun?

Advanced or forward looking planning will greatly reduce the stress and improve the functionality of the sales manager. It will also reduce the natural stress that is created when managing a sales organization and working with the executive team within your company.

Acumen Management Group Ltd. “operationalizes” sales management systems and processes that pull revenue out of the doldrums into the fresh zone. During the past 12 years, our consulting, advisory, and platform services have illuminated, motivated, and rejuvenated the sales efforts for partners throughout North America. Ken’s latest book is “Leading High Performance Sales Teams”.

Ken provides Keynotes, consulting services and products designed to improve business performance.           Ken@AcumenMgmt.com   www.AcumenManagement.com

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Sales Leadership and Management in a Recovering Economy

I am speaking this week in Houston on the title of this blog, it is March 19^th, 2012 and during the past few months the stock market has taken off and the papers shout out about the positive economic indicators that are being recorded: rents are heading up=housing will take off, (a leading indicator?) monthly job creation rates hit 200,000, etc….  What is your perception? More importantly what are you doing to lead and manage your organization and prepare of better times?

In today’s economic times, the companies most likely to thrive are those that invest time in scrutinizing their strategic sales-management plans. They review everything from their forecasts to their pipelines, looking hard at important numbers such as cost of sales, percentage of market share, salesperson-effectiveness ratios and customer lifetime value.

When we see companies struggling, it’s often because they lack such blueprints. Effective plans require combining an organization’s goals and individual salespeople’s business plans with a set of metrics designed to gauge everyone’s progress in meeting those objectives.

Following are what we believe are the fundamental metrics that partners should include in “dashboards” for measuring their sales teams’ effectiveness:

• Accuracy percentage for monthly forecast, by salesperson
• Dollar value of pipeline by stage; number of opportunities by stage
• Dollar value of pipeline ratio to future monthly quotas
• Actual sales activity compared to a defined set of standards
• Average order value
• A Win/loss rate percentages, by salesperson

Beyond the Basics
As you continue developing your company’s dashboard, you may wish to build in additional metrics such as the following:

• Value of net new account sales as percentage of total sales for month and year to date
• Existing account sales as percentage of total sales, month and year to date
• Rev salesperson profitability to sales volume
• Revenue per current customer per year as percentage of total sales
• Cost per lead, by source
• Sales-cycle time from initial contact by salesperson to decision
•  Number of days with sales outstanding, goal vs. actual
•  Blended billing consultant rate, goal vs. actual
•  Realization consultant rate, goal vs. actual
• Utilization consultant rate, goal vs. actual
• Consultant backlog days, goal vs. actual
• Direct sales expense as a percentage of volume, margin and quota

Looking Ahead: Leading Indicators
In addition, smart sales leaders increasingly rely on what we call “leading indicators.” These are activities or ratios that can predict revenues at least 60 days out. While simply looking at future pipeline values can provide a similar forecast, growth-focused partners may find these indicators useful as well.

In most cases, sales events occurring early in the sales cycle are most likely to lead to high-percentage sales opportunities. If these begin to fall, future pipelines and revenues will probably follow the same pattern. Potential leading indicators include the numbers of:

• New-prospect calls made per week
• Face-to-face sales calls made per week
• Subject-matter expert or pre-sales tech-support calls made per week
• Discovery calls made per month
• Demonstrations and executive presentations made per month

We also recommend creating graphs comparing these numbers to dollars booked or margins generated, which can help salespeople see the relationship between indicators and results.

Finally, remember that the ultimate goal is improving your ratios and results each month and each quarter-not simply tracking them. That’s the real reason for developing a dashboard-and the real route to success.

About the Author

Ken Thoreson is the president of Acumen Management Group Ltd., a North American consulting organization focused on improving sales management functions within growing and transitional organizations. You can reach him at ken@acumenmgmt.com.    (Web): www.AcumenManagement.com or (blog) www.YourSalesManagementGuru.com  His latest book: “Leading High Performance Sales Teams” is available on his web site.