Posts Tagged ‘sales organizations’

Sales Management is the Hardest Job in Sales.Period

March 1st, 2011

Sales Management is the Hardest Job in Sales. Period.

  By Jeb Blount, Author of People Buy You 

 Ken’s Comment: This week’s blog is a guest blog:  When I saw this article published I knew you would enjoy it. It hits the mark and reinforces what I have written in my latest books on Sales Management.
Why is Sales Management so hard?  Sales Managers bear 100% of the responsibility for the performance of their sales team yet receive little glory for their efforts.

In many cases even the best sales managers earn less than their top salespeople. Yet, the best sales managers work longer hours, endure more stress, and have greater responsibility than the salespeople they manage.

 Making things worse is the fact that salespeople are harder to lead and manage than any other employee. They are emotional and often irrational people who demand attention. Because salespeople are essentially in jobs where rejection is the norm, sales managers are often called upon to be coaches, mentors, mothers, fathers, and even amateur psychologists in order to keep their troops motivated, focused, and delivering on sales goals.

 If this isn’t hard enough sales managers are often put in the position of shielding their salespeople from corporate policy wonks, accountants and operators who have absolutely no understanding of the psychology of salespeople.

It is a wonder why any sane human being would voluntarily choose to be a sales manager. Though each year thousands of sales professionals give up their sales roles and accept the promotion. They move into their new office and proudly stare at their newly printed business cards – with little understanding of what it takes to actually lead salespeople. Ill prepared to perform the job of sales manager a high percentage of these newly minted sales leaders are promptly demoted or fired. In many cases they have done so much damage to the sales team (and their own career) that it takes years to repair.
The sales profession is a grave yard littered with the corpses of failed sales managers.

  Who is to blame?

  Everyone! In a recent conversation with a Senior Vice President of Sales for one of the largest companies in the world he lamented that his single biggest worry was for his sales managers. He said matter-of-factly that his sales managers did not have the training to do the job. When I asked him about his training budget for sales management he told me that right now they were investing in training the salespeople. If you were to take a stroll around Corporate America you would discover similar issues most companies. The executives know that they need to provide training for their sales managers but the salespeople always seem to get the training budget. It is a vicious, ongoing cycle which leaves most sales managers in the position of learning on the job.

  Blame also falls on salespeople who delude themselves into thinking that just because they are great salespeople they will be great sales leaders. Studies, including one by the journal of managerial psychology, have concluded that the best salespeople may not be the best sales managers. The actual evidence of this exists in every company that employs sales teams. 

 The sad story goes like this:

The top salesperson is looking for career advancement. She goes to the boss and demands a promotion. The boss, who doesn’t want to lose his rainmaker’s million dollar quota achievement, does his best to talk her out of it. The top sales rep threatens to quit. Concerned that he might lose her to a competitor the boss relents and gives the top sales rep the sales management position. The newly appointed sales manager takes an immediate and frustrating pay cut because she goes on salary. Because she has no clue how to lead people the other salespeople on the team at first stop selling and then either quit or are fired. The company loses those sales plus those of the formerly top sales rep. She now has to hire a new sales team, onboard and train them. She fails at this because she a) does not know how to interview and hire A-Players and b) because she does not know how to teach people how to sell. This creates more turnover. Finally, with sales at an all time low the boss has no choice except to fire his once top sales rep.

 Yet faced with overwhelming evidence of the risk involved in promoting top salespeople to sales managers, salespeople and their companies continue to take the plunge. Today, tomorrow and always top salespeople will be promoted to sales management positions. Why? The answer is simple. Top salespeople have a proven track record – tangible evidence that they can perform. And, these high performers are naturally interested in new challenges and career advancement and demand it from their employers.

The good news is that some of these top salespeople will become superstar managers who build and lead high-performing sales team that deliver year in and year out.

 Why do some top salespeople become top sales managers while others fail so miserably? Most top sales professionals who make the successful transition to sales management will have two things in common:

First they are coachable. They are willing to listen and learn and because of this the are able to find a hands-on mentor or coach willing to take the time to help them develop sales leaderships skills.

  Second they don’t wait on their company for training that will likely never come or at best will be minimal. Instead they invest in their own success through reading, audio programs, and self-funded seminars.
Through coaching, practice, persistence and passion for leadership they eventually become sales managers who top salespeople want to work for and garner the respect and admiration of their people, peers and company.   

     Follow Jeb on Facebook, LinkedIn and Twitter

Jeb Blount is a respected thought leader on sales and sales leadership, and a best-selling author of three books, People Buy You: The Real Secret to what Matters Most in Business, Sales Guy’s 7 Rules for Outselling the Recession, and Power Principles. He is the author of more than 100 articles on sales and sales leadership and the host of the top rated Sales Guy Podcast

 You can find Ken Thoreson’s books on Sales Management at:

http://www.salesgravy.com/shop/manufacturers.php?manufacturerid=131

Sales Management: January is over; how do you feel?

January 31st, 2011

Sales Management: January is over; how do you feel?

On Friday I had my two year eye exam. The doctor went through the usual tests with eye charts, drops in the eyes and checks for cataracts/glaucoma-good news he said I passed and was ok for another 5,000 miles.  On the way back to my office I was thinking about you.

Remember in my blog on Sales Management Time Management I mentioned there are only 10.5 months to achieve your yearly quota? And one of them is over… It’s time for your check up now.                                        

            Answer each question below:             Yes= 3 points    No= -1 point

  1. Did your team exceed quota for the month?                                                              
  2. Do you have enough potential revenue in your pipeline to exceed March’s quota?                                                                                                                                                          
  3. Did you hold at least two hours of sales training during January?                     
  4. Do you know both the personal and professional goals for each of your salespeople?                                                                                                                                
  5. Do you currently have an active recruiting and hiring plan in place?               
  6. On your dashboard, are you tracking two leading indicators?                             
  7. Did you have one activity to build belief or increase your sales culture?        
  8. Did you improve the quality of your sales team in using your CRM system?  
  9.  Is your sales team having fun? 
  10.  During the past month did you take time for yourself to refresh your spirit?      

Total Score:                ___________

Scores:              30-22              Nice Job!

                        21-15               Make sure you address those areas’s you fell short

                        Less than 15    Lots to focus on, determine your priority actions

While that was a quick assessment and only somewhat scientific in scoring, my goal was too simply to focus on your sense of urgency and increase your awareness of everything that needs to be worked on as a sales leader.  If you have not received my Top 40 Sales Management Actions for Building Predictable Revenue white paper, send me an email:  Ken@AcumenMgmt.com

Our new book: Leading High Performance Sales Teams will be available the first week of February.  You can find it and my book: Your Sales Management Guru’s Guide to Hiring High Performance Sales Teams at http://www.yoursalesmanagementguru.salesgravy.com

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. Move up and move ahead!

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

Business & Sales Management Planning for 2011

November 1st, 2010

Business and Sales Management: Planning for 2011 what you need to do!

Budgeting and developing strategy for 2011 should be near the top of your “to-do” list. Time must be taken to actively work on forecasting, developing hiring plans for the year and making sure your marketing calendar is planned out at least through June of 2011. Right now I am working with several clients on their sales compensation plans for 2011.   Several idea’s for our readers: 

First: Use the three (3) free assessments on our web site: a) one is a sales management assessment; b) try the sales compensation assessment and c) the business management assessment will evaluate your entire organization, from marketing to HR to management systems. You can find them at: www.AcumenManagement.com  They are located on the left side on the Home page.

Second: The questions I have listed below should be handed to members of your management team; each person should prepare their answers and then compare them with the rest of team at your next management meeting.

  • What went well in the past year?
  • What did not go well?
  • What are the key drivers?
  • What are the key metrics?
  • What are the risks?
  • What are the opportunities?
  • What are some of the specific factors you will be facing in 2011?
  • What assumptions are you making about the market in 2011?
  • What assumptions did you make about your
    offerings in 2010? Still true?
  • What assumptions did you make about your company
    capability in 2010? Still true?

 

We use these questions and many more during our strategic planning sessions with clients to help everyone get on the same page and build a vision for the organization.  If you are a Microsoft or Cisco Partner send me an email and I will direct you to several web sites where we created business planning tools that partners use to enhance their business plans, marketing and sales strategies. Ken@AcumenMgmt.com

Guru Hint: Set a date, for example by December 17th, all budgets, compensation plans and marketing programs must be completed. This will keep everyone working towards the deadline.

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. Move up and move ahead!

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

On Schedule…

September 20th, 2010

On Schedule

 Whew, two weeks without writing my blog. What happened? I was on vacation.

I won’t bore you with my highlights or pictures; however you do know the sales management guru will turn his vacation experience into a sales leadership analogy.

My vacation started in Budapest, traveling by boat to Vienna, Melk, Passau and Nuremburg, we then traveled to Prague by bus.  One of the interesting experiences was traveling through a series of 25 river locks that allowed the boat to move easily up and down the various levels of water on the Danube. I have used locks on the Mississippi river a number of times and even in Tennessee we have river locks… So why was this so interesting?    The captain told us that they had to “book” lock times a year in advance!

What did that mean?  It meant that we had to leave each city at predefined time, travel at a presumed speed and reach each lock at the pre-determined date/time.  What does that have to do with running a high performance sales organization?

If you heard me speak or read our materials you would know I normally build into the program the words: Discipline, Control and Accountability.   When we are consulting with organizations not performing up to expectations or working with sales teams struggling to succeed we normally find sales management lacking in discipline.  Examples are easy to find; sales meetings don’t start on time, sales training meetings are skipped by salespeople because schedules were not published 90 days in advance or not properly planned, sales management is not meeting at set times with each salesperson for monthly, quarterly or semi-annual reviews or worse there is little or poor communications between the President of the organization and sales leadership because a formal monthly priority setting meeting was never scheduled.

Several years ago I asked and was given the weekly schedule of a professional football team’s game week. For each day of the week practice times were broken out into 12 and 15 minute segments with specific training defined for special times, offense, defense, film, etc… both with classroom and field practice times set.   Game day schedules included a full agenda of events including, breakfast, religious meetings, team meetings, bus/transportation plans and post game reviews.  You may have heard of Lombardi time:  if a player showed up on time, he was already 10 minutes late! Professional organizations are run in a planned approach not by chance or an ad hoc action but with precision. The boat captain achieved his goals with the cooperation of 150 passengers that “had to be on board” 30 minutes before departure or they were left behind-that was made very clear at the beginning of the cruise.

Make a commitment as you move into the fourth quarter and 2011 that your sales organization is a well oiled and well organized. It will make sure you arrive on time and on schedule for your quota busting sales celebration event.

Ken Thoreson, President of Acumen Management Group. “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. Move up and move ahead!

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

Blog:  www.YourSalesManagementGuru.com

Learning from Losing?

June 28th, 2010

Learning from Losing

In most of our client consulting engagements we strongly recommend that “win/lost” reports are completed. This is a process of reviewing all sales that occur and those that don’t!  We suggest this action is performed in two steps.

The first step is between the sales manager and the salesperson, during this phase the sales leader simply probes as to what the salesperson believes are the reason the prospect purchased or did not purchase your solution. Questions are asked regarding levels of communication, perceived benefits, pricing and competitive situations. We normally recommend this conversation takes place during a sales meeting-it is NOT a grilling.  This is a group coaching and training experience, the review should be designed to help the salesperson and the members of your sales team to share experiences or ideas as to what worked or what did not work.

The second step is a conversation between the “X-prospect or new client” and either the sales manager, president or an independent source.  If the sales manager was active in the sales process with the salesperson, then the President/independent source should conduct the interview. Most people may not be as honest or straight forward with an individual that had been involved in the process.  During this conversation more detailed questions should be asked to uncover the reasons you won or you lost.   I like to find out:  When did the prospect really make up their mind? What was the perceived benefit of your firm? What did we do? Or what could we have done to win the opportunity? Who won the opportunity? What were the price points?

During this research we have uncovered areas for additional sales training, enhancing marketing messaging and more closely monitoring the sales actions and strategy during the sales opportunity. In most situations the salesperson did not establish trust & confidence early in the sales process, skipped a step in the sales process or they failed to prove your value proposition during the sales process.

If you would like a copy of a Win/Lost Report template, send me an email. Ken@Acumenmgmt.com

What have you learned by losing?

Changes in Sales & Sales Mgmt? What do you think?

June 14th, 2010

Changes in Selling or Sales management?

 Living in the Southeast where football is a lifestyle, the radio sports talk shows and the newspapers sports pages are covered with discussions regarding the changing PAC 10, Big 12 and even Nebraska going to the Big 10 and the potential impact on the SEC. The changes that could occur impact TV, basketball and all non-revenue sports and as expected-there are opinions on all three sides of each issue.  Change is always good word when attempting to gain interest in any subject and last week I was reading a LinkedIn discussion group that was discussing how social media has changed selling and sales management.

As someone who usually has an opinion on most subjects, I jumped into the discussion. While  not being aggressive in my comments I simply pointed out that selling has an emotional , technical and strategic element and that many authors or sales trainers have put multiple spins on each of these aspects in an attempt to create unique messaging for their programs,  however I claimed the fundamentals are still the same.  There is no question social media has allowed salespeople greater insights into their prospects backgrounds and potential leveraged relationships, but the execution of that knowledge is still the important aspect of selling.

Needless to say several individuals began to “rave” about how new technology (2.0) has already changed the job of a salesperson and that I really didn’t understand the new world.   During the discussion it became obvious that people were getting confused between the changes in the job of selling vs the understanding what the job of selling is.

Selling has not changed, however the job of selling has only been enhanced. Salespeople today can find out more information prior to making a sales call; what information prospects are reading on the salesperson’s website, what emails are being opened, find out what are key topics within the their prospects industry and other points of information that were not necessarily available to previous generations of sales or sales management.  However the job of sales and sales management has not changed. Sales management must recognize this and ensure their sales process mapping and training includes content on 2.0 technologies, but they MUST not lose focus on what selling is!     Your opinions?

While I may sound old school,  last week the SalesManagementGuru was recognized as one of Top 50 Sales Social Media  experts:  Here’s the  quote:  . Ken Thoreson, Acumen Management Group president, has been named to the IV50’s select group of sales professionals who are playing a significant role in providing insight to their peers about the use of social media. In making the announcement on its blog, Inside View described Thoreson as “bringing a wealth of “old school” expertise to our list of savvy sales professionals, sharing his expertise on Twitter and in a variety of publications.” The list is called ‘IV50’ and has been posted on the InsideView blog at http://blog.insideview.com/2010/06/10/the-top-sales-industry-social-media-users-2/.

 Thoreson writes Your Sales Management Guru blog and contributes regularly on LinkedIn and other online publications. His collective social media involvement and leadership is helping usher in a new era of sales that meshes with the customer 2.0 experience. “Sales 2.0” entails leveraging the same social media used by customers—Twitter, LinkedIn, Facebook, blogs and others.

Thoreson said, “Social media acuity is quickly becoming a factor in sales success—for bolstering brand awareness and credibility in addition to intelligence about customers and prospects. I strongly urge clients to ensure that their sales organizations take advantage of this increasingly pervasive force, and our workshops help them do that.”

On our website home page you can find a whitepaper on the Job of Sales Management if you want more clarification. www.AcumenManagement.com

Email: Ken@AcumenMgmt.com

Blog: www.YourSalesManagementGuru.com

The Top 11 Sales Mgmt Actions

May 25th, 2010

                        (You must do more than just 10 these days.)

 In today’s investment world advice on portfolio management can vary from; “hold firm with your existing stocks”, to “take advantage of a great opportunity to buy at these lower prices”.  The first scenario of holding firm for the long term assumes that your existing portfolio contains quality securities, is properly diversified and has been managed with an appropriate, long-term perspective.

In the world of sales management and revenue generation we would like to make the same assumptions for taking a long-term perspective.  This would be true even if your sales team consists of quality people with good attitudes, records of success and has been properly managed. However, the timeframes on which sales mangers are focused are short-term.   Sales leaders face the need to keep their sales team focused on the goals and activities that make teams and companies successful. In today’s market, it is easy for salespeople  to be distracted.

In the present economic situation, there is an exciting opportunity to increase market share as your competitors lag, and build a better sales team through increased focus.  To win now we have defined a tactical program of eleven key actions that will lead to a winning approach and all sales leaders to take advantage of the opportunity of a lifetime, during what we call the lifetime of the opportunity:

 1)    Build the Right Motivation

 It is critical to maintain focus and activity and decrease distraction by paying attention to the attitude and motivation of your sales team.  Build belief in your company, products/services by visiting your satisfied customers, asking for reference letters, or having customers visit  your office and speak to your entire organization as to their satisfaction. Create fun in your sales meetings and build sales contests/games that are focused on achieving the activity levels that will increase your sales pipeline and sales opportunities. Find out what rewards are important to your sales team and create rewards that will reinforce these.

 2.    Review your product/service packaging and pricing to ensure that you are capitalizing on your strengths and meeting competition.

 This is a perfect time to review your existing profit margins and sales cycle length by product line and make short-term adjustments to determine the elasticity of your product and increase revenues and margins.   Create or amend the features or offerings in your various packages or even create new packaged offerings! Confuse your competition with new offerings and you may even find new added value options you had previously overlooked.  Find ways to be different!

 3.    Analyze and profile the sales team and distribution channels that you need to penetrate your markets.

 First, list the attributes necessary to maximize sales of your product, and then determine if this is best accomplished through a direct sales organization or channels/partners or both!  Second, create a customer focus group and ask them how best to serve them, what they are looking for in a relationship and seek to understand the levels of support they require.  Third, make a decision on the five best attributes or profiles for your sales employees and channel partners. Analyze your existing strategy and each channel partner you as to how they match up to your profile. You may find new partners/alliances that will open up new accounts and even new markets.

4.    Muscle up your sales team

 Now is the perfect time to increase your recruiting and potential hiring. Today a Sales Manager must interview 25% of the time.  The reason? There are many very good salespeople now available and looking for the right opportunity.  Create the ideal five attributes of successful salespeople and establish a “tight” interview process that ensures you increase the quality of your team.

HINT: You can always interview, it doesn’t mean you must hire. Hire the best people for the job – not the “best available”.

 5.    Analyze and strategize each sales opportunity

 With perhaps fewer opportunities and increased competition, schedule time with each salesperson or in a team setting to “think though” each near-term sales opportunity.  Make sure your team is using internally developed or commercial tools to analyze the status of each opportunity and develop the various tactics to increase your probabilities. Specifically:

 

  1. a.    Pinpoint and develop ways to counter objections
  2. b.    Determine buyer decision criteria
  3. c.    Establish client decision makers and influencers
  4. d.    Initiate multi-level contact with multi-level influencers in the prospect’s company.

 6.    Seek out influencers that will recommend your product/service

 Analyze the type of organizations or people that impact your client decision process. These may be consultants that work in the same market or prospect base or other sales organizations that would benefit directly or indirectly from the sale of your product or service. Develop a plan to establish who are the decision makers at these organizations and create a campaign using your sales and management team to present these influencers with the benefits of your firm and seek to secure their commitment to work with you. This on-going action can lead to the equivalent of a normal salesperson’s quota value of sales!

 7.    Create an active marketing campaign to create new sales leads

 Create a smart campaign, not a blast or mass appeal plan. First, establish profiles of current clients – determine the five reasons they use your products/service. Second, hit your market with a stronger and clearer message. Focus on ROI and productivity gains. Third, establish a plan of action for the next six months and make sure you have included a sales follow up – execute your management review.

 8.    Review your current compensation plan to ensure it meets your companies goals

 Clearly document your current plan and tabulate payments against results over time. Is the plan achieving your original goals? Is the plan reinforcing desired sales activity behavior? If it is not, develop a new plan and gain internal buy-in from your team. Focus on shorter-term goals and implement a new plan with commitment to keep it in place for at least six months.  Use the existing market opportunity to focus on short-term achievements.

 9.    Increase your investment in training of sales skills, product/service knowledge

 In tighter times your team must perform more affectivity. Review your past efforts, take an inventory of training needs based on individual salesperson comparisons against your desired profile. Schedule on going training programs. Develop your own internal programs to ensure your salespeople fully understand and can sell your product/services and then arrange for commercial sales skill training programs. You will experience both short-and long-term benefits. Focus on increased levels of training for six months.

 10.  Develop an active program to contact every customer 

This is a great time to establish a program to make contact with each client to fully understand their situations, their use of your product/services, offer new “packages” and seek references for new potential clients.  Make sure you are effectively using your CRM or SFA programs and with each existing customer contact update your database with more up-to-date information. Verify your sales team is properly making the right contacts that have been recently made with every prospect and client.  Develop, execute and monitor a program of continuing contact with all targeted clients, prospects, influencers and partners. Review and measure your progress each week/month at your sales meetings.

 11.  Build better planning into your sales organization.

 Increase your effectiveness by implementing planning into your sales process.  First, define the specific steps of your sales process and ensure that each salesperson executes those steps effectively. Second, develop detailed 6-month individual salesperson business plans. Third, create specific named account  tactical sales plans for those key strategic accounts and follow up on your salespersons’ planned activities vs actual actions.

 We have used the word execute many times in this brief article, it is the critical word. Where we find successful sales management, we find individuals who can plan and who can successfully focus and execute their programs.  These 11 Actions will enhance your sales team, increase revenues and build a focus in your organization when it is critically important. Take Action…Stay Positive.

 

Ken Thoreson is the managing partner of the Acumen Management Group, Ltd; a North American based consulting organization focused on improving the sales management functions within growing and transitional organizations. For more information call (423-884-6328 or e-mail ken@acumenmgmt.com

 

Building a Sales Management Program

May 17th, 2010

During many of our sales management consulting engagements we initially are confronted by the existing sales manager and or members of the sales team-if no sales manager is in place.  As you would expect, the first reaction to an “outside consultant” is resistant.  During my first sales leadership role, an outside business consultant looked at our entire partner organization and my first reaction was quite skeptical also, but when the first or second recommendations began to take hold and worked and were ideas that I had not thought about-I soon began to listen.

Many sales managers learn from what they maybe been previously exposed to or from information from magazine columns-hopefully blogsJ, or simply from experience.  The experience factor however seldom has the timeframe that most presidents or Vice Presidents of Sales can put up with-because of their pressures.

Over the next series of blogs I will describe the various aspects of sales leadership and additional thoughts on improving your sales performance. First, you need to determine where your current sales management program is and where it may need assistance. Please take the short quiz, determine your score and follow the blog for additional ideas. If you have a specific questions simply comment below or send me a note; Ken@AcumenMgmt.com

PLEASE SCORE Circle a Rating:  1-5, with 5 being HIGH

 

Rate how well you know the true or real total value of your pipeline:

  • 1, 2, 3, 4, 5

Rate how comfortable you are that you know what percentage of the pipeline in the current category is required to ensure that  you exceed the current sales budget:

  • 1, 2, 3, 4, 5

Rate how comfortable you are that you have enough pipeline potential in the 30-, 60- and 90-day categories to exceed future monthly quotas:

  • 1, 2, 3, 4, 5

Rate how comfortable you are about the projected revenue you need in each sales-stage category to ensure that you have enough opportunities to exceed the future quota:

  • 1, 2, 3, 4, 5

Can you visually see all your top-10 potential forecasted accounts, from your desk or notebook? Rate how well you strategize on the top 10:

  • 1, 2, 3, 4, 5

How well are all key accounts targeted?  Rate your plan to attack them. Do you have a plan to review planned targeted account activity vs. actual account activity?

  • 1, 2, 3, 4, 5

 

How would your rate your ongoing recruiting plan that ensures that you always have qualified candidates available?

  • 1, 2, 3, 4, 5

Rate the quality of your interviewing process in terms of whether it ensures that you select the best candidate, not just the best available candidate.  

  • 1, 2, 3, 4, 5

How complete is your salesperson personal business plan implemented and do you review it each month?

  • 1, 2, 3, 4, 5

 

q Rate the quality of your three-month sales-training program. Is it defined and implemented? Do you have a salesperson development plan implemented to improve your team’s professionalism?

1, 2, 3, 4, 5

Rate the quality of your CRM/SFA system. Is it being used effectively?  Is it up to date?  Is it backed up?

  • 1, 2, 3, 4, 5

Rate the quality of your salesperson six-month named account reforecast/strategic/tactical plan process:

  • 1, 2, 3, 4, 5

Rate the quality of your six-month sales/marketing/management plan. Is it defined for each month?

  • 1, 2, 3, 4, 5

Rate how well your compensation plan works. Are your company’s goals aligned with the compensation/quota programs?          

  • 1, 2, 3, 4, 5

How well are your sales leading indicators defined? Are they measured, posted, graphed, and analyzed?

  • 1, 2, 3, 4, 5

Do you have regular scheduled and unscheduled coaching sessions with each salesperson?

  • 1, 2, 3, 4, 5

How would you rate the effectiveness of your sales contests and business games? Are they planned to promote revenue and build teamwork?

  • 1, 2, 3, 4, 5

  Total Score                                       _________

 

Rate Your Performance

 

60-85                     Minor tuning may be required

47-59                    Several Improvement projects are required

34-46                  Need multiple actions taken quickly

0-33                     Major assistance required now

 

Confidential Property of Acumen Management Group, Ltd All Rights Reserved. No Reproduction without

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. Move up and move ahead!

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

Blog:  www.YourSalesManagementGuru.com