Basis of the Sales Performance Management System
Belief # 1
Most organizations lack an effective sales system that would create synergy between the wants of the organization, the requirements of the customer, and the needs of the individual.
Belief #2
The most effective sales teams are driven by specific and measurable sales plans.
• Target accounts – the who.
• Target products – the what.
• Territory / time management – the how often.
Belief #3
The top performing sales people consistently know more about their customers than their
competitors do.
• True partnerships develop, making it virtually impossible for the competition to become a
factor or a threat.
Belief #4
It is management's responsibility to serve the needs of the employee.
• Understanding the needs of the employee, and adapting ones management style to meet
those needs will dramatically improve performance.
Belief #5
The best solutions to any problem are found within.
• Our process helps surface specific issues, understand the root cause, and assists in creating
the solution, which results in a measurable improvement in productivity and profitability.
Sales Performance Management
The sales performance management process is focused on three areas of need:
1. The Organization.
2. The Sales Strategy – satisfying the needs of the customer.
3. The Individual.
1. The Organization
• Strategic growth planning focused on products, services, and markets.
• Avoid the trap believing old ideas will succeed in a new market.
- Albert Einstein stated, “Insanity is doing the same thing over and over and expecting
different results.”
• Creating a clear vision of success is a strategy most organizations do not utilize to its full potential.
• John Kotter in his book, Leading Change (HBSP 1996) describes six characteristics of an
effective vision:**
- “Imaginable: Conveys a picture of the future.”
- “Desirable: Appeals to the long term interests of all stakeholders.”
- “Feasible: Comprises realistic, attainable goals.”
- “Focused: Is clear enough to provide guidance in decision making.”
- “Flexible: Is general enough to allow initiative and alternative responses in light of
changing conditions.”
- “Communicable: Is easy to communicate; can be successfully explained within five minutes.”
• To know in advance what success will look like. It may be based upon:
- Sales volume increases.
- Gross profit benchmarks.
- New accounts.
- New products or services introduced.
- Sales territory effectiveness / performance.
2. We want to know, how does our sales strategy satisfy the needs of the customer?
• Customer development strategies.
- Who?
- Where?
- Why?
- Sales process analysis – reverse engineering of the sales process.
• Processes, systems, infrastructure, policies, and practices.
• Where is the pain – from the customers view?
3. The needs of the individual.
• Skill development.
• Measurable improvements.
• Clarification of the role.
• Knowing what is expected; the employee’s and the manager’s expectations must be in alignment.
• Leadership development – one-on-one coaching.
** Kotter, John, Leading Change, Harvard Business School Press, Boston, MA 1996.
