Download - Sales performance radar
Developing your sales performance radarPaul Kenny
Quick Introduction
• Help new Sales Managers to cope with the leap from sales person to sales manager
• Help organisations that are struggling with sales performance issues to identify viable solutions
• Help emerging sales organisations to put in place the systems and sales stories
3 Golden rules from 24 years in selling• Sales performance is
not a complex issue
• People make it much more complex than it needs to be
• Golden rules should be treated with a great deal of suspicion
Sales Performance Radar
Fundamental grasp of SP
Remuneration & Reward
JobSatisfaction
Sales SkillsDevelopment
SalesResources
FeedbackSystems
Fundamental grasp of sales performance
• Do we understand the difference between sales results and sales performance
• Do we know what type of sales performance we are looking for
• Do we have a thorough and relevant competency framework for our sales people
Remuneration & Reward
• Do we run regular “fairness checks”
• Is our R&R system completely transparent
• Do all our sales people have personal plans that help them to maximise their earnings
• Do we regularly engage the sales team in the target setting process
• Do we have a system of rewarding performance as well as results
Sales Skill Development
• Do we have a meaningful set of competencies for sales
• Can our sales managers still sell to a very high level (without resorting to rank)
• Have we trained all our sales managers to be effective sales coaches
• Do we know who our sales mentors are and do we recognise their skills and efforts as mentors
• Do our training programmes cover all staff and do they reflect the changing needs of the marketplace
• Do we conduct regular and thorough side by side training in all forms of sales
Sales Skills Development cont’d
• Do we conduct regular performance appraisal (3 months)
• Do we actively review our sales story at least every six months
• Do we conduct skills refreshers at least every month
• Do we expect our our managers to develop their staff and do we actively reward them for doing so
• Do we have a spirit of friendly competition between individuals and teams
Job Satisfaction 1 Recognition and reward
• Do we have regular incentives and reward programmes
• Do we deploy our incentives tactically to develop the areas of sales performance that really need working on
• Do our incentives reward performance not just sales results
• Are our incentives fully inclusive, personal and fun
• Do our incentives create at least one different hero every week
Job Satisfaction 2 Values and Drivers
• Have we enquired formally and skilfully as to what people value about their work
• Do we link individual values and driver to personal development plans
• Do we have customer testimonials writ large through our building, our systems and our training and development programme
• Do we know how to recognise performance and to reinforce performance drivers in our business
• Do we have an idea as to the extent that sales people care about the product and believe in it
Systems and Feedback
• Do we have a real time sales progress system that measures and reports• Identification goals
• Contact goals
• Sales goals
• Results
• Do our sales people have enough information to create a high quality personal business plan
• Do we hold weekly sales team meetings
• Do we devote 80% or more of the time in these meetings to the performance rather than the result
Sales resources
• Do our sales resources tell the sales team that they are integral to the company success
• Do we have a clear sales story for each of our products and d
• Do we have well defined sales tools to help our sales people really be their best
Don’t over complicate stuff!
Q + Q+ D= Performance