how to improve your sales force performance?
TRANSCRIPT
The checklist is based on research projects trying to
identify what causes some sales people to perform
better than others?
Sales People Characteristics: Personality
EXTROVERT
OPENESS
CONSCIENCOUSNESS NEUROTIC
AGREABLE
Which personality traits are
significantly different between high and low performers?
Conscientious Sales People are
more likely to become high performers
Let’s get this finished!
Sales People Characteristics: Personality
Extroverted Sales People are more
likely to become high performers.
Sales People Characteristics: Personality
Sales People Characteristics: Motivation
Need to Achieve
Need for POWER
NEED for AFFILIATION
INTRINSIC MOTIVATION
EXRINSIC MOTIVATION
What motivational factors significantly
underline the difference between
high and low performers?
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: Motivation
Sales People Characteristics: Knowledge
PRODUCT
MARKET
CUSTOMERS COMPETITION
EXRINSIC MOTIVATION
What types of knowledge do high
performers have that is significantly
different from their low performing
colleagues?
Sales People who are very
knowledgeable about their market and their direct competition, are
more likely to become high performers.
Sales People Characteristics: Knowledge
On average, high performers work 30% longer than their low performing colleagues.
HIGH PERFORMERS
AVERAGE PERFORMERS
LOW PERFORMERS
38 54 Working hours a week
The Sales Activities
High Performers are more skilled at
identifying, qualifying and developing new business opportunities than their low
performing colleagues.
The Sales Activities
Sales Management: Activities
DIRECTING
MONITORING
COACHING PERFORMANCE REVIEWING
EVALUATING And
REWARDING
Which sales management
activities are more likely to lead to
better sales performance?
Sales Management: Activities
High Performers have
more frequent and
better performance
review sessions with their
sales managers.
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.
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: CRM Technology
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
INTRINSIC REWARDS
STRETCH TARGETS
REWARDING RESULTS versus
BEHAVIOUR
REWARDING QUALITY VERSUS
QUANTITY
Which type of rewards are likely to lead sales people to
perform better?
High Performing sales organisations
expect 90% of their
sales force to achieve their
target.
Rewarding: Target Setting
1 10
On or ABOVE TARGET
BELOW TARGET
High Performing sales organisations reward
the quality of the
activities equally to the results
Rewarding: Quality versus Quantity
High Performing sales organisations
reward team based selling and
the exchange of best practices.
Rewarding: Behaviour
This worked for me.
That is a good IDEA!
Management
REWARD SYSTEM
EVALUATION PROCESS
CUSTOMERS and TERRITORY
ROLEs and RESPONSIBILITIES
What are high performers more
satisfied with than low performers?
Outcomes: Satisfaction
High performing sales people are more satisfied and have better relations
with their
management.
Outcomes: Satisfaction
High performing sales people are more satisfied
with their role and responsibilities.
Outcomes: Satisfaction
High performing sales people are more satisfied
with their rewarding and evaluation
process.
Outcomes: Satisfaction
Checklist: Sales People
1. 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 : Management
4. 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 : Organisation
7. 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, the research behind it and the tools available to assess your sales
force performance?
Visit my blog at: regislemmens.blogspot.com
Or contact me at: [email protected]
graphics are designed by the JAM