I first worked with the customer back in 2011 when they were fledgling companies with only a handful of resellers. They took the opportunity to expand and upgrade their operations in 2013 and 2014, and I received the call from them last week.
"Helping us please Paul, we are struggling to keep momentum, our earnings fall and our calls are down, can you come in and help us call our current customers to increase our revenue reach their goals?"
"Of course I can make myself swing later this week and we'll talk about it."
After an hour or so talking and chatting all the way through, I became very aware of providing training so that dealers could call In orphaned clients, to create a new business was apparently not going to work. Initially the reason was that they would find the rejection of these so-called calls unbearable and as soon as the phone started calling again, they would again cease to be proactive.
"How do you measure them?" I asked. "They each have a £ 7,000 monthly bid," he replied. "Good, what are their KPI standards (Key Performance Indicators)?" I continued. "That's it – £ 7,000 a month and we show it on the Z chart right here on the wall".
Clearly, they were targeted and pushed for the final figures – monthly earnings. It was on the wall and you could clearly see who was doing well and who was struggling.
I continued with my questions. "What are you talking about in your sales contracts?" "We have them every Monday and we talk about their goals and their achievements and what they will do to improve." "
By the way this is a classic error in sales management. Focusing on goals and final figures does nothing to help the salesperson do better. It just jumps on the pressure, but many sales managers only measure this way and harass people
I continued. "How do you manage your second team?" "It's hard to do many other things because we don't have time, that's why we want you to get training."  And at that point, it became clear to me what had evolved, and my client had grown organic business in recent years, hired some new dealers and now had 10 salesmen, but my client, who was CEO, continued sell to the higher net customers they had been dealing with for many years, so there was little time to do something other than pursuing them when they were not on the market.
Do you know this? Is it all before?
On a busy market, when your marketing company is creating lots of new ways, and the phone continues to ring, you can get away with it. But when things are against you, for example, a quiet season, marketing fails to lead, the race is raining on your parade or recession … you really need to tighten your performance sales management. My client had not taken any of the measures recommended above. They had an effective marketing event, though seasonal. They had a boom in the market and the economy grew by a 3% increase in GDP year after year. They had little competition in mind. Their case was enlargement. They wanted to expand their business, hired new salespeople and rented a new office space with shiny new equipment and software.
They had grown up and matured and I realized that they needed success with a successful sales aid. Allow me to explain what is needed to help them achieve their goals and continue their business, because they are now bleeding money.
The performance circle
Let's look at each area of the circuit and see what the vendor needs to do to complete the entire circuit. It's the first point to make. This growing company needs a sales manager, someone who can provide guidance and a decision to see it through. To manage a group of 12 sellers could easily keep a full time person busy. And they need to manage; My client had neglected this because they were so busy.
Policy and Objectives
Develop your purpose, value, culture and overall business goals. The value of a proposal comes in here when you are clearing what you are talking about, your market place and the bid you get on the market.
Determine your way to the market, how you can keep coming in new customers, selling these customers and maintaining relationships with the same customers, so that they will come back to you when they need you again.
Engineer how and what this process looks like. We call this the sales process, it's important to have one, and you decide how accurate it is. Be careful not to fall into the trap to let your dealers loose their wheels through the sales operations. Of course, they need to bring their personality, skills, and instincts into sales, but they must follow the pattern or process you put out.
Next comes your KPI. Of course, you have sales revenue goals, of course you will. These are known in business as manufacturing, legal, or simply simple – the numbers. Do this, but pay more attention to other KPIs that will drive performance. Take a long look at your sales process and determine which activities need to happen to succeed and achieve your goals. Call suggestions, first meetings, written proposals etc. You can create these KPIs and concentrate on their quantity if you want, but better, however, consider how you can evaluate their quality.
For example, a caller command. You can have a CPI of 10 a week if you wish. I would also like quality to be measured, ie. for each 3 calls, 1 command is made. This 3: 1 ratio will be KPI in its own right.
These are known as activities and guides. What happens is done, as the phrase goes. Strive for less emphasis on goals and revenue figures, and more emphasis on myriad KPIs that affect performance. As long as the activity takes place with the necessary skills, the numbers will end in the other end.
It's a brave decision to focus on these and not the sales numbers, but if you do, you're well on your way to success in the circuit.
Share your goals and plans
When I asked customers to help with the restructuring of sales processes and KPIs, I have always started with the term "ownership". The people who want to buy in all these are your sales team members, so ask them to create the sales process and determine the various KPIs they need to succeed. The idea and process are simple and very effective.
Communication goals annually, quarterly and monthly. Gain the acquisition of goals and finesse this by creating an incentive environment for them to operate. Motivation is internal, it comes from within. For dealers, it is about recognition, opportunity to meet potential, demanding and exciting work and continuous development. It's not about salaries. The award encourages them, but they expect this and more of it will not necessarily provide an incentive environment for them to excel.
Awards are made with other sanitary elements, such as working conditions, management style and communication with others. You must get this right before you can really encourage your team to do it.
I will mention training here. If any of the performance goals are not achieved due to a lack of skills or knowledge, then vendors report that you have planned a training plan throughout the year to help them achieve those goals. This is a great incentive, enabling you to ensure success and cost of training can offset the revenue you receive when goals and goals are met.
Cases and screens
My client had a large whiteboard on the wall that measured the sales results day by day and also the impressive year overall as a Z Graph. Permissible, this is very revealing, adequate for the executive, and quite stressful for sellers who saw this only as a way to drive their performance.
Your CRM system will underpin any measurements, so build on these KPIs and measure them. Keep an eye on the KPI and share this with your sellers. Put them on a whiteboard, if desired, or on the "dashboard" that is in your CRM system. These are clues and will not tell you the whole story. Remember, I mentioned that if your sellers make these KPIs and bring the necessary skills, they will beat their numbers. It is a necessary skill you want to follow. And that's where training comes in.
Field visits are the answer where you follow, give feedback and coach. Take a look at the sales process and create some kind of observation aid that you can also use in a new recruitment training.
Gain forecasts from your salespeople to measure and compile milestones that measure revenue or goals in the short term.
Regularly make one yourself with your salespeople to discover how they are doing and to identify problems or problems that you can help with. Have a recommendation for their KPI and other features you recommend.
Review of Performance
Former activity was essentially monitored and monitored; now we want to review results. It is very easy to say that they do not reach a goal, but this is only to focus on the production which is too late, because we call it legal light. Performance against activities needs to be accounted for here as well as KPIs that determine the amount or quantity and quality of KPIs.
Of course, if performance is good or exceptional I would not correct it but I would pat it. Remember, people are grateful for recognition, so be sure to offer it. I'm going to go against the grain now and say that this visa also needs to be made in private ownership not publicly – it's just too embarrassing for a salesperson involved and just winds everyone up. Therefore, do it privately.
It is also private property that you should give an opinion on negative results, because we have performance meeting meetings at least monthly.
Accepting in common what you can do to improve performance, here is a list to remind you:
- Training in all likelihood – shading, working conditions, workshops, reading, videos and podcasts.
- Advise if the reason for performance is the Inner Game
- FISH to find out the cause of the performance operation
- PLAY it out if they do not see it themselves. Especially if the issue is attitude is not capability.
- Inject something new into an inspiring environment you provide.
- Bring someone else
My final material is a sales meeting. I haven't mentioned it before because most people are poorly run. A true outlet should be all about helping the team beat the numbers. The role of sales manager, the core reason for being, is to reach your company's sales goals through the team at your disposal. Such sales meetings should include activities that include training, training, role-playing, ideology, and best practice practices. It's not a place to check the sales results and ask them what they want to do to improve.
It's just counterproductive and the motivational.
This is my drawing for what a good sales manager needs to do. My client needs to do all this and he will see that his business performance improves and remains stable. He can surely increase his business as he now values the value and true role of sales manager.