Questions For Your Salesforce

Yesterday, we discussed how we might approach action to take when faced with less than satisfactory sales and profits results. We looked inward first, making sure that leadership, direction, and focus were provided. Assuming they are, we might want to review our sales operation. With this post, & the next, we will do so by reviewing some additional questions to be asked. Your answers will determine how you proceed.

Do you have a strategic plan, or at least focus on HOW you want to approach your customers? It's difficult to measure how you're doing if you don't understand what the target is.

Do you have a professionally constructed marketing plan that supports your sales effort? Too often, marketing is carelessly done, or done with little or no budget.
Those who do not include a solid marketing plan are simply fooling themselves. If they are achieving good results, they are fortunate.

Does your sales remuneration plan support your Corporate goals? Sales persons are quick to understand how they can maximize their earnings. If goals and pay are in sync, everyone has the opportunity to win.

How are sales persons recognized for top performance? Most sales persons have large egos, and we should feed them regularly. Often times this costs very little.

Are sales persons consistently mentored, coached, and managed? I find that this is sometimes not the case, simply because it may be difficult, or require time that management has not provided for.

Are there adequate training resources available to assist with learning, improving core competencies, and complementing each others' efforts? Too often, areas for improvement are identified, then left to be handled individually.

Related to the above, is there structure in place for performance improvement programs, to ensure resolution, in place. Follow-up, with a timeline, is essential.

Is there a good relationship between customer service, order processing, & operations? We cannot get the customer what they want, when they want it, at the price they want it, and make a profit, unless everyone understands why. Communication, communication, communication!

Are sales persons measured according to Corporate goals? That which is measured is where the largest effort is made.

Are they held accountable? It is absolutely amazing to me how many times mediocre results are tolerated. Sometimes it is an aversion to confrontation; it might be a lack of management; or it can be a reluctance to change. Nonetheless, the feet need to be held to the fire.

Finally, and here's an interesting one, does top management spend time in the field with customers? Too often this is left up to the sales force. Customers and sales persons alike value the time given; and management then understands first hand what the issues are.

Now that we're on the right track with asking the right questions, we can look at HOW we'll go about getting the improvement we strive for. We'll continue with that on the next posting.