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The best thing to do to keep this from happening is to break your sales team into manageable sections; strategy, structure, people, process. Each of these pillars represents the critical parts of sales and are the only focused areas salesleadership controls that can move the number. Is it working?
hire a two new sales reps. redo the salesprocess. change the sales strategy. promote a new sales manager. create a salesoperations function. establish and inside sales team. build an outside sales team. create a team evaluation process. You can’t just. implement a new CRM.
A company may get lucky and hire someone who naturally does this, or got the training in another job, but it’s a management responsibility to create the structure and discipline in the salesprocess. If management can’t be bothered to get their act together, can we really fault sales people/team? SalesLeadership'
Allowing Sales Reps to Become Operators : There are always going to be people within an organization who will ask for help from the sales team. Reps do operational work when there are issues where a salesperson’s competency with customers can make the difference. Essential Reading!
If you’re operating from an old school view of the sales cycle, you’re leaving money on the table. Sales will take longer. Sales cycles aren’t linear. Sales people don’t get stuck, they just keep working, putting in a lot of effort (moving up) and wasting time not getting any closer to the sale.
@keenan quotas set up negative reinforcement, the best commissioned sales people never pay attention to quotas, they just “go for the gold!” Quota is a KPI, can’t see how any functional unit can operate without targets. ” From: @keenan (me). laurencsheil what’s “the gold?” From @laurencsheil.
Outdated Approach : If your approach to sales is from 1988 (or even earlier), it is obsolete and of limited effectiveness. If your salesprocess and methodologies haven’t kept pace with the changes in the business environment, your results will suffer. There is no territory or account planning.
We suck at planning. It’s the end of 2012 and most of us are spending countless hours planning for 2013 and we suck at it. Maybe this is why, in spite of best efforts, most planning efforts are a waste of time, producing very few results. Most plans end up on a dusty shelf. I’m not making this s**t up.
Because you are a consultative salesperson, it’s not only your responsibility to provide your client with the best advice about the decisions they make, but also to help them with a salesprocess that allows them to make a good decision about their future, one that allows them to gain the support of their team, and one they can execute.
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