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On a scale of one to ten, how effective is your company’s sales force? On the same scale, and if you are a vendor selling indirect, how effective is the selling capability of your resell partners?

And before you respond don’t just think of the quarterly or annual sales figures. While achieving 105% of the sales target may appear to be a clear demonstration of the effectiveness of the sales force, it may reflect nothing more than the ability to squeeze a bit more power from, frankly, an inadequate selling machine.

So what should you do to make your sales force more effective? Go out and buy successful and aggressive sales personnel? Provide greater value sales incentives? Continually harass the sales force until they drive incremental sales? Well, all these tried and tested approaches can deliver positive results but, if you are really looking to establish a really effective sales force, you need to look beyond these more obvious approaches. That is where we can help.

We have developed an Excel-based software tool that quantitatively measures the effectiveness of a company’s sales force so allowing the company’s selling power to be benchmarked and showing where improvements are most required to increase selling power.

The business tool contains an array of data fields specific to sales and sales related issues grouped into seven categories: sales activity, customers, sales performance, sales strategy, organisational characteristics, sales management process and support technology. When these data fields have been addressed by checking the appropriate tick boxes, embedded determinant algorithms interpret the input and display the results in an easy to comprehend ‘radar chart’.

The seven spoke radar chart displays a quantitative measure of the key sales attributes enabling the company to objectively view its sales force performance and recognise where improvements can to be made to increase selling strength and market performance.

By seeking responses to the various issues listed under the seven sales categories, the company is required to take a holistic view of its overall sales activity - and not just the sharp end elements such as the performance of the sales personnel or attractiveness of incentives. By doing so it should come to realise that a competitor that is outperforming it does not necessarily just have better sales personnel, but better processes, better disciplines, greater customer awareness, an enabling infrastructure and all the other attributes that influence sales force effectiveness.

If you would like to learn more about measuring sales force effectiveness tool, simply contact us using the details provided.