Sales Force Effectiveness Services

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					Improving Sales Force
    Effectiveness


                  Harley Goldstone
                  consultingrhg@gmail.com
   The Sales Force is the revenue making part of your
    organization – are you getting the best value for
    money?
   An Assessment
     Gives you an INDEPENDENT, time saving, insight into
      the company’s capabilities
     Provides a true baseline for planning and implementing
      change
     Can help identify incremental revenue opportunities
   Other functions in your organization are assessed
    regularly e.g Finance, Marketing. Isn’t it time you
    checked your Sales Force?
   Assess
    Carry out an assessment, within the Sales Force of a company,
      using quantitative and qualitative tools. This is based on agreed
      “what good looks like” parameters (skills, knowledge,
      environment, motivation, leadership) to measure one or all of
      the following areas:
           Sales Force Skills
           Coaching skills
           Message delivery
           Product knowledge
           Correct targeting and territory management
           Sales Force Sizing
   Advise
       Provide advice on how to design an action plan to increase
        performance in areas that need improvement
       Provide follow up to ensure implementation of action plans
   Whole Sales Organization (Baseline and
    consistency)
   Number of teams/BU’s
   One team/BU’s
   Product/s
   Particular skill (selling, PK, targeting etc.)
                         Initial discussion
                           with General
                         Manager and HR
                       leading to “food for
                              thought”

                                              1 week
                           Discussion
                         /proposal with
                          GM/HR on
                            scope of
                          assessment.


         Data collection & Field Work – 2-3 weeks
                          Interviews with
Questionnaire to               Sales
     Sales               Managers/BUM’s,
Managers/BUM’            Product Managers
                                                       Field Days
s and sales force         and Workshops
                             with Reps
          Completion of
           field work:
          data analysis




          Presentation of
          results to GM,
           HR and Sales
           Management
               team

End of                       Advising
Project                     Sales team
                             on action
                               steps

           On the job
          coaching for                   Follow up
             Sales                       assessment
           Managers
   An independent, professional and discreet
    assessment of your company’s sales force
    capabilities
   A written summary, including results of
    interviews, analysis of data provided and
    identification of strengths and points for
    improvement
   Improvement of your “Bottom Line” performance     $$
   Where requested, a detailed action plan to help
    improve sales performance
   Where requested, expert guidance in coaching
   Where requested, follow up assessment after 6
    months
   Organizational structure
   Sales Force Sizing
   Disruption
   Recruitment
   Sales teams capabilities
   Coaching
   Training
   Motivation
   Targeting, territory management
An organization not reaching plan for 3 rd..
consecutive year with a very high (50%)
turnover/disruption
   The Chicken and the Egg Question: is the organization not making plan
   therefore causing high turnover/disruption OR is high
   turnover/disruption causing the organization not to reach plan
Assessment :
    Detailed discussions with reps. , team managers and Snr. Management,
   as well as analysis of targeting, coaching skills and tracking policies led
   to recommendations on how to improve performance and motivation of
   sales organization
Results:
  Higher motivation, disruption reduced (25%), plan made within the year
                                                       Sales Improvement Tracker
Data input/Assumptions:
                                                                                                  Improvement in
                                                       Actual    Proposed         Difference      performance in one
                                                                                                  month
No. of reps in team:                                        10

No. of "A" Docs. visited per day per rep                    4           6              2                               150%
No.of calls where call closed with specific call for
action                                                      4           6              2                               150%

No. of "A" Docs. visited per month                          80        120              40                              150%
Income to Organization for 1 Prescription ($)               10


                                                                 Possible extra             400
                                                                 prescriptions
                                                                 per month

                                                                 Possible sales
                                                                 ($) increase          12,000
                                                                 per Q

				
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posted:9/1/2012
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