Applying New Approaches To An Old Team
By Adele Crane
Can you increase the performance of a sales force when they already seem to be working hard? The team are making quota but can they still deliver significantly more growth without burning themselves out? Through the numerous business reviews I have conducted, I have identified the following traits as common issues within the Selling Function where past practices are being followed.
These are all traits that have been carried on and unchecked by executives as they are considered to be ‘the way sales forces operate’. Their source can only be presumed to be past incumbents or traditional teachings from a bygone era or maybe a lack of exposure to other professional sales forces. They may have grown with the business comforting in its success to date, so there is no need for dynamic change. The remedies of these problems, if identified, usually become points on a wish list but how differently would executives think if they realized the opportunities and revenue being lost through inefficiencies. Regardless of past successes, new products and competitors are continually succeeding your business however the pressures of this are not usually felt until a few years down the track when it is too late.
In the book “Improving Sales Force Efficiencies” it takes you through each of the contributing factors you need to address to not only make your team more effective, but also deliver growth. It raises questions regarding many of the traditional approaches to sales forces, provides you with case studies that you may relate to, be currently experiencing or about to be subjected to. It demonstrates that there is not quick fix or maybe just some training or a new CRM that will counteract changing markets.
Challenging the most fundamental tradition in sales forces shows where potential gains through implementation of efficiencies begins. Over the years, a strong tendency persisted within organizations to operate sales forces based on the individual’s knowledge and longevity – notwithstanding that this long-held knowledge is not actually recorded anywhere, allegedly because there is too much of it to document. ‘Knowledgeable’ long-term sales personnel have been traditionally perceived as making a high value contribution and one that must be respected and retained. They did not require systems nor reviewed efficiencies as they ‘knew what to do’. Directors felt comfortable with a person deemed to be the industry expert; the industry stayer with many years of nurtured relationships to draw on to support the sales effort. They have been part of the company for such a long period of time that they cannot imagine any other method of operation existing.
Salaries and resources are being stretched, customers are loyal and business is great but top line results are still not showing and new business is more difficult to secure. You then realise that your sales force have control of your business through the knowledge, relationship and ‘know-how’ they tacitly possess on operating your business. Departures are now the greatest threat to your business security.
How do you address the problem? What approach is needed to extract this tacit knowledge amicably? Attempts to gather information or make changes are met with hostility and defensiveness. How do you move forward in commercially realistic time frames?
"I have noticed that these change-resistant sales individuals are often lacking in real sales ability and have purely survived through business longevity.
Well behind in sales education and currently practices, they are the main cause of stagnation. Scary as that may sound, you will find there is only one or two real sellers in the team and the rest have been over reliant on longevity and products that had a good differentiator in the early days."
In one assignment, I remember having to counsel the distraught owners of a company that their business would not suffer if the sales people left tomorrow. Despite their anxieties, they downsized their team from 16 to 5 people. Funnily, sales commenced to increase for the next 90 days as new hires were employed. Initially the sales were attributed to the previous team’s effort in the monthly sales cycle however sales kept increasing as months went by. The new hires were equipped with new approaches in account management including the improvement of customer-supplier relationships. The company achieved 47% growth with strong profits in the next twelve month period with only 11 sales people. Now that is sales force efficiency!
How was it achieved? Through the immediate implementation of measurement systems and Sales Intelligence, all contributing factors to the selling function could be tracked and effective decisions made. Systems of best practice conduct with accounts and planning tools were installed and how sales people should operate in the market. Everyone was consistently trained to those new methods. The standards of the company’s expectations were set in every detail of each staff members’ role. The team was then trained in how to sell in their specific market and given tools that would ensure new business acquisition. Customers were provided with new opportunities to assist their business with a sound business case that they embraced.
"Careful and timely implementation of the right tools, knowledge systems and information that is required to manage a successful and professional sales force proved to not only deliver efficiencies and bottom line savings but considerable top line growth.
Organizations have reported that with the implementation of integrated world class systems and processes, they experience a 20-25% increase in results with improved profit."
The book “ Improving Sales Force Efficiencies takes you through what is required if you are to make your company an efficient and formidable competitor in the market capable of maximising all sales opportunities in both existing and new business. It is a practical book for its logical and valuable insights into many of the fundamental barriers that organisations place in front of themselves that stop potential growth in the future.
“Improving Sales Force Efficiencies” is available through www.amazon.com in Europe and USA or directly with Sales Focus International. www.salesfocusintl.com
Adele Crane is a world renowned business consultant with over two decades of experience in cultural change and has an outstanding ability in the diagnosis of business and individuals that contribute to change. Her clients span over many countries where she has effectively delivered change. Her ability to deliver significant change and results in 90-120 days is unprecedented combined with increases above 25% in growth during that period of time. Through her consulting business, organisations have access to that methodology directly or through partners.
©Copyright 2008 Sales Focus International