Building a top-notch sales force is a dynamic endeavor. It requires a solid foundation of leadership, market focus, sales process and on-going management. In Part One we addressed Leadership and Market Focus.

Many organizations have one or two of these critical components in place and wonder why results may be lacking. Is your sales force ‘fit’? Are your sales people thriving or just surviving? How would your sales organization measure up against the best in the business? If you’re serious about assembling a dynamic, results-oriented sales team, one of the easiest - and most affordable - ways is to take inventory of your current approach. Awareness is the first step towards improvement. The below checklist includes highlights from the full Top Line Sales Assessment.

Sales Fitness Assessment

SALES PROCESS

  1. Are key sales processes identified and documented?
  2. Do each of your sales people have an up to date plan for their territory?
  3. Do your sales people have a track record of success with executive relationships?
  4. Do you have an automated method to collect prospect and sales cycle information?
  5. Do account teams meet to share ideas and develop account specific strategies?
  6. Is there a process to ensure cooperation between sales and the other departments within your company?
  7. Does your sales process include an active referral and reference program?
  8. Can your sales people accurately forecast future business?
  9. Do sales people have the tools they need to do their job?
  10. Does your company have an on-going comprehensive sales recognition program to reward results?
  11. Is sales training an integral part of your on-going approach?

SALES MANAGEMENT

  1. Do Sales Managers have an easy way to track sales activity?  (I.e. appointments, demonstrations or presentations, proposals, orders)
  2. Do Sales Managers spend the majority of their time in the field?
  3. Do Sales Managers ‘add value’ to the client and to their sales people?
  4. Are Sales Managers seen as mentors and enablers to growth and development of their teams?
  5. Is there alignment in compensation from company priorities to sales compensation to Sales Manager compensation?
  6. Are Sales Managers aware of all the tools and resources that are available to help their sales people?
  7. Do Sales Managers have a systematic approach to decision making?
  8. Do Sales Managers have a systematic approach to problem solving?
  9. Do Sales Managers address performance issues in a pro-active, timely manner?
  10. Are Sales Managers responsible for customer satisfaction and employee satisfaction as well as sales results?

 

The above list can be overwhelming taken all at once. Many of my clients find it helpful to tackle one area at a time. As an example, focusing on referrals can generate immediate returns motivating you to move to the next area. Good luck as your strive to have the best sales organization in your industry.

Experience that translates into top line revenue:
Lisa Magnuson, founder of Top Line Sales, LLC, helps high potential and top performing sales people and business owners land larger deals, improve close ratios and expand business. As a respected sales consultant, Lisa works with clients to develop strategic sales plans and coordinates activities that allow her clients to bolster revenue, grow existing business, and connect to new customers. Contact her at Lisa.magnuson@comcast.net or visit her web site at www.toplinesales.com.