By Andris A. Zoltners Ph.D., Prabhakant Sinha Ph.D., Visit Amazon's Sally E. Lorimer Page, search results, Learn about Author Central, Sally E. Lorimer,
Revenues strength effectiveness drives each company's luck, yet conserving a revenues association on the most sensible of its online game is a continuing problem. As specialists within the box, Andy Zoltners and Prabha Sinha have helped revenues leaders all over the world ideal their revenues process, operations, and execution. Combining strategic perception with pragmatic suggestion, construction a profitable revenues strength presents present and aspiring revenues leaders with cutting edge but sensible ideas to some of the commonest concerns confronted through today’s revenues organizations. The publication indicates readers easy methods to: examine how strong their revenues strength particularly is • establish revenues strength development possibilities • enforce instruments and procedures that experience quick influence on revenues effectiveness • allure and continue the simplest salespeople • layout incentive repayment plans • set targets • deal with revenues performance • encourage the revenues strength With sensible recommendation and case experiences of businesses that experience conquered even the main difficult hindrances, development a successful revenues strength will allow each corporation to force revenues and remain aggressive.
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Extra info for Building a Winning Sales Force: Powerful Strategies for Driving High Performance
Example text
Once the Performance Frontier salespeople have been identified, sales leaders need to understand the reasons for their strong performance. The answers are sometimes evident from the numbers. A high 38 Building a Winning Sales Force performer may work more days, make more calls, or allocate effort in a smarter way than an average performer. However, the reasons for performance differences are frequently qualitative. A high performer may be more motivated, have stronger selling skills, or engage in behaviors that are particularly effective with customers.
Of the more than 700 executives who have responded to our sales force issues questionnaire, 65 percent attributed effectiveness concerns to a specific driver (see Chapter 1). However, sales leaders who look for sales effectiveness driver solutions too quickly often focus on those that are highly visible (such as compensation), that are nonthreatening (such as training), or that offer new hope (such as customer relationship management [CRM]) rather than looking for the drivers that are the true source of the problem.
Certainly in many situations, compensation, training, and CRM are linked to effectiveness and can be key parts of the solution. But solutions very often lie in sales effectiveness drivers that are less obvious and more difficult to change, such as culture, leadership, sales force structure, or recruiting—areas that are easily overlooked by sales leaders who are looking for quick solutions. 32 Building a Winning Sales Force A word of caution for sales leaders who feel that they have identified troublesome sales effectiveness drivers through intuition alone: Double-check your assumptions and challenge the validity and completeness of your explanations before you draw definite conclusions.