sales-force-optimization

Topics: Sales, Marketing, Customer service Pages: 34 (10729 words) Published: June 22, 2014
Sales Force Optimization: A Self Assessment

Glen S. Petersen

Copyright 2011, All Rights Reserved

Page 1

Sales Force Optimization: A Self Assessment

Table of Contents

Chapter 1 Introduction................................................................................................................ 3 Chapter 2 Sales Force Optimization........................................................................................... 5 Chapter 3 Trends That Impact Sales Force Performance ......................................................... 6 Chapter 4 Stakeholder and Customer Needs ............................................................................ 9 Chapter 5 Foundational Concepts and Terminology ................................................................11 Chapter 6 The Drivers of Sales Force Optimization .................................................................16 Chapter 7 Assessment Model Overview....................................................................................19 Chapter 8 The Assessment .......................................................................................................21 Chapter 9 Interpreting the Results............................................................................................32 Chapter 10 Innovation ...............................................................................................................33

Copyright 2011, All Rights Reserved

Page 2

Sales Force Optimization: A Self Assessment

Chapter 1 Introduction
The profession of sales has traditionally operated with a certain mystique, lending an aura as an art form. At some level, this mystique is probably accurate in that many sales organizations are often unaware of what is working and why. This condition is reflected in budgeting and planning processes where revenue increases are loosely tied to strategies and budgeting is extrapolated on history as opposed to cause and effect. Though these techniques have worked in the past, the competitive landscape is changing at a speed that demands insight and will penalize those who operate on hope. Success will be predicted on the ability to position a relevant value proposition and deliver said value at a superior level of profitability. These demands imply the ability to maximize the impact of the sales force, in other words, create and sustain optimal performance.

Historically, Chief Sales Officers (CSOs) have been held accountable for the following: • Achieving a revenue target
• Successfully launching new products
• Acquiring new customers
• Leading the sales force
• Expanding business with existing customers
• Increasing market share
• Developing people
• Managing sales expense
• Being a cheerleader for the sales force
• Being a senior level contact for customers
• Championing the needs of customers
Though these responsibilities remain important to the CSO, organizations increasingly need more insight regarding customer needs and business models to effectively create competitive strategy and tactics. Sustained success will depend on the ability of organizations to outinnovate competition. This implies more than simply new products and services but the entire mode of doing business. Where is the insight to make such transitions going to come from? The CSO must be in a position to provide input to this process and have the ability to morph the sales function into the value add capacity demanded by new strategies and do so while optimizing performance. This is a quantum leap in capability for any CSO and it will not be accomplished without establishing tools and disciplines today that form a foundation for the future.

These challenges are significant in their own right. However, there is a bewildering layer of technology that offers opportunities while injecting equally potential dangers. Watching events play out may not be a viable option in the future. Insight and action are the operational...
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