Did you recently roll out a new sales org design, or are you planning to re-org in 2018? Here are the top 5 downstream focus areas you need to solve for to ensure your sales re-org will be a success.

Weeks and months of planning go into defining the optimal sales org design for your organization. Countless meetings and analysis comparing the benefits of hunter/famer, stratification, product specialization or other org designs. Time is spent defining the role SDR’s, Sales Engineers and other sales support resources will play. Modeling is completed determining the ideal headcount to cover the market. Once that is completed the work is done, right?

 

Wrong, defining the strategy is critical, but once the strategy is finalized the work is just beginning. The execution and downstream impact the re-org will create is where most re-orgs fall short. Below are the top 5 downstream focus areas you need to solve for to ensure your sales re-org will be a success.

 

  1. Territory Design / Account Assignments – Create balances territories by placing the right reps in the right territories.

     

Once the new org design is finalized the next step is to determine the ideal territories / account assignments for each rep. The goal is to create balanced territories using the account potential of each account. A rep capacity model will also need to be developed to determine how many accounts each rep can work. Next, the accounts can be assigned to individual reps. You will need to adjust assignments until balanced territories are created and your best reps are covering your best accounts.

 

  1. Account Transitions – Seamlessly transition accounts from previous owner to new owner.

     

The effort to pass an account from one rep to another cannot be overlooked. You must approach this effort through 2 lenses – internal and external. Internally, a document should be drafted by the current account owner which details all the important information the new rep will need to know. The new rep will also need to review notes in CRM, account plans and open opportunities to ensure nothing falls through the cracks. The account contacts should not need to explain things to the new rep that they already covered with the former rep. Externally, a communication plan needs to be put in place to ensure the account contacts are aware of the change and are aware of the benefits to them. For high value accounts this needs to be done on a call, while lower value accounts can be communicated to using email.

 

  1. Rules of Engagement – Define how different reps will work with each other in the new sales org.

     

How will different reps work with each other? What are the touch points and transition points between reps? Everyone needs to be clear of the roles and responsibilities of all parties involved in the sales process. This could be the SDR transitioning a prospect to the sales rep, hunters passing customers to farmers, sales engineers working opportunities with the sales rep or inside sales working with field sales. A full touch point analysis is needed along with defined rules of engagement to set the team up for success.

 

  1. Quota Setting – Set individual quotas for each rep leveraging the account potential of each account a rep owns.

     

Each rep will now have new accounts they are working – how will their quota be determined? Every rep should have a unique quota based on the potential of the accounts in their patch. Over assignment needs to be calculated at each level to ensure the bottoms up quotas align to the corporate objectives.

 

  1. Compensation Design – Ensure go forward comp plans are aligned to corporate strategy and new sales org design.

     

Odds are your current compensation plans will not work in the new sales org. Start with the why to determine what the new comp plans should look like. Why are we making this change? What are the metrics we are trying to impact? The new comp plan should be specific for each role and tie to the metrics you are trying to impact.

 

Now that you understand the 5 downstream areas of focus for a sales re-org download our Sales Re-Org Tool to ensure your re-org will be a success.

 

If you would like help executing a sales re-org, SBI’s team of experts can assist. Bring your leadership team to see a hand-picked team of experts in Dallas at The Studio , SBI’s executive briefing center.

 

Additional Resource

 

For additional help evaluating your sales org click here to take SBI’s Revenue Growth Diagnostic. This self-assessment helps sales leaders:

 

  1. Understand how to grow revenue through sales optimization
  2. Determine whether they’ve developed a prospecting methodology specific to their target customers and prospects
  3. Facilitate discussions with the Executive Leadership team on the value of building a custom, one-of-a-kind sales methodology that gives them an advantage over the competition

     

Sales Revenue Growth

ABOUT THE AUTHOR

Andy Hastings

Leverages expertise in operations, sales and marketing to implement new strategies that help clients make their number

Prior to SBI, Andy spent 8+ years at Constant Contact in a hyper growth SaaS environment. He brings significant expertise in direct sales, channel sales, marketing, operations and project management. Most notably, he delivered results on projects that included sales and marketing strategy, CRM design and implementation and sales productivity / enablement. Known as a problem solver who can quickly diagnose sales and marketing gaps, develop a strategy and lead cross functional teams during implementation resulting in organizations making their number.

Read full bio >