Sales force excellence is equal parts talent (people) and equal parts performance conditions. Do you have the right performance conditions in place? Performance conditions are defined as the environment in which I place my sales talent.  A few examples of performance conditions are:

 

  • Segmented territories with Ideal Customers/Prospects clearly identified
  • Quotas and Compensation plans tied to individual territory potential
  • Sales Management Curriculum and Certification Program

     

VPs of Sales are suffering from an age old belief that sales training will move the revenue number in the shortest amount of time. Our firm benchmarked over 1,100 companies and 83% had committed dollars towards sales training. The impact of time and money spent on sales training can be positive; we are huge fans of properly designed, customized sales training. We have seen a greater revenue lift when organizations focus on improving their performance conditions.  

 

It’s difficult to grow revenue faster than your industry’s growth rate and faster than your competitors. Leverage the How to Make Your Number in 2018 Workbook to access a revenue growth methodology to hit your number quarter after quarter, and year after year.

 

Optimal performance conditions will allow the sales strategy to come alive. Below are 3 examples of how this problem is misdiagnosed every day. Perhaps one will resonate with you? Each example I will cover the problem, misdiagnosis and what the potential performance conditions problem could be.

 

Problem 1 — Average Selling Price has eroded over the last 2 years and you are not generating as much net profit on each deal.

 

Misdiagnosis: Reps are moving to price too fast and need to “sell higher”

 

Performance Condition Problem: You are approaching the customer segment with the wrong channel; the customer no longer values face-to-face selling and you can sell via inside sales. Less expensive,  more efficient and greater coverage opportunity for this customer segment.

 

Problem 2 — Win Rates have dropped; same competitors are beating you  more in head to head deals than they were 2 years ago.

 

Misdiagnosis: Reps need to be trained on competitive selling and handling objections.

 

Performance Condition Problem: Your Ideal Customer has changed due to gaps in your product or service portfolio. Re assess the attributes of an Ideal customer (size, industry, geography, etc) and the types of problems they are having

 

Problem 3 — Quota attainment has dropped 5% per year over the last 3 years due to increased sales cycle length and deals getting stuck.

 

Misdiagnosis: Train the reps on building a stronger business case to accelerate sales cycle velocity

 

Performance Condition Problem: You have increased quota each year without paying attention to territory potential. How can a rep with 2MM in potential and a rep with 5 MM in potential each have the same quota? Or perhaps the quotas have increased but the sales team is not provided leads? They are wasting time prospecting and qualifying, not selling.

 

Action Item

 

Have expectations gone up and left you wondering if you can make your number? Here is an interactive tool that will help you understand if you have a chance at success. Take the Revenue Growth Diagnostic test and rate yourself against SBI’s sales and marketing strategy to find out if:

  • Your revenue goal is realistic
  • You will earn your bonus
  • You will keep your job

 

Rev_Growth_Diagnostic_1.2

 

 

ABOUT THE AUTHOR

Matt Sharrers

Leads the firm's focus on the CEO’s role in accelerating revenue growth by embracing emerging best practices to grow revenue faster than the industry and competitors. 

Matt Sharrers is the CEO of SBI, a management consulting firm specialized in sales and marketing that is dedicated to helping you Make Your Number. Forbes recognizes SBI as one of The Best Management Consulting Firms in 2017.

 

Over the course of nearly a decade at SBI, Matt Sharrers was an instrumental early partner guiding SBI as the Senior Partner. Matt’s functional responsibilities included acting as the head of sales where he led SBI’s double-digit revenue growth, and was responsible for the hiring function to build SBI’s team of revenue generation experts.

 

Prior joining SBI in 2009, Matt spent eleven years leading sales and marketing team teams as a Vice President of Sales. Matt has “lived in the field.” As a result, he is the foremost expert in the art of separating fact from fiction as it relates to revenue growth best practices. CEOs and Private equity investors turn to Matt’s team at SBI when they need to unlock trapped growth inside of their companies.

 

 

Read full bio >