Scott Tapp is the executive vice president of global sales, marketing, and field operations at PGi. He recently spoke with SBI to share his secrets to flawless sales execution. It’s an eight-step process.
/1 Hierarchy of Objectives How does Tapp cascade high-level corporate objectives into the field? “I look at alignment in two critical ways,” he explains. “First, we apply constant communication; and second, we align compensation that drives behavior to help us execute our key goals.”
/2 Daily Progress Tracking Objectives must be converted into KPIs that can be reported to keep track of daily progress. PGi looks at uptime indicators, service levelers, and care and support KPIs.
/3 Daily Behavior “I expect the sales line managers in the field to be communicating, coaching, and driving their reps’ activity on a daily basis,” says Tapp. Constant process improvement allows their sales team to know exactly what they’re doing every day of the week.
/4 Weekly Sales Meetings During a weekly call, the PGi sales leadership team discusses recurring themes from the previous week and drives some type of training around them. This creates understanding and strategic alignment across the sales team.
/5 Monthly Sales Meetings “We’re now broadcasting monthly reports and scorecards from each product level into our functional groups,” Tapp explains. With that information he can better drive execution, and understand where to invest resources for continued success.
/6 Quarterly Business Reviews How does the company rapidly iterate its strategy at the corporate level based on feedback? For Tapp, it’s all about the customers. “Our goal is to make sure our customers are actually coming up with the ideas that we drive into our organization.”
/7 Annual Planning Process Each year, the organization develops an annual operating plan. PGi starts with key themes and topics. From there, they look at execution to drive the operating plan.
/8 Multiyear Strategic Planning The organization also must decide on big strategic issues over the long term. During this multiyear strategic process, Tapp and his team determine their reason for existence. And who they want to be when they grow up.
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