Below is a list of questions to ask when evaluating your Go to Market Strategy.

 

  1. Is my sales force optimally configured to grow revenues? 
  2. How do we become more efficient without jeopardizing our revenue stream?

 

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How many times did you answer ‘No’?  Take each ‘No’ and determine how it is impacting your organization.  Every question above can have multiple downstream effects on your sales force.

 

For example, a study by the Sales Executive Council found that in 2010 the median span of control for a sales manager was 8 (the average was a little higher at 9.84, basically at 1:10). In 2008, the median was again 8. In 2007, the median span of control was a little lower at 7.4. 

 

This evolution is understandable considering the economic conditions during that period.  Organizations naturally tried to become more efficient during the economic decline and Sales Managers were tasked with leading larger teams.  How many of these sales organizations have looked at recalibrating their Sales Manager responsibilities to become more effective?  How does an increased span of control affect their ability to effectively hire, train, coach, and develop their direct reports? 

 

Once you determine where the gaps exist in your Go to Market Strategy, ask yourself, can I afford to ignore this problem?  Is the problem related to hitting our revenue goal?  If you want more information on how to correct your organization’s gaps please let me know.  Address the holes in your sales force structure to enhance your Go to Market Strategy.

 

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ABOUT THE AUTHOR

Scott Gruher

Orchestrates and designs the perfect project strategy, one engagement at a time, to ensure that every SBI client makes their number.

Scott joined SBI in 2010 with years of hands-on experience in sales leadership and enterprise selling. Since his arrival, he has helped dozens of organizations dramatically accelerate growth, from Fortune 10 organizations like Phillips 66 to fast-growing cloud service organizations like InfusionSoft. Scott specializes in cross-functional alignment. He helps leaders align around the growth goal and design the right processes to bring the strategy to life. His unique combination of real world experience and a pragmatic approach to problem solving have made him one of SBI’s most demanded resources.

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