sales reporting

Why are so many of us in sales still spewing out product garbage, too soon and too often?

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It’s crazy to me that we still need to coach sales people not to sell on product. I was just reviewing some old books on my shelf and came across the gem, The 7 Habits Of Highly Effective People by Stephen Covey. This book sold millions and has been talked about for decades. It was published in 1989 by Simon and Schuster, 30 years ago.

Here you go, page 244, “An effective sales person first seeks to understand the needs, the concerns, the situation of the customer. The amateur salesman sells products; the professional sells solutions to needs and problems. It’s a totally different approach. The professional learns how to diagnose, how to understand.”

“It’s a totally different approach” – Yah  30 years ago it was!!

I realize that today we are also striving to advance the conversation to insights and value creation, and helping customers with ideas and scenario’s that they perhaps havn’t even thought of.

We still need to help customers solve their business problems by developing outcomes for them that resonate and are meaningful for their business and for them personally.

It’s curious to me that many sales consultants and thought leaders talk about this as if its new thinking.

I remember a family friend who sold for a paint manufacturer, yes paint. He traveled all over Canada selling paint. He was a good friend of my dad, and I was just a kid at the time. So this was 40 plus years ago.

I’ll never forget him talking about selling in our living room, smoking his pipe (yes he was smoking a pipe-not very popular these days). He talked about helping his customers, he never talked about the product.

Why are we still even having this conversation?

Because reps astonishingly, are still doing it.

Lets make 2019 the year we pause, think, ask questions, sincerely care about the outcome, and listen, I mean, really, actively, listen.

I help coach professionals on this topic among others on a continual basis, yes its still an issue.

It’s very rewarding to see them make the shift into outcomes and how they see very quickly that it changes the whole dynamic of the conversation they have with their clients in a positive way.

Please feel free to comment on this topic and join the conversation.

For more information and insights in regards to coaching and other sales organization thoughts refer to my website, www.streetsavvysalesleadership.com, you can also order my book, The Street Savvy Sales Leader, A Guide To Building Teams That Consistently Win New Business.

 

Mark Welch

Founder

Street Savvy Sales Leadership

www.streetsavvysalesleadership.com

For individual sales or sales leadership coaching, workshops, part time sales leadership or contract work, advising, or speaking engagements contact me directly;

mark@streetsavvysalesleadership.com

Are You Having Productive One on Ones With Your Sales Team Members?

Photo by Daniil Silantey on Unsplash

Photo by Daniil Silantey on Unsplash

Are You Having Productive One on Ones With Your Sales Team Members?

A Brief Guide to Conducting Meaningful Sales Rep One on Ones

 

I have always had the practice of meeting salespeople one-on-one every week, even if it was over the phone. My experience is that even the most experienced and seasoned salespeople need and want one-on-one interaction, whether it be for encouragement, help with problem-solving, support with strategic thinking, assistance with call planning or reviews, or internal help, like guidance on collaborating to receive support from other departments.

Even if they know what they need to do, having someone to bounce ideas off is extremely helpful. The essential thing is that the manager needs to be able to add value to the sales representative—they need to be able to help in some way. If the manager doesn’t add or offer any value, the one-on-ones won’t be of any value and won’t be welcomed. In fact, the reps will do whatever they can to avoid the manager, as they will be viewed as a waste of reps’ time.

In my one-on-ones I would always have a specific agenda but also always left time open for free dialogue. The agenda typically included:

 

actions review from previous meeting

results (or the lack thereof)

funnel review and discussion

what needed to be done to move business forward

strategic account planning

help/resources needed

current or immediate known challenges or issues

potential challenges or risks

any coaching opportunities that may have arisen and not yet been covered

personal/career development discussion, if needed or requested

any actions requiring follow-up

open discussion that may surface items

 

You want to ensure that these meetings aren’t viewed as simply the manager’s way to get caught up and keep an eye on things so that they are seen as being on top of things for their boss. While it is certainly important to catch up, the focus should be on the actual coaching and value-add of the manager–sales representative discussion. It’s not about you the manager, its about the rep and how you can help him or her be the best they can possibly be.

During the writing of my book The Street Savvy Sales Leader, I went through the process of becoming a professionally certified business coach by the Worldwide Association of Business Coaches (Conducted by Shift Coaching, shiftcoaching.ca). It was an extensive process that included several interactive training clinics, a substantial reading list, role-playing, observing practice-coaching sessions and putting in actual real-time, practical coaching hours. In all, the certification entailed well in excess of 70 hours[LC1]  of effort.

I wish I had gone through a coaching process like this earlier in my sales management career, as I would have been a more effective leader and coach if I had. I would recommend becoming a certified coach (from a reputable organization) to any dedicated Sales manager. It will make you a more seasoned, thoughtful and respected Sales leader.

Again, actual coaching means that you need to develop consistent and regular conversations that serve to help the sales process and sales rep development. These conversations need to be planned and must link to what you are trying to achieve as an organization and the culture you are creating.

Any additional thoughts and ideas on one on ones?, Would love to hear them, it is so important and needs to be a priority in all Sales Managers schedule.

For more information and insights into sales organization imperatives see my website,  www.streetsavvysalesleadership.com , or to pre order my upcoming book, The Street Savvy Sales Leader, A Guide to Building Teams that Consistently Win New Business.

Street Savvy Sales Leadership offers individual sales or sales leadership coaching, workshops, contract work, advising, and speaking engagements.

If you have any questions or comments, please email me at mark@streetsavvysalesleadership.com

 

Mark Welch

Founder

Street Savvy Sales Leadership

www.streetsavvysalesleadership.com

 

My Garage Station Sales Preparation Aha Moment !!!

Photo by Fancycrave on Unsplash

Photo by Fancycrave on Unsplash

I just had an aha moment after needing my car to be repaired at a small family owned and operated service station in a small town of a population of 3,000.

I got to talking to the co-owner of the garage while I was waiting for my car to be finished. This couple  bought the business 3 years ago and they have tripled the business in that period.

Their customer service was impeccable, and you knew they treated their employees (perhaps 5  employee’s in total) like gold.

The co-owner explained to me that they paid their mechanic higher than any other mechanic in the region, gave him 4 weeks off a year, paid vacation, and supplied lunch every single day.

That mechanic treated the business like it was his own.

After my service was complete they went over in detail what they had done and explained to me that the parts were under warranty and that if anything goes wrong, let them know and they’ll make sure they fix it, they then gave me their card so I could call anytime.

The real point of my story is that the one partner used to be a sales person before buying this business. I mentioned that I was in sales to and had written a book about sales. She was intrigued and said she would buy one of my books for sure. There you go, I made a quick sale in the middle of nowhere.

She then went on to say that she knew how difficult it can be to be a sales person and her business receives calls all the time from sales people wanting her business. Whether it be for tools, insurance, cleaning supplies you name it.

Because of her experience as a sales person herself, she is particularly sensitive to sales people and makes sure that when they call she is kind and doesn’t just fluff them off.

The aha moment for me came when I learned very quickly that the sales challenges that I write about extensively are much more pervasive than I imagined.  Sure my book applies to all B2B business, but I really didn’t think in terms of this small an example.

She told me the story of receiving a call from a sales person asking to speak to the owner. She politely asked the sales person if they knew what the owner’s name was. The sales rep responded that no he didn’t know the name but wanted to speak with whoever it was.

She promptly hung up and told me, if a rep can’t even be prepared enough and do the research to know who the owners of the business are, they don’t get any time with me.

Here is a small b2b business owner, in a small town, far from any sized city environment, and she wants a better B2B sales experience. She wants more from sales people.

Just think of how important and how prepared you need to be in every sales interaction, and multiply that 10x for larger and more complex sales engagements.

Buyers expectations are higher than they have ever been, and I mean pretty much any buyer.

Do not underestimate the importance of preparing--if you don't prepare, be prepared to fail.

For more information and insights into sales organization imperatives see my website,  www.streetsavvysalesleadership.com , or to pre order my upcoming book, The Street Savvy Sales Leader, A Guide to Building Teams that Consistently Win New Business.

Street Savvy Sales Leadership offers individual sales or sales leadership coaching, workshops, contract work, advising, and speaking engagements.

If you have any questions or comments, please email me at mark@streetsavvysalesleadership.com

 

Mark Welch

Founder

Street Savvy Sales Leadership

www.streetsavvysalesleadership.com

The Top Three Challenges Facing Sales Organizations Today And What To Do About It !

Photo by Shane Rounce

Photo by Shane Rounce

This is definitely my most important post so far.

While companies all face different challenges, there are three universal ones plaguing the sales industry today:

1. The buyer’s journey has changed dramatically. There are now more decision makers in every sales situation; the buyer is busier, more knowledgeable and more risk-averse; the buyer’s expectations of the sales profession are much higher; and the decision process is more complex. Thus, it is harder than ever to move a buyer to make a change.

2. It is tougher than ever before to differentiate your offering. Companies and salespeople are struggling to stand out and truly offer something of sincere value in every step of the sales process to their customers in a very crowded market. Even if you have a product or service that can be differentiated it’s still tough to get buyer mindshare.

3. Sales reps are facing increasingly complex and time-challenging demands. Companies want more data (typically through CRM platforms), reps need to be more knowledgeable about their product and more prepared for every sales interaction than they ever have and there is greater pressure on reps to provide consistently higher sales. The reps may not receive sufficient support, so they need to work harder to balance increased internal demands against winning more sales.

 

So, here we have the perfect storm: a more complex and challenging customer environment, where more time is essential to properly prepare for each customer interaction; a proliferation of products and competitors that makes differentiation more challenging; and increased expectations for both sales achievements and non-selling activities.

 

My strident message to senior sales leaders and B to B executives and owners;

You absolutely cannot have your cake and eat it, too. Sales needs the time to focus on selling and, at the same time, the sales organization needs to close the gap between buyers’ expectations and the sales community’s skills and expertise.

So if you want to be a world class sales organization, give your team the tools and support they need and let your sales people sell. Do not overburden them with non selling stuff !!!

 

Creating a Best-in-Class Sales Team

I have witnessed firsthand these increased challenges in the marketplace and in the customer mindset, yet I believe sales remains an exciting and rewarding career. Despite what others may suggest, sales is not dead, it is evolving. And we in the field must adapt.

In order to meet business growth objectives, you need to overcome today’s challenges. The only way to do that is to build a best-in-class sales team. By best-in-class, I mean a sales organization built on a solid foundation that’s composed of a winning, supportive and collaborative sales culture; caring leadership; an effective hiring process; a strong sales process with robust analytics; proven execution; a customer-driven philosophy; and a mindset of continuous improvement and learning.

 

Below are the 10 imperatives that I believe are critical for developing a sales organization that will help you win in the marketplace and meet your revenue goals.

 

1. A well-thought-out, customized hiring process to find the candidates with the most potential to succeed.

2. A defined onboarding program and talent management system that will get your new hires firing on all cylinders as quickly as possible and keep them that way.

3. A finely tuned sales process and funnel management.

4. Appropriate key performance indicators, metrics and analytics to measure success.

5. Sales planning to ensure you are calling on the right targets and that your salespeople are focused.

6. Sales methodology to ensure consistency and effectiveness in the sales process.

7. Effective real-time coaching to help your salespeople be their best.

8. Compensation and reward and recognition programs that are aligned with what you need to achieve.

9. Change management, because change is here to stay.

10. A caring, high-performance culture where sales employees feel they are a part of something of value and where they can express themselves and collaborate freely in a team environment.

 

These imperatives will enable your sales leadership to create a best-in-class sales team, which will provide your organization with the best possible opportunity to win in the marketplace.

 

It is these 10 imperatives that my book, The Street Savvy Sales Leader is all about.

 

For more information and insights into sales organization imperatives see my website,  www.streetsavvysalesleadership.com , or to pre order my upcoming book, The Street Savvy Sales Leader, A Guide to Building Teams that Consistently Win New Business.

Street Savvy Sales Leadership offers individual sales or sales leadership coaching, workshops, contract work, advising, and speaking engagements.

If you have any questions or comments, please email me at mark@streetsavvysalesleadership.com

 

Mark Welch

Founder

Street Savvy Sales Leadership

www.streetsavvysalesleadership.com

Listen Up Sales Leaders; What did over 100 sales professionals express to me about what was important to them in receiving coaching?

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During the writing of my upcoming book (The Street Savvy Sales Leader, due out September 2018, Figure 1 publisher) I interviewed over 100 sales professionals one on one.

One of the questions I asked was to tell me about coaching that you’ve experienced in your sales career that helped make a positive difference for you.

Four main themes emerged over all others:

Number 1: Trust. The reps needed to know that their manager was genuine and sincere and had their best interests at heart. This meant listening to the reps, asking questions and being open to ideas and constructive feedback. If the leader was trusted, feedback was given  freely.

Number 2: It was important that the coaching was specific to each individual’s needs and goals. Reps wanted the coaching to be unique to them personally. They said they much preferred real-world, relatable examples to textbook scenarios. The reps also indicated that they were much more responsive to collaborative coaching rather than a directive style that simply told them how to do a task.

Number 3: Salespeople need coaching not only to come from a credible source but also to be credible. In other words, the Sales leader is leading by example because of their experience and expertise. The rep values the coach’s viewpoint and recognizes the benefit of creative new ideas and strategic account and sales call assistance.

Number 4: Coaching needs to be timely, even in real time if necessary, and relevant. The immediate application of coaching lessons leads to sticky behavior. Regularly scheduled coaching calls will reap benefits.

Below is a summary of coaching fundamentals that I believe are imperative to a successful sales coaching environment.

         1) Coaching practices need to be developed, supported and maintained company-wide.

         2) Coaching is about listening and asking questions; it’s about helping salespeople be self-aware and staying on a continuous path of learning.

         3) Managers need to gain trust in order to coach most effectively, and they need to genuinely care about their people.

         4) Coaching needs to be specific and relevant to the needs and goals of every individual.

        5) Expectations need to be set up front. What are the deliverables and expected outcomes?

         6) Coaching needs to add value and come from a place of credibility, experience and relevance.

         7) Good coaching should help salespeople stay focused.

         8) Coaching needs to be timely and have a regular cadence.

         9) Coaching should be hands-on. Time needs to be spent in the field.

         10) Not only are the best coaches creative and innovative, they also help their people think creatively and be innovative.

During the writing of my book, I went through the process of becoming a professionally certified business coach by Shift Coaching Inc (www.shiftcoaching.ca). It was an extensive process that included several interactive training clinics, a substantial reading list, role-playing, observing practice-coaching sessions and putting in actual real-time, practical coaching hours. In all, the entire certification process entailed well in excess of 70 hours of effort.

I wish I had gone through a coaching process like this earlier in my sales management career, as I would have been a more effective leader and coach if I had. I would recommend becoming a certified coach (from a reputable organization) to any dedicated Sales manager. It will make you a more seasoned, thoughtful and respected Sales leader.

Again, actual coaching means that you need to develop consistent and regular conversations that serve to help the sales process and sales rep development. These conversations need to be planned and must link to what you are trying to achieve as an organization.

 

I would love to hear your viewpoint on the coaching experience, please feel free to comment.

 

To read about other sales leadership topics or to increase your sales productivity check out my website www.streetsavvysalesleadership.com .

Mark Welch

Founder

Street Savvy Sales Leadership

www.streetsavvysalesleadership.com

For individual sales or sales leadership coaching, workshops, contract work, or advising feel free to contact me by email mark@streetsavvysalesleadership.com

 

Sales Metrics-Yes you need it but how much is too much?

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Metrics don’t replace the Art of selling,, they augment it.

I’ve interviewed many sales leaders, accountability around sales metrics was mentioned as a top priority. So, there is no doubt that leaders recognize how important metrics and analytics are in the maximizing of their sales team’s performance.

Sales analytics basically provide information for sales management to assess the sales and marketing efforts. The analytics can help with accurate sales forecasting, more sophisticated funnel management and trends, enhanced buyer knowledge, and performance by rep. They can also facilitate more meaningful coaching conversations by giving managers the data they need to help the reps be more efficient and effective. The balancing act here is to be able to surface the optimal type of information without over burdening the sales teams.

Part of the story is to ensure that sales teams have the support they need, and that they know the “why” behind the data. Any data that can be derived and entered without the need for a field salesperson should be done by sales support when possible. Keep salespeople in the field as much as you can. For data they need to manipulate, make sure it’s easy for them to manage and that they’re able to do it remotely using mobility tools.

 

“What gets measured, gets done.”

–Mason Haire, organization theorist

 

There is no question that sales management needs metrics in order make sure the funnel is as full as it can be and that the sales group is meeting the revenue expectations of the company; however, the amount and type of information required needs to be specific to the unique demands of different businesses.

It’s safe to say that metrics are equally important to the reps themselves, as they own the outcome. The best salespeople know where they stand at all times and what they have to do to be successful. For those who don’t know, it’s up to management to assist and coach in this very important area. It may seem quite intuitive how important this is, but not all sales management or salespeople fully appreciate it.

As Jeb Blount points out in his book, Fanatical Prospecting: “It is no different in sales. Elite salespeople, like elite athletes, track everything. You will never reach peak performance until you know your numbers and use those numbers to make directional corrections.”1

The important thing to keep in mind here is to pick the right metrics that will get you to where you need to go, and ensure you are only using metrics that are necessary. Overdoing metrics will overburden the sales force with activity—that will do nothing more than take them away from filling their funnel and closing more business. 

In determining what to measure its important to measure activity as well as the outcome of the activity. Some sales people will argue, how can you measure what you seemingly can’t control, such as a customer’s decision-making process? or when a deal closes?

The major priority behind sales is to influence the decision making process and to close new opportunities. Yes there can be pieces of the decision process that are difficult to measure and change, and we can’t always predict exactly when a deal is going to close. But it is our role as much as possible in sales to influence, change, and help with buyers decisions, and to close business. So we need to measure both, the activity we need to engage in, and the outcomes we are being asked to perform.

I agree wholeheartedly with Mike Weinberg, who stated, “You cannot build a sustainable productive, healthy sales culture without a laser focus on goals and results. And that’s especially true if you want to maintain a high level of sales talent within the organization. A-players want to be pushed, expect to [be] held accountable for exceeding goals, and won’t tolerate being micro managed.”2

While the metrics are important, it’s equally important how you measure and manage them. As mentioned, top salespeople don’t like to be micromanaged—and they shouldn’t be. But knowing what activity typically drives what result is mission critical. Where the management of these metrics becomes especially important is to manage to the individual needs of each sales person. Each person is different, and therefore, how you coach and manage each person needs to be different. The same goes for metrics: they need to be used, but they need to be used in different ways for different situations.

The importance in using data is not about micromanagement; it’s about helping the reps understand what they need to do in order to meet their objectives. If used in the right way, with the right kind of coaching, the use of relevant data will be welcomed by the sales force, as they’ll  know it will help them be more successful.

Some sales organizations opt to be granular about the reps’ activity. How many sales calls are the reps making per week on average? The old adage, “You can’t sell anything unless you’re actually talking to a customer” is very true. Whether it’s an inside sales role or outside only, the dynamic is the same; and, typically, it’s a numbers game. The more customers a sales rep sees and presents solutions to, the more sales that rep is likely going to make. The issue is how many sales calls are required to be successful, and this is where art versus science comes into the picture. Until you measure the activity and get some history, you’re guessing. You need data.  And of course, where the art comes into play, some sales people will require less activity to reach the same result as they are more effective than their peers.

In enterprise-level large companies with complex sales, it’s less about the number of meetings and other specific measures and more about strategic planning and action plans around specific opportunities.

Remember, one size does not fit all. Align what you are measuring to the role and against the outcome you are after.

I would love to hear from your viewpoint on this topic, please comment below.

To read about other sales leadership topics or to increase your sales productivity check out my website www.streetsavvysalesleadership.com .

Mark Welch

Founder

Street Savvy Sales Leadership

www.streetsavvysalesleadership.com

For individual sales or sales leadership coaching, workshops, contract work, or advising feel free to contact me by email mark@streetsavvysalesleadership.com

 

1)      Fanatical Prospecting, The Ultimate Guide to Opening Sales Conversations and Filling the Pipeline by Leveraging Social Selling, Telephone, Email, And Cold Calling—Jeb Blount, John Wiley and Sons Inc, New Jersey, 2015, page 37

2)      Sales Management Simplified-The Straight Truth About Getting Exceptional Results From your Sales Team, Mike Weinberg, Amacom, 2016, page 13

 

 

What is Sales Productivity and How Do You Measure It?

Photo by Toa Hefliba

Photo by Toa Hefliba

What is Sales Productivity and how do you measure it?

What gets measured gets done!

Sales productivity is one of the most talked about sales leadership subjects, so much so that I wrote a whole book on the subject. (The Street Savvy Sales Leader-due out summer 2018) www.streetsavvysalesleadership.com

How to do you get more out of your sales resources?

At its most basic level, it is about building the best sales teams you can possibly build;

have them work together collaboratively;

support them and coach them to the highest level possible;

help point them in the right direction and plan for success;

have a mindset of continuous improvement and learning;

don’t bog them down with excess administration and other extraneous reporting or management demands;

build a strong sales process with well defined analytics;

have a customer-driven mindset;

and build a culture where they can flourish in a trusting, and caring environment.

The answer to the question on what is sales productivity and how do you measure it depends in large part on what is being sold, the market segment and size, and fundamentally what is most important for the organization to measure.  But at the end of the day, to me it's quite straight forward, the more each individual sales rep sells on average (Whatever the measure), the higher the sales productivity.

This could be the more widgets or units the sales rep sells, or the more revenue the sales rep sells, or the more margin a sales rep sells, more net new customers, or increased wallet share. The measurement really depends on what the company is trying to achieve, what is most important to the growth of the company, and what is the company’s strategy. In a declining market for example it could even represent retention numbers. The answer lies at least in part in what your company objectives are.

The more challenging question is How do you measure it? What is the benchmark? and What do you want or need it to be?

The best example of a sales productivity measurement is to simply calculate what was sold by the sales force in one period and compare it to what was sold in a latter period. So, from a starting point, “what gets measured gets done”. You must start tracking all the sales numbers so you know where you’re at.  I know it’s a given, but I also know of many organizations, and quite large and somewhat sophisticated companies that really don’t have a good handle on their detailed sales numbers.

How can you set a benchmark and track progress? How do you know if any investments you make contributes to the sales force selling more stuff if you don’t have the measurements in the first place? How do you even know what your problems are if you can’t measure the actual sales statistics?

The best example of sales reporting I ever experienced was in a mid sized company of just under 200 employees with over 30 sales reps at the time. We knew how much each rep sold each month for the previous 5 years. We knew what was sold by each rep by tenure, how much they sold on average if they were a 3 month, 6 month, 9 month, or 12 month and longer tenured rep. We knew how much was sold on average by geographic region and by product, we also knew how much was sold on average by each sales manager. We tracked this by average by month and by rolling average by quarter.

On top of that, we knew these statistics and could tie them in with turnover ratios as well. These measurements helped us understand our sales results and our comparative sales results over time, by region, by manager, and by sales rep tenure. We could pinpoint sales problems in all those areas so that we could dig in and work on determining why the numbers were off, and take steps to improve them.

You can’t figure out where you’re going without knowing where you are. I can’t stress this enough; sales reporting is critical to sales productivity improvements.

Another measure that we could derive very simply from this reporting was the Sales Participation ratio’s which is also a crucial measurement to understand further your sales productivity status. It is the classic Top Producer syndrome, are you getting far too much of your results from too few people? What percentage of your sales force is creating the bulk of your revenue growth? In many organizations, it’s the classic 80/20 rule, getting 80% of your results from 20% of your sales force. This needs to be challenged and worked on to improve at every turn. It is fundamental to the improvement of your sales growth.

You are probably asking yourself, how much does it cost to get these numbers, how much resources do I need to get this kind of reporting? I argue the latter; how much is it going to cost if you don’t? Tens of thousands of dollars, Hundreds of thousands of dollars, even Millions of dollars in some cases. One of the smallest organizations I worked for with the fewest resources had the best sales reporting out of any company I ever worked for.

From these sale’s reports, you can then see what the current results are, or the benchmark results are if you will. From here you set the targets you need to achieve, and then it’s a matter of setting a plan to get there.

Sales productivity improvements can be effected and affected by many high-level levers, basically though, it’s how talented your sales people are, and then it’s a matter of how efficient and effective you can help them become.

Efficiency is all about how sales is using their time, are they talking to the right people with the right message at the right time. I often ask my sales people; What is one of the most important asset that you have personally that contributes to your success?  The answer is Your Time!  How they can use their time more efficiently and effectively is largely how they will improve their results.

There was one time study conducted in 2013 that found that reps were spending 19% of their time in internal meetings, 41% of their time selling, and 40% of their time searching or creating and revising sales/marketing material. Not great news, less than half a sales rep’s time is spent selling. This number was much worse in some of the companies that I have witnessed.

As Neil Rackman, author of SPIN Selling stated “An effective sales force is a more sustainable competitive advantage than a great product stream” (1)

That pretty much sums up how important the sales function is and therefore how important it is that we make it the best we possibly can.

For more information on sales productivity or other leadership imperatives, please refer to my website www.steetsavvysalesleadership.com, or my upcoming book, The Street Savvy Sales Leader, or email me at mark@streetsavvysalesleadership.com.

 

Mark Welch

Founder

Street Savvy Sales Leadership

www.streetsavvysalesleadership.com

For individual sales or sales leadership coaching, workshops, contract work, advising, or speaking engagements

 

(1)   Spin Selling-Situation, Problem, Implication, Need-Payoff-Neil Rackman, McGraw-Hill, Inc., 1988, Page xvi