Managing sales performance II

WHAT is the nature of the sales and service culture within the area you manage? Have you created an environment that’s conducive to optimising sales and service, or one that limits the achievement of sales and service outcomes? This checklist will help you answer those questions and point the way to improved sales and service performance. Outcomes Are your overall sales and service outcomes clear to staff? Do all staff understand and accept their role in contributing to these outcomes? Are the desired outcomes perceived by staff to be realistic? Are your sales and service goals periodically reviewed to ensure that they are consistent with customer expectations? Resources Do people have enough time to achieve sales and service goals? Are there enough people to provide the level of required sales actions and desired service levels? Are there sufficient tools, job aids, equipment, and other resources to achieve the desired level of service? Are your resources being spent in areas important to your customers? Behaviour Can the behaviours that lead to sales and service outcomes be performed? Do your people have the required competence? Are you assisting people to implement new behaviours by providing training, coaching or mentoring? Does something in the systems and procedures prevent the behaviour from occurring? Are the desired behaviours observable/measurable? Are you aware of how your staff perceives the desired sales and service behaviours? What are their attitudes and beliefs about these behaviours? Are they counter-productive or productive? Are you asking people to compromise their own values? Will the behaviours you are targeting result in outcomes that your customers will perceive as value added sales and service? Results Are both quantitative and qualitative results measured? Are both outcome and process results measured? Are results linked back to appropriate individuals and appropriate behaviour? Are customer satisfaction and customer-focused results measured and reported on with the same sense of urgency as financial and productivity results? Feedback – information Is the feedback related to a goal? Is the feedback immediate? Does the feedback go direct to the appropriate person? Does the feedback go to all levels of the organisation? Is the feedback graphically displayed? Does the feedback indicate how the result is important to the customer? Feedback – motivation and development Are both right results and right effort being reinforced? Are both improvement and achievement being reinforced? Is the reinforcement specific? Is it timely? Is it tied to a sales and service goal? Is there a proper mix of tangible and intangible, monetary and non-monetary rewards? Are rewards based on outcomes that are important to customers? Is non-performance quickly and supportively resolved? Is the performance issue described specifically? Are open-ended, future oriented questions used? Does feedback and follow-up take place after the discussion? By Daniel Kehoe

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