Sources must be cited in APA format. Your response should be four (4) double-spa

Question

Sources must be cited in APA format. Your response should be four (4) double-spaced pages; refer to the "Assignment Format" page located on the Course Home page for specific format requirements.

1AFully describe three (3) measures for assessing the effectiveness of a sales force as a whole. Explain why they are important, what they determine, and how sales managers apply these criteria to sales force performance evaluations.

1BYou are a sales manager in the electronics industry. Your firm had a salesperson in the far western U.S. who everyone thought was a high performer. Every year he sent in his forecast, which was slightly higher than the year before, and every year he achieved that sales goal and received a nice evaluation and raise. Finally the salesperson retired and a replacement was reassigned. In the first year, he increased sales by 50 percent and in the second year he doubled the previous salesperson’s output. Based on this anecdote:

   •   List and describe five (5) pipeline analysis evaluation criteria that would have allowed you, the sales manager, to more accurately assess the salesperson’s performance.

   •   What would these evaluation criteria tell you about the previous and current sales reps?

Explanation / Answer

1a. Assessing effectiveness of a sales force

Majority of companies agree that revenue and margins are main indicators of health. At the individual level we can assess gap-to-goal. However these metrics are lagging indicators. They do not reveal much about the quality or effectiveness of those outcomes. How do we actually know we’re getting the most out of our sales organization?

The quality of sales force efforts—How do we not only measure how sales personnel spend their time, but also measure the quality of interactions?

One method is by metrics selection and the identification of leading indicators. Do we know what actions have the maximum correlation with customer outcomes, and are we measuring those?

A second method is via customer verifiers.

It’s not only what you sell, it’s how you sell—As sales continues to becme a more complex function, it’s not  sufficient to measure gap-to-goal. There’s a correct way and a wrong way to close business. You also require to know the behaviors personnel bring to the job and if they are selling the right way. We’re observing companies give competencies greater weight when it comes to performance review and advancement.  Several companies have started to work behaviors in their compensation plans. .

Measuring impact of investments— There are a few ways we’ve observed companies isolate the impact of different sales enablement efforts. The most essential step is to first take an outcomes-back approach and pre-agree on metrics one expects to notice from behavior change.

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