| No sales force can truly be considered a "best | | | | measurement, still leaves a window of accountability. |
| practice" unless it meets the test of measurement. If | | | | In fact, what gets measured still may not get done. |
| the 'practice' works, you should be able to visualize, | | | | Measurement alone is not enough to create |
| define, and measure the results. There is no easier | | | | accountability. You also need a commitment or buy in |
| way to prove the 'measurement' theory than with | | | | from the sales person. Commitment is internally |
| sales. | | | | motivated while compliance is external. Compliance is |
| In the past 15 years, strategic management has | | | | following a rule, commitment is something you believe |
| focused more and more on measurement. Strategic | | | | in. If you empower your sales force to create their |
| management was revolutionized in the early 1990's | | | | own set of measurements, they are going to be |
| by Drs. Robert Kaplan (Harvard Business School) and | | | | more motivated to meet them. Often when |
| David Norton when they created their measurement | | | | measurements or targets are instituted and |
| system, the 'balanced scorecard'. Other approaches | | | | monitored by someone else, the responsibility can |
| adhere to the same rule of accountability by | | | | easily be diffused to other external forces. |
| recognizing some of the weaknesses and vagueness | | | | There are various ways to create accountability and |
| of earlier management approaches. | | | | commitment in a sales force. For example, in the |
| Measurement provides a clear prescription as to what | | | | weekly sales meeting, you can ask your sales person |
| companies in all areas, from sales to marketing should | | | | to quantify each and every prospect and opportunity |
| measure in order to reach their financial goal. You | | | | in his or her sales cycle. If they are given a target of |
| often hear the expression in sales, 'what gets | | | | X amount, ask them to determine the number of |
| measured gets done', but in recent years I have | | | | appointments they will need to reach that goal, take |
| expanded this statement to, 'what gets measured by | | | | it a step further by asking them to determine the |
| the individual, creates accountability and therefore | | | | amount of calls needed each day and week to make |
| gets done'. | | | | the specified number of appointments. Once they |
| For instance, as a sales manager you may give your | | | | have created their own set of measurements, ask |
| sales force a specific sales target, a measurement if | | | | them to rate each prospect. Which ones have a |
| you will. At the end of the month or quarter if the | | | | greater chance of closing? Why? |
| sales person did not reach that target, you may | | | | Accountability and ownership is the first step in |
| question them on it. Chances are you have heard | | | | establishing legitimate return measures. With |
| every variable and excuse in the book; 'Our product | | | | systematic assessment and ongoing evaluation, an |
| or service has no name brand recognition', 'Our | | | | individual can become more and more committed to |
| product was too expensive', 'I cannot get anyone to | | | | reaching his or her own personal goals. |
| meet with me'. Giving the sales force a 'target' or a | | | | |