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