15 Ways To Identify A Mis-Managed Sales Organisation

• Keeping a mediocre sales person in post who does not have the capability to improve because it’s easier than firing them and finding a better replacement.
• Seeing sales managers spending more time at head office than in the field with sales people and key customers.
• Operating a bonus scheme that does not motivate sales people to perform at a higher level than they otherwise would.
• Not having any sales targets in place well before the start of the next financial year.
• Leaving product/application/technical training to chance, or ‘when we have time’.
• Having no effective account management process in place.
• Inaccurate sales forecasting, where gaming the system and surviving the process is more important than producing real and meaningful data.
• Having an unfit for purpose CRM system.
• Seeing one or two senior experienced, long serving salespeople set cultural and performance standards, with their managers not prepared to take them on.
• Having only ‘winner takes all’ incentive schemes that create an inwards looking competitive perspective, rather than competing against individual targets.
• Having a finance director who sees a prime function of their role to minimise the amount of money the salespeople earn.
• Firing sales people for poor performance, but ignoring/rewarding poor behaviour.
• Promoting the best sales people into management positions with no regard for first indentifying whether they have any managerial capability.
• No understanding, or development, of sales best practice.
• An over-managed under-led directive approach.

All the above have been identified by low scoring organisations completing our Optimi5ed™ sales evaluation questionnaire.  If you would like to test your organisation for its sales effectiveness and learn how to implement some practical, sales improvement ideas, contact:

Claudine McClean
T:  01789 734400
E:  claudinem@salespathways.com

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