Are you worried that you are not performing your company's salespeople monitor properly or effectively? Do you want to get a "report card" that could help measure the effectiveness of the performance of each salesperson? What should this report card look like?
frequency report card time frame (s )
first questions to answer when sales report card design are:
- How many often you want to produce a report card?
- what the time frame (s) Do you want to cover the report card?
Here are some additional questions that will help you zero in on useful answers to the first two questions:
- What data do you have on hand that can be help you measure sales performance?
- How many times this data is updated?
- What is the extent of your difficult to extract data from the company's own systems?
- advance notice how much you want to problems of potential sales performance?
as you might imagine, and more often to check the sales performance, the more you will learn about the potential performance problems. And more frequent inspections and give you more time for the main measures to correct the sales performance problems before thy become critical procedures (ie, threatening the work). The trade-off is the cost of time and resources that must be invested to collect data "report card."
if you have the results, and measure the results
measures simpler and easier than sales performance are the results produced by each salesperson that. You can measure sales results by answering the following questions:
- how much revenue did not generate a salesperson?
- how these revenues compared to the budget of a salesperson?
- how much gross profit did not generate a salesperson?
- how this gross profit compared with the salesperson budget?
This part of the report card may contain the following data elements:
- actual revenue $
- budget revenues $
- profits Delta $ (actual revenue $ - budget revenues $)
- profits delta% [(Actual Revenue $ - Budget Revenue $) / Budget Revenue $] [1945006actual] gross profit $
- budget gross profit $
- gross profit Delta $ (actual gross profit $ - budget gross profit $)
- gross delta profit% [(Actual Gross Profit $ - Budget Gross Profit $) / Budget Gross Profit $]
Do you agree that the above elements the data will give you a good "at a glance" feel to the performance of a salesperson?
If you do not have the results (or enough) results, and measuring the activity
Unfortunately, for many salespeople results do not tell the whole story. What to do if you do not like these results salesperson produce? What do you do when a sales rep shows some flashes of ability, but the performance of his or her does not agree? How do you determine what might be the problem (s)? For that matter, how do you determine whether a brand new salesperson performance and enough appropriate activities to achieve the objectives of 30.60, and perform 0 days of his or her?
If you do not have to measure the results, or if you're trying to trouble shoot why a salesperson is not producing enough results, you need to examine the activities of a salesperson. Since the inspection activity is a big topic in itself, and it will be addressed in Part II of this article.
. All rights reserved 06 - Alan Rigg
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