TAILIEUCHUNG - Sales Force Optimization: A Self Assessment

As a salesperson, you could take your product/service on the road, visit one prospect at a time, and engage in an in- person meeting with each prospect. Although this sales method is highly effective, it’s also time-consuming and costly. Another alternative is to advertise or engage in traditional marketing activities so your prospects and potential customers come to you. This, too, can be a highly effective, but costly, endeavor, although, it’s always nice to run a targeted ad and have prequalified prospects knocking at your door or calling you on the phone | Sales Force Optimization A Self Assessment Glen S. Petersen Copyright 2011 All Rights Reserved Page 1 Sales Force Optimization A Self Assessment Table of Contents Chapter 1 Chapter 2 Sales Force Chapter 3 Trends That Impact Sales Force Chapter 4 Stakeholder and Customer Chapter 5 Foundational Concepts and Chapter 6 The Drivers of Sales Force Chapter 7 Assessment Model Chapter 8 The Chapter 9 Interpreting the Chapter 10 Copyright 2011 All Rights Reserved Page 2 Sales Force Optimization A Self Assessment Chapter 1 Introduction The profession of sales has traditionally operated with a certain mystique lending an aura as an art form. At some level this mystique is probably accurate in that many sales organizations are often unaware of what is working and why. This condition is reflected in budgeting and planning processes where revenue increases are loosely tied to strategies and budgeting is extrapolated on history as opposed to cause and effect. Though these techniques have worked in the past the competitive landscape is changing at a speed that demands insight and will penalize those who operate on hope. Success will be predicted on the ability to position a relevant value proposition and deliver said value at a superior level of profitability. These demands imply the ability to maximize the impact of the sales force in other words create and sustain optimal performance. Historically Chief Sales Officers CSOs have been held accountable for the following Achieving a revenue target Successfully launching new products Acquiring new customers Leading the sales force Expanding business with existing customers Increasing market share Developing people Managing sales expense Being a cheerleader for the sales force Being a senior level contact for customers Championing the needs of customers Though these responsibilities remain important to .

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