By Michael Port
The hot variation of the bestselling company improvement guide
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Additional info for Book Yourself Solid: The Fastest, Easiest, and Most Reliable System for Getting More Clients Than You Can Handle Even if You Hate Marketing and Selling
Is your sales force organized to reflect the buying practices and processes of your key customer segments? Is it effective for your salespeople to call on multiple buyers Page 21 at the same account, or should you specialize the sales force by customer or customer segments? Do your sales managers have the appropriate spans of control and authority to act? [ ]Do you give the sales force a process to classify both prospects and existing customers? [ ]Does your compensation program reward the achievement of specific strategic goals?
The design of the various programs used to manage and motivate should be aligned with and reinforce the three drivers of the sales system (well-defined opportunities, clear strategy, and a solid understanding of company capabilities). A holistic view of performance management is required to address the joint needs of the company and the salesperson. Although pay and benefits represent the most significant dollar investments in salespeople, the other levers of performance management should also be recognized and fully optimized.
We are, of course, concerned with our customers' loyalty and with selling them our traditional services, but our key goal is to ensure profitable revenue flowing from greater use of our new and improved services. We must be different from our competitors. They are often more nimble and able to exploit our slow market response. We must get closer to the customers to understand better how they might use our services. Our culture will have to change. That means we might also have to change the type of salespeople we hire and the sales compensation program that motivates them.