To evaluate its commercial performance, several questions about the choice of indicators have to be answered.
In principle, a salesperson must argue and know how to talk with his prospects to convince them. But some of them complain about the lack of time especially in front of indecisive people. Lighting.
The choice of indicators includes market share, profitability, prospects-sales ratio, number of sales and appointments, customer loyalty and satisfaction indicators. These indicators reveal commercial efficiency, but in addition to building a productive work environment and achieving goals.
Convincing prospects no longer works as before, that is to say, only by phone, in a short time. Thanks to digital marketing, a sales person can better control his research and can quickly know the needs of prospects. It must understand the requirements of customers and not just convince them to buy products and services. In B to B as in B to C, the commercial must adapt his working methods according to these elements.
Characteristics of the indicators
Commercial efficiency relies on other, more in-depth criteria based on lead generation, change, and tracking. The salesperson optimizes the lead generation process. It measures the quality of the contacts generated by calculating the return on investment of prospecting campaigns, the processing time of an incoming lead, focusing on the number of leads generated per channel and the number of lead points. For the qualitative plan, the commercial checks the status of the contacts and the quality of the contacts file (consumer insights, level of invalidation, zero duplicate, etc.).
Even if a salesperson has many leads and few of them are transformed, he must use the sales force indicators. Calls, appointments and up sells are some examples to be combined with measures of commercial efficiency (duration of the sales cycle, valuation of cases in progress, signed or lost business, etc.).
Know how to manage your prospects
Accompanying customers is the next step of activating leads. The sales person will make sure to negotiate on the long term with his prospects. He must take into account their expectations to generate sales and prevent the denial of information. This in order to reach them and retain them. The sales representative uses the CRM software to obtain accurate indicators in order to follow the history of prospects and the progress of sales.
The performance measurement indicator (quantitative and qualitative KPI) is based on the sales forecast figures, the frequency of commercial interactions, the growth of the average basket per customer, the return on investment of loyalty campaigns, the sales trends by product, the conversion rate and the average level of discounts granted. For the qualitative KPI, the salesperson takes into account the level of information on the offer, the preparation, the prospect, the most encountered competitors, the commercial priorities, the nextsteps and the deadline for closer. For a sales team to succeed in sales, it is necessary to have these indicators of control and to realize sales forecasts with numerical objectives (number of prospects to call or products to place). For its part, the sales director must motivate his team by creating a productive environment and to sustain the results. He must also manage human resources, leadership and program training.
Boost the sales force
The sales manager must be both inspiring and stimulating for both his clients and his staff. It optimizes the effectiveness of the latter by developing a sense of being, finding creative solutions that improve his morale and confidence. To manage his team, he must set and explain business objectives, train marketers to the best methods (have a well-defined process, challenge and evaluate prospects) and give them feedback on their work.
No more traditional annual evaluation interview. Focus on goal setting in advance and real-time monitoring, with regular feedback for feedback. Training is also essential, especially on new products, coaching between sales people, team work and incentive programs. During the trainings, the sales representatives are prepared to react to the objections of the prospects and to find an effective answer (media and commercial collaboration to collect insights).
These are the challengers who meet the requirements of customers who have changed. The commercial is no longer content to define his needs, but offer a solution, accompany him and explain the challenge of this solution according to his expectations. The idea is to broaden one’s vision by indicating opportunity costs and risks. Hence the need to organize training with insights to bring value to the customer.
A good sales organization, the key to your success
The policy of a sales team must evolve to produce insights, improve sales teams and provide qualified leads. It must be based on inbound marketing and social selling, new techniques of digital prospecting adapted. Inbound marketing makes it possible to seduce the customer by providing him with information and the value he is looking for.
A sales team then uses the Marketing Qualified Leads (MQL), a marketing-qualified lead, because it is aligned with the services of a company and matches the need, the market, and the target. The buyer persona is clearly defined and the communication with the desired buyer is aligned. Another sales team, an Inside Sales Specialist, turns leads into Sales Qualified Lead. Previously, the team took care of the generation, the qualification of the deals and the senior salesmen go on the ground to conclude the deals. Today, in commercial enterprises, the same challenger ensures qualification by telephone and travel to the prospect. The Business Manager (Account Manager), meanwhile, is responsible for the customer relationship that supports the lead, the recovery and keeps him informed of changes in the contract.