On Building A Sales Organization – 2 July 24, 2013Posted by David Dirks in Building A Sales Organization, Sales Management, Sales Strategy/Tactics.
Tags: sales, sales growth, sales management, sales organization, sales strategy
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So you want to build your sales organization…make it strong…faster…better…at finding and creating new business for you? No problem – as long as you recognize, acknowledge and are able to execute with the ability meet several criteria. I’ll deal with the first in this post: targeting, hiring and training the right sales people.
Here’s how I laid it out in the first post on this subject:
Willing to either hire experienced sales talent or willing to invest in the sales training required to help entry-level sales personnel become productive in a reasonably short time period. Doesn’t much matter how great your sales opportunity is if you aren’t willing to either hire successful, experienced talent or hire the best & brightest entry-level talent – and then be willing to support them with the best-in-class sales and product training you can afford.
- Develop a list of job responsibilities – the tasks they would need to implement day-in-day out to accomplish their sales mission. Then you need to articulate exactly what they are accountable for in the sales job. Making sure you have thought through exactly what you need this person to do and what they are being held accountable isn’t as obvious as it sounds.
Example of a job responsibility:
Research and target potential prospects that fit our customer profile within the sales territory assigned.
Example of a job accountability:
Meets monthly, quarterly and annual sales targets for specific product categories as assigned.
Job responsibilities lead to the fulfillment of job accountabilities – those measurable end results that count. They add real value to the business…in sales and revenues.
Now let’s talk about the minimum amount of sales experience you need. You may only need a college graduate – fresh from the ceremony – for the kind of business and industry you’re in. Or you may need someone with specific kinds of industry experience.
For example, a John Deere dealer will most definitely need a sales staff that understands agriculture, farming and the machinery that makes it all work. A company that sells specialty software to banks and other financial institutions will want someone with banking industry experience that relates well to their product line.
Be clear about the minimum amount of bonafide sales and industry experience you need for their success and yours.
- Well before you think of placing an ad (based on your well thought-out job description), think through what kind of initial and follow-on training will be necessary to give your new sales hire the best chance of a strong start.
Setting anyone…experienced or not…on their own without much attention to the amount of initial product, service and sales training they’ll need to become productive, is not effective. The first 30 to 60 days of any sales persons life in your business is critical. So it’s worth the time and effort it takes to prepare and initial your sales hire with the right amount of product and sales training that will boost their initial productivity.
Target the right hire. Train them well. Watch them grow.