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CHIEF EXECUTIVE

Mark Richardson

Business intelligence specialist, specialising in assessing the quality of sales teams and improving their performance. More than 35 years in management and working in consulting companies.
CHIEF EXECUTIVER

Mark Richardson

Business intelligence specialist, specialising in assessing the quality of sales teams and improving their performance. More than 35 years in management and working in consulting companies.
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My experience is that despite the many techniques for measuring the performance of the sales team and salespeople individually, an incredible number of firms neglect to do so. This is especially true for small businesses. As a starting point for the KPI, management sets the sales of the previous month, or even pay attention to how much time the salesperson spends at the workplace.

Understanding how effective the sales department as a whole and each salesperson in particular is necessary for planning the development of the company. Any firm that does not pay attention to this, doomed, and they will not be saved even just purchased CRM. To understand the effectiveness of the department, you need to manually and impartially assess the quantitative and qualitative performance of the sales department and salespeople:

  • achieved sales revenue
  • profit generation
  • sales volume per potential customer
  • sales volume per actual customer
  • number of orders per period
  • sales to new customers
  • number of new customers

Note that all of these metrics are related to products sold. There are other quantitative performance measures that include:

  • number of contacts with consumers
  • number of contacts per potential customer
  • number of contacts per actual customer

In turn, this information makes it possible to determine:

  • the relationship between sales revenue and the total number of customer contacts
  • the ratio between profit and the total number of customer contacts
  • the ratio between the number of orders received and the total number of customer contacts (effective communication).

These ratios help answer the following questions:

  • Did the salesperson succeed in achieving the planned sales volume?
  • Does the achievement of the sales target affect profits?
  • Did the salesperson or sales representative not achieve the sales target by giving customers unreasonably high discounts?
  • Does the salesperson devote sufficient time to working with potential customers?
  • To what extent is outreach to potential customers justified by the number of orders received from them?
  • Does the sales representative communicate sufficiently with potential customers over a period of time?
  • Does the sales rep have enough repeat customer contact across categories?
  • Does the sales rep pay too much attention to low-potential customers?
  • How is the number of negotiations conducted reflected in sales performance?
  • Is the salesperson meeting the sales volume target through a large number of small orders or a small number of large orders?
  • Is the profit per order sufficient to justify the amount of work per customer?

Many of the indicators listed above point to possible reasons why a salesperson may not be achieving his or her sales volume target.

Perhaps the salesperson is lazy and therefore the required number of contacts with potential customers is not taking place. Perhaps the rate of contacts made is quite satisfactory, but their effectiveness (the ratio between sales volume and total number of contacts) is quite low. This may indicate a lack of training. Maybe the salesperson communicates too much with regular customers and does not devote enough time to potential customers.

My experience is that after our first visit, the management of the company changes in face as they realise how much time and profit they have actually lost. Let’s analyse the performance of your sales team together, identify the quality of your salespeople and find where we focus our attention.

We can guarantee that if you apply our recommendations, you can increase your sales by tens of per cent.

Mark Richardson

GET IN TOUCHContact Mark

Born in 1969 in Hemel Hempstead near London. Got higher education in business and management.

Over 35 years of consulting experience in a number of large and small companies, including internship and work at Ernst & Young. Participated in organising training sessions for employees of Xerox, VW dealerships, British Leyland, and many others.

Advisory services to small and medium sized businesses.

Ask your questions using the contact form. The addressee will receive your message to his/her email and will endeavour to answer you to the best of his/her ability.

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    PROVISION OF SERVICES
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    Use messenger or contact form to get in touch with us. For billing questions please contact us by phone:
    OUR LOCATIONSWhere to find us?
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    Poland
    1 Canada Square, London E14 9XQ
    United Kingdom
    1 Canada Square, London E14 9XQ
    FOLLOW USOur Social links
    Follow Our Activities in Social Networks

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