Think & Sell: how to improve the organization of the sales force
In our THINK & SELL column this week, we focus on identifying ways to improve the organization of the sales force. We share with you an article from the Harvard Business Review , published in 2013 and signed by Steve W. Martin. “Is the organization of your sales force good or excellent?” ( Is Your Sales Organization Good or Great? ). Steve Martin is a professor at the University of South Carolina – Marshall School of Business. The author lists seven San Marino Email List characteristics of great sales forces. It is based for this on a consulting experience carried out with several hundred companies. The seven characteristics listed in this way define the success of the sales force organization.
Centralized decision-making with local delegation of authority Steve Martin begins by explaining that it is the leaders of an organization who establish a sales culture. And that therefore strong leadership establishing clear direction and ideal behavior for its employees is often an important success factor. Rather, it is by using motivation and strength of character rather than his authoritarian power that this leader will manage to properly organize his Sales force. This leader does not micro-manage his sales force. Rather, he entrusts this to local actors who ensure that the directives are applied. It would be thanks to the correlation of centralization and locally delegated authority that the sales forces would find their success. 2. Darwinian Selling Culture Steve Martin is referring here to the theory of evolution.
Thus, well-organized successful sales forces would be challenged continuously in two ways
First because each hiring would bring a team member so qualified that he would lead his new colleagues to surpass themselves to be equal to him, but also because, precisely, all the members of the Sales team compare to each other. to others, permanently, faced with precise criteria. This makes it possible to let go of the members of the team whose contribution would not be up to the task. 3. United against adversity A competitor of the type “public enemy number one” would also help, according to Steve Martin, the success of the sales force. All files and actions would thus be prepared more conscientiously to fight this feared and respected enemy. Individual effort is thus rewarded by common success!
A united but competitive team to improve the organization of the sales force The sales force of large companies is often divided into several regions: Europe, North America, Asia, etc. And these regions are sometimes themselves divided into several others: Eastern Europe or Scandinavia, for example. The competition between these different regions would also be a criterion of differentiation, according to the author of the article, between the mediocre sales forces and the excellent sales forces. Each region must prove that it is the best in constant but friendly competition, and regions or divisions respect each other and participate wholeheartedly in this game!
Do-It-Yourself (DIY) attitude According to Steve Martin
members of the excellent sales force have a DIY ( Do It Yourself ) concept . They tend to seek solutions to problems rather than blame the mistakes of others. If the number of inbound leads provided by the marketing team is not large enough, salespeople will tend to build their own tunnel. Rather than wait by passing the blame on their comrades! 6. No negativity to improve the organization of the sales force According to the author, expert sales forces have been able to free themselves from negative thought systems. Selling is a changeable profession where anything can happen, and the ability not to be swayed is the key to success. Negative thoughts can sometimes prevent you from taking action or solving problems.
Living in the present remedies any system of negativity! 7. Energy and Esprit de Corps! Last characteristic cited by Steve Martin. The constant pressure that exists between the peers of a Sales team is an incredible success factor. A member who records good numbers will be admired. While a member who fails to meet his goals suffers a personal failure, but also towards his team. This sales force culture is therefore not individualistic. It takes into account the seller as a member of a complex organization, which supports and encourages him at the same time. Steve Martin’s article therefore delivers fairly important points on the commercial organization of a company.