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What You Get, at a
Glance
1. The KPI (Key Perforamce Indicator) Audit;
2. The Participant Observation;
3. The Intervention
4. The Feedback Loop
1. The KPI Audit
The purpose of
the background audit is to have a holistic
view at the existing situation for the sales
force. It will provide an objective view of
the strengths, weaknesses, opportunities and
threats for the sales force. The items for
audit include:
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Strategic sales plans and targets for the
next 3-5 years;
-
Current job descriptions of their
respective duties (all levels from sales rep
to managers, directors, VPs etc.);
-
Details of sales compensation plans;
-
Details of sales staff performance
appraisals for the past 3-5 years;
-
Details of sales deals with major
customers for the past 3-5 years;
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Existing CVs (the ones that they submitted
when they applied for the job) of the entire
team (for all levels in the team);
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Sales revenue for the past 3-5 years;
-
Cost of selling, broken down into cost of
goods sold, costs of commissions, costs of
transport and communications, and costs of
entertainment, for the past 3-5 years;
-
Performance appraisals reviews
-
Current training and coaching practices
(incl. delivery and all levels of
evaluation)
2. The Participant Observation
The purpose of the Participant Observation
is to observe how the sales process is
conducted, and if there gaps in the sales
process that can be improved. This includes:
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Joint-calls with sales people when making
sales calls (preferably both calling on potential
and existing customers);
-
One-to-one meetings with sales managers
and senior managers to understand their
perspectives;
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One-to-one meetings with customers to get
their feedback about the sales people who
serve them;
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Sitting-in on internal sales meetings to
understand the dynamics of the sales teams
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Assessments to gauge if the right person with
the right skills and attitudes is hired for the right job
3. The Intervention
Based on the above studies, a series of
interventions can then be conducted, which
may include the following:
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Advisory on proposed changes to sales
compensation, hiring procedures, management
policies, etc.
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Customised training and coaching for sales
managers and senior managers on how they can
lead their sales teams to greater success;
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Customised training and coaching for sales
people on how to achieve greater success for
now and the future
4. The Feedback Loop
Beyond the intervention, a feedback loop
will be set up to ensure the interventions
are successful, and if further enhancements
to the interventions are necessary. These
includes:
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Structuring of post-intervention
evaluation metrics (e.g. increases in sales
margins, improvements in customer
communication, achievement of strategic
goals etc.) to measure intervention
effectiveness;
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Post-intervention feedback from sales
managers and senior managers to gauge sales
staff’s performances;
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Post-intervention feedback from customers
to gauge sales people’s improvements from
the customers' points-of-view
服务一览
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KPI（关键业绩指标）审核；
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参与观察；
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深层介入；
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回馈反映。
1．KPI审核
我们进行KPI审核的目的在于对贵方销售团队的现状有个全面的预览，以掌握其强项及弱点，机遇与挑战。调查项目包括以下几点：
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战略销售营销方案及未来 3-5年内的目标;
各层职位的职责描述（从销售代表，经理直至总监，副总裁等等） 具体的销售佣金政策 过去3-5年的销售业绩评价 过去3-5年的大客户销售业绩 现有销售人员的简历（销售各阶层人员当初应征此工作时的简历） 过去3-5年的销售利润 过去3-5年的所有销售成本, 具体到销售商品成本，销售佣金，差旅费用，娱乐消遣等等
各个人员的绩效评估 现有培训及辅导项目（包括项目内容及相关评估）
2．参与观察
参与观察的目的在于旁观销售过程的执行，以找出可以改进的方方面面。整个过程包括以下几点：
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与销售人员陪同拜访客户（最好是潜在客户及现有客户两种情况都能观察到）
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跟销售经理及高级经理进行一对一的会谈以理解管理层的观点
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跟客户进行一对一的访谈以掌握其对于销售人员的反馈
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旁听销售团队的内部会议以掌握整个团队的互动性质
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评估团队里的各个成员，了解相关的人员及其技能是否被运用到了合适的岗位
3．深层介入
根据上述研究，我方将实施一系列的介入活动，基本包括以下几项：
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对销售奖金、雇用制度，及管理政策等提出意见与建议。
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针对销售经理及高级经理进行量身定做的培训与辅导以提高其领导销售团队的能力并取得更好的业绩。
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针对销售人员进行量身定做的培训与辅导以提高其销售能力，在短到长期取得更好的业绩
4．回馈反映
除了深层介入之外，我们还会设立反馈的流程以确保以上介入的有所成效，并探讨未来跟进的可行性。具体包括：
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