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:

  • 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;

  • Existing CVs (the ones that they submitted when they applied for the job) of the entire team (for all levels in the team);

  • 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;

    • The above financial data will be computed to find out Return on Sales, gross margins trends etc.

  • 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:

  • 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;

  • One-to-one meetings with customers to get their feedback about the sales people who serve them;

  • Sitting-in on internal sales meetings to understand the dynamics of the sales teams

  • 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:

  • Advisory on proposed changes to sales compensation, hiring procedures, management policies, etc.

  • Customised training and coaching for sales managers and senior managers on how they can lead their sales teams to greater success;

  • 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:

  • 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;

  • Post-intervention feedback from sales managers and senior managers to gauge sales staff’s performances;

  • Post-intervention feedback from customers to gauge sales people’s improvements from the customers' points-of-view

 

服务一览

  1. KPI(关键业绩指标)审核;

  2. 参与观察;

  3. 深层介入;

  4. 回馈反映。  

 

1KPI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:  

  • 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

    • (上述财会数据将被电脑归类以找出销售回报及利润趋势等等)

  • 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: 

  • 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)

  • 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

  • 跟客户进行一对一的访谈以掌握其对于销售人员的反馈

  • 旁听销售团队的内部会议以掌握整个团队的互动性质

  • 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:

  • 对销售奖金、雇用制度,及管理政策等提出意见与建议。

  • 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。

  • 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:

  • 建立介入后的绩效评估的结构(包括销售利润的增长,客户沟通的改进,战略目标的实施等等),以衡量介入的有效性;

  • 在介入后,与销售经理及高级经理索取关于销售人员业绩的反馈

  • 在介入后,与客户索取关于销售人员改进与否的反馈