Every part of a business, whether it’s the accounting team or customer service or human resources, has its function and plays its role in promoting company success. But, when we consider the topic of how businesses generate revenue, in most cases the focus turns to a company’s sales team(s). After all, for many companies the sales teams play a fundamental role in driving business revenue and, in short, in keeping the lights on.
But, simply keeping the lights on shouldn’t be a goal that companies strive for. Nor should businesses have to accept mediocre or less than stellar results from its sales. Since our founding, Trindent Consulting has made it a goal to serve as a knowledge and consulting resource for companies looking to strengthen their sales performance. Naturally, the effectiveness of individual members on a sales team plays a large part in a given company’s sales performance. But, with that said, Trindent’s consulting incorporates a much more holistic and team-centred approach toward performance improvement. Why don’t we explain what exactly that means.
In the sales-based consulting campaigns that Trindent Consulting has completed, a primary point in our performance improvement methodology involves the strength of the sales team’s information tracking ability. A team’s ability to accurately track its sales results and qualify sales visits, and to do this in a way that is effective and time conservative, plays a vital role in boosting sales results. After all, a sales team that is strategically blind, that doesn’t know and can’t accurately record the performance of past sales targets, and has difficulty planning and executing its sales objectives is not going to enjoy strong results.
Our campaigns work to address this issue. In a hands-on approach, Trindent’s consultants work to successfully develop and incorporate new processes that allow for the planning and executing of sales targets, and perhaps more importantly, enable the effective tracking and analyzing of sales data. Trindent Consulting’s engagements, in short, give a way for sales teams to find renewed clarity and organization in the informational points it receives.
Across the board, regardless if a given engagement is sales-based or not, Trindent Consulting’s methodology places high importance on active management. Active managers, among other things, are those who provide clear expectations for their staff, who create and take advantage of effective communication systems, and who, above all, actively work to enforce new processes in their staff to continually drive performance.
Active managers are nothing less than essential when working to improve sales performance. Why? Because active managers are those who have the skills to successfully incorporate improved habits and behaviors in their sales teams to drive performance and growth. Improved habits and behaviors are the backbone to performance. Incorporating new and better informational tracking processes in sales is one thing. But, reinforcing and sustaining these improved processes entirely depends on better team habits and behaviors. All of which hinges on active management.
To offer more specifics to the discussion, consider one sales-performance-based engagement that Trindent Consulting accomplished several years ago. An international footwear and apparel company was experiencing frustration related to its sales force. The company was frustrated with lower rates of sales, coupled with increased product returns and product markdowns. The retail company engaged Trindent to reverse this downward trend.
In response, Trindent’s consultants began a campaign that focused on both elevating and clarifying sales force knowledge. Trindent installed performance dashboards, so that sales teams could gain a clearer idea of high and low selling points. Trindent also created improved sales planning tools and initiated weekly sales meetings between sales managers and reps to increase communication and allow for true active management. Improvements like these worked, and the consulting campaign generated a 17% increase in sell-through rates, among other positive statistics.
In the end, companies looking for ways to improve their sales performance should remember two things: one, the ability of its sales teams to accurately track, organize and learn from its sales data; second, whether or not its sales team has the right behaviors and habits to incorporate new and better processes. Weakness in either of these points can and will affect sales performance.