Before you can recruit your sales team, set their objectives, and manage their performance, you’ve got to design the right sales organization for what you’re trying to accomplish—keeping in mind your products, company, customers, and resources.
Here are some questions to ask yourself:
- What are the right objectives for us given our current competitors, customers, people, products, and other resources and challenges (such as compensation, training, travel, etc.)?
- Why are these the right objectives?
- What objectives could we achieve with additional investments in people, products, and training?
- How much additional investment would it require, and when, to achieve slightly better objectives? What about much better objectives?
- What is the ROI on those additional investments, and how and when would that ROI be realized?
- Going forward, how much of our business will come from current customers/products, and how much will come from new customers/products?
- Is it reasonable to expect that our current customers will buy more from us? Why? If so, how much? What will we do if they don’t?
- Are our products and services well-known and accepted (easy to sell), or are we trying to create demand from scratch (harder to sell)?
- Do our products solve expensive, widely known customer problems (easy to sell), or do they create a “better future” for customers who claim they don’t have any problems to solve (harder to sell)?
- How well do the customers we’re targeting know our company, products, and capabilities?
- Who or what is our main competition? Is it an entrenched competitor, or a well-known process that customers are not interested in changing? Either of these situations may be more difficult to overcome than you think.
These questions are not complicated, but many managers never ask them. This is a huge mistake.
Think of your sales process like an Olympic sport such as diving or gymnastics; there is an inherent degree of difficulty to what you’re trying to do with your sales process. More difficult maneuvers can garner you more points—and, ultimately, more glory—but they are more taxing and time-consuming to hire, train and manage for.
Whether you go easy or go hard is up to you, and there are merits to both approaches, but you need to know at the outset which path you’re on so that you can navigate it correctly.