Clearly, all facets of an organization are systemically involved in delivering revenues. However, few things contribute as directly to the bottom line as a company’s sales organization.

Without detracting from other components of revenue enhancement (innovation, marketing, production, delivery, financing, etc.), how can companies dramatically improve and sustain superior sales performance?

We start with the assumption that companies have hired intelligent, competent professionals at all levels, who are working at full capacity and who are doing the best they can with their available resources (physical, mental, emotional, etc.). In this type of environment, significant sales increases are not usually produced by working harder.

The temptation to just hire more or different sales people often produces dramatic and sometimes catastrophic increases in costs without the desired effect of increased revenues and margins. So how can sales forces work more efficiently and effectively? Few companies would say that their sales force does not have room for substantial improvement. Yet, the means for that improvement remain elusive. Otherwise, those solutions would be in place, and the improvement gap would be closed.

Instead, the usual levers (compensation, restructuring, CRM tools, training, etc.) are pulled in various combinations in the hope that something will work. When things seem to be going well, it is hard to know why; when they are going poorly, it is hard to know what to change.

To be continued…