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Sales Performance Checklist


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Sales Performance Checklist This Sales Performance Checklist is designed to assists the company managers and owners in establishing controls over their sales teams to know how effectively their efforts are organized and what outcomes they actually produce. This checklist comprises a collection of metrics to give you an overlook of what and how needs to be controlled in Sales.

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Indicators and Metrics:

  • Sales are a quantifiable indicator (can be planned and measured in terms of monetary income), while performance is rather a qualitative conception including a variety of sub-factors;
  • Sales Performance can be measured and controlled per salesperson or at the level of Sales department (or overall company’s sales efficiency);
  • The main areas include:
    • Sales People (their skills, productivity, etc);
    • Sales Process (effectiveness of organization, workflow, etc);
    • Sales Technology (effectiveness of technologies used to support sales activities);
  • Sales Performance (per personality) can be built up from matters such as the following ones:
    • Volume of sales in dollars (dynamics, fluctuation, growth, etc);
    • Amount of working time spent at workplace;
    • Salesman appearance: clothes, shoes, hair, cleanliness, etc;
    • Salesman personal skills: politeness, clear speech, confidence, etc;
    • Completeness and accuracy in managing sales orders and other sales documents;
    • Testimonials and judgments from customers;
    • Swiftness in submitting reports and answering customer claims;
    • Number of sales calls made and Number of new accounts opened;
    • Number of calls made on existing accounts (customer support and follow-up);
    • Knowledge of the business, products, and industry;
    • Swiftness and appropriateness in addressing the non-sales issues;
    • Customer satisfaction and retention rates;
    • Planning and reporting individual activities;
    • Customer defections and dissatisfactions;
  • At the level of the company’s overall Sales function, its performance can be controlled in terms of the following lines:
    • Velocity and readiness in work: how fast the sales leads are generated and closed;
    • Productivity: the level and amount of output generated by department and each sales resource;
    • Organization: how effectively and proactively do sales resources spend their working time;
    • Effectiveness: the overall ability to reach preset sales goals and overcome challenges;
  • Some more of specific metrics to be established and monitored:
    • Sales Turnover;
    • Sales Growth/Decline per time period;
    • Sales Capacity;
    • Deal Size (average, min, max);
    • Trainings and Knowledge quality;
    • Employee Satisfaction Rate;
    • Customer Satisfaction Rate;
    • Customer Defection Rate;
    • Revenue per Sales Representative;
    • Margin per Sales Representative;
    • Win/Loss Ratio;
    • Time Utilization;
    • Sales Cycle Duration;
    • Expense per Sale;
    • Revenue / Expense;
    • Sales Process Efficiency;

Establishing Controls:

  • Establish a set of standard performance metrics to serve as guidance for each sales professional who will know how his/her efforts will be appraised;
  • Establish certain clear-cut objectives and baselines:
    • Quantifiable goals at numeric measures for a period;
    • Long-term policies and regulations for non-quantifiable indicators;
  • Establish procedures for monitoring the sales activities and defining the performance:
    • Where you will get the data necessary to assess different factors over the sales performance;
    • How this information will be processed and analyzed in the organization;
  • Consider establishing...

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