Increased customer expectations require new skills and organizational models from sales networks. To support them, in response to market imperatives, the Sales Force Performance Management System can prove to be an effective tool because it represents the set of activities and choices that can determine the behavior of the sales network by orienting it toward brand values and defined objectives.
A Sales Force Performance Management system that, in addition to focusing on output variables (typically related to sales), also includes indicators related to activities performed and skills acted upon, allows for a better understanding of the dynamics that determine the network’s results, in order to truly govern and improve its performance, with a view to continuous improvement.
Methodology
The course alternates between dialogic lectures, business case presentations and self-case exercises in order to consolidate learning on the part of participants.
Goals
– Sharing the prerequisites of a successful Sales Force Performance Management system (convergence with company strategies, acceptability, validity, specificity, reliability)
– Raising awareness of the construction of objectives and indicators that can enhance, not only the result, but also how it was achieved (activities performed and skills acted upon)
– Sharing guidelines for building a Sales Force Performance Management model that generates learning and continuous improvement.
Program
– The evolution of the role and skills expected of salespeople
– Strategic imperatives for business transformation: Involvement, Intelligence, Integration, Internal Marketing
– Integration of marketing and sales: marketing skills that improve salespeople’s performance
– The Sales Force Performance Management process:
– information sources: sales forecasts, marketing strategies, evaluation of past performance
– The definition of measurement objectives and KPIs: integration between output variables, input variables, and activities performed
– The measurement and monitoring of performance, tools, responsibilities, steps and timing
– The evaluation and attribution of the causes of deviations from targets, the variables influencing vendor performance
– communication and feedback
– Interpretation, aggregation, and use of data for development and training activities with a view to continuous improvement
– Sales managers’ skills as a central role in the creation, deployment, and use of Sales Force Performance Management systems
