Understanding the team and the person .
As a business enters the annual sales cycle at the very least the following would be in place
- Strategy for the business
- Financial Target and Profit return
- KPI’ measures for departments
These offer a focus, a challenge and a measure of what is being executed….but if the KPI’s are only focused on the financial target and the individual performance against it, they miss vital key areas.
Fine tuning your people
To gauge the performance of the team we have to gauge the performance of the individuals that make up the business unit. Whilst in overall terms we can see the achievers as a top to bottom by value of sales achieved or margin returned, this just doesn’t get to the detail.
Business 121 appraisals that are held at least annually focus on the individual, but how many times do they focus on the ‘shortcomings’ of the KPI, rather than the reasons for them under-performing in the first place?
The 121 can identify productivity weakness through the facts, but it needs to become a tool to encourage, understand and empower the individual, not tell them what they already can see for themselves.
- How can they be assisted?
- What support do they require?
- Why do they feel that they have under-performed?
- What is holding them back?
- Can other members of the team support?
- How do they feel about this?
- Do they have a desire to learn and develop?
Focus on the whole team not the half
It can be very easy to only focus the performance coaching on the members of the team that are under-performing, yet this can be a false focus.
Example of focusing on the whole and not the half
- When we look at a sales manager and target is achieved, then their goal is reached?
- When we look at a customer and view sales performance verses the previous year, then the picture is positive?
Overall the top line statements in the example are correct, yet the fundamentals that are missing are in the detail highlighted below
- What opportunities have been overlooked even though target achieved? (Incremental & New)
- What areas of their performance have been strong and which have been weaker? (Channel or category split)
- Existing business growth by product range architecture
- How many trading customers over a certain turnover threshold?
- What is the quality of the display or POS in each managers customers?
What you require verses what you are receiving
At Stormley Consulting we look at the whole picture for you.
The team, the customers, the products and gaps in the sales process.
Ultimately every business pays a sales team, category team or marketing team to sell, develop and promote its products. This is then returned in sales out and brand awareness for repeat business. All of this can be measured and finally seen in the profits.
Therefore, if you require the sales you require the consistency as what you require should not be just measured financially in sales, but globally in aptitude and ability within the role they each do.
Simple measures to grow your business and your people
Measure the person, not just products and profits
- Percentage of time focused on New, Existing & Key Account Management
- Conversion rates by channel, by products
- Display Base verse the ROI by region
- Postcodes with no customers trading or poor performance
- In Store visibility & brand consistency achieved by them
- Number of Contacts they have within Key Accounts (partnerships & engagement)
- Gap Analysis of ranges they have achieved within accounts
- Attendance & Punctuality across 12 months
As with any KPI only measure what you require to use.
You may have 33% of your revenue stream coming from 3 of your 10 strong team, this does not mean that they too cannot equally be measured on their personal performance as well as their target performance.
Stormley Consulting can work with you to take a full 360 view of your team, their strengths, development needs and business opportunities available to them.
Contact us to book your window of change today