How To Set Sales Target

Here is the document in which you have shown an interest.
View
the contents to see if it is what you are looking for.
At the foot of the page there is a link to use to purchase the
document if it is what you need.
At the end of the document there is a link to view all the other
products Rhema Group can provide.
Setting Sales Targets and Measuring

Performance
- Models, Guidelines, Checklists and
Processes for agreeing
Performance Measures
and Measuring Performance -
Click on the link below to purchase this document:
http://www.rhemagrouponline.com/browsematerial.php?sarea=R&d=125
Setting Sales Targets & Measuring Performance
Page number 1 of 23
Copyright Rhema Group 2008, RC M SA G SP 1
The Performance Management Process

Outlined below is a seven step model for managing a sales persons performance.
Steps one to three cover how to get performance measures and objectives.
1. Discuss and agree core areas

of the sales job/role
7. Counsel, coach or
train the individual to
overcome the problem
or to build on their
current, good
performance
2. Identify and agree

on the assessment
criteria for each core
area
An environment of:
Open and honest dialogue
Mutual respect
Encouragement and praise
3. Agree and
write down the
performance
measures for
each core area
taking into
account the
assessment
criteria
6. Identify
problem areas and
consider
appropriate
response
5. Provide regular,
specific feedback on
performance, both
positive and negative
4. Agree appropriate
monitoring methods
and frequency

Page number 2 of 23
Identify the Core Areas of Responsibility

Definition
A core area is an ongoing and significant part of the sales job or role. Most sales jobs have between
two and six core areas.
They are generally derived from a list of primary responsibilities or
accountabilities on the job description.

Example
Job Title
Core Areas
Field Sales Person
1.
Generating Sales Revenue
2.
Account Management
3.
Territory Management
Process Steps:
1. Look at the Job Description, and the primary responsibilities/

accountabilities, and ask the question, What are the main parts of the sales job?
2. Give each part a short title. For example: Generating Sales Revenue, Account Management,
Territory Management etc.
3. Talk to the job holder to see if your perceptions of the core areas are aligned to his/hers.
4. Amend the list of core areas, if necessary, and agree on the final list.

Page number 3 of 23
Identify & Agree the Assessment Criteria
Definition
Assessment criteria are the outcomes, skills, measures, and results that you, as a Sales Manager want
to manage and evaluate.
Example
Job Title
Core Areas
Assessment Criteria
Field Sales Person
1.
Generating Sales Revenues
Sales per quarter.

Number of new accounts.
Customer exposure.
2.
Account Management
Knowledge of major accounts.

Breadth and depth of contact
within accounts.
3.
Territory Management
Quality of planning.
Personal
effectiveness/productivity.
Achievement of territory
targets.
Etc.
Process Steps:
1.
Look at each core area, and ask the question, What are the outcomes or
skills that I want to manage and evaluate?
2.
Identify the essential assessment criteria for each core areabetween one
and four. Have as few as possible, but do ensure that you cover all the
essential aspects of the job.
3.
Meet with the job holder, and agree on the assessment criteria that will be
used to evaluate his/her performance.
4.
Refine and finalise the assessment criteria.

Page number 4 of 23
Agree & Record the Performance

Measures
Definition
A performance measure is a written statement, which expresses in a specific way the standard of
performance that will be considered effective by the Sales Manager.
Categories
There are three types of performance measures:
Quantifiable Performance measures that can be expressed in
numbers, percentages, time, etc.
Behavioural -
Performance measures that describe the desired

behaviour of a sales person.
Subjective -
Performance measures that refer to the

subjective judgment of relevant others eg customers.
Start performance measures with the words Considered Effective When (CEW).
Example
JOB TITLE: FIELD SALES PERSON
KEY AREAS AND ASSESSMENT
CRITERIA
Generating Sales Revenue:
Sales per quarter.
Percentage exposure.
Number of new accounts.
Account Management:
Knowledge of major accounts.
Breadth and depth of contact.
CEW you generate sales revenue of 50k per

quarter and you add 2 new customers each month,
such that sales targets are achieved and you are
not exposed more than 20% to any one customer.
CEW you can demonstrate comprehensive
knowledge of your major accounts such that the
decision makers in the account are convinced you
understand their business.
CEW you maintain a depth and breadth of contact
with your major accounts such that you are not
vulnerable to changes in personnel.
CEW you write territory plans that clearly
demonstrate your understanding of territory
objectives and the critical activities needed to
achieve them such that your plans achieve the
objectives.
Territory Management:
Quality of planning.
PERFORMANCE MEASURES
Personal effectiveness and

productivity.
Achievement of territory targets and

objectives.
CEW in managing your territory you spend the

required time in front of customers on a daily
basis.
CEW when you create annual, quarterly, monthly
and weekly plans to deliver all your strategic
objectives and operational targets in the timeframes planned.

Page number 5 of 23
Three Types of Performance Measures

1
Quantifiable performance measures focus on end results.

These measures can be expressed in time, quality and quantity.
Methods of Writing:
Use numbers, percentages, deadlines, statistics, etc., to spell out the precise
standard you wish to see attained. This can be done by explaining CEW ie the
Jobholder is Considered Effective when or by using SMART ie spelling out
Specific and Measurable goals, which are Achievable (and Agreed), and Relevant
(and Resourced) and Timed (or Trackable).
Behavioural performance measures focus on how results are achieved.
These
measures describe the desired behaviour of an employee. They are evidenced by

behaviours you have seen or heard. Behavioural measures describe the skills,
activities, or methods used to obtain results.
Methods of Writing:
Describe the behaviour you wish to see/hear or do not wish to see/hear. It may
also be helpful for you to describe the behaviour of someone who does this task
well.
Subjective performance measures refer to the perceptions of other people.
These measures describe the desired feedback you want from relevant others,
such as customers, co-workers, other Managers, etc.
Methods of Writing:
Identify who will be the judge(s) of the persons performance in the area
concerned, and describe the feedback you want to receive from him/her.

Page number 6 of 23
Use of Performance Measures

Different Aspects of a Sales Job where Performance Measures might be
used
Ongoing Job Performance measures for core areas of the sales job.
Example:
See previous pages using CEW is useful here.
Additional Projects Performance measures for projects that are in addition to the core job.
Example:
Carry out a complete customer review using the new system and submit the
key results to me by October 13th - using SMART is useful here.
Continuous Improvement A performance measure that is designed to ensure that specific tasks
are done more frequently or more effectively.
Example:
Considered effective when you actively look for ways to improve your personal
effectiveness and efficiency, and when you come to me with specific ideas to
achieve this objective. this could be SMARTened by asking for 2 or 3 ideas by
the end of the year.
Teamwork Performance measures that relate to the contribution an individual makes to the sales
team.
Example:
Considered effective when you work in co-operation with other sales team
members, and you are willing to help other sales people as needed. sometimes
a more general and discretionary statement such as this helps here.
Personal Development Performance measures that relate to a sales persons growth in knowledge
and skills. Often it pays to encourage the sales person to take responsibility themselves to pursue
this goal, and to demonstrate not only the acquisition of the increased knowledge and skills but also
the results of their application to the job.
-
Example:
Considered effective when you take steps to increase your knowledge of
market and customer research.

Page number 7 of 23
Measuring Joint Accountabilities

Sales Team Performance and Joint Accountabilities:
The effective functioning of sales teams depends upon the clear assignment of an individual sales
persons responsibilities and actions.
Success increasingly requires co-operation, commitment and action co-ordinated across traditional
authority boundaries. Clear identification of roles, responsibilities, and actions are essential if business
goals are to be met.
In both situations, collective responsibility must be broken down so that each sales person clearly
understands what is expected of him/her. For example:
Identify what achievement of the goal would look like.
Identify the sales people required for successful goal completion.
Discuss and define the roles, responsibilities, and accountabilities of all the sales people involved.
-
Break the task down into measurable actions.
Gain commitment to actions and timeframes from all the sales people involved.

Page number 8 of 23
Team Performance and Joint

Accountabilities
1. Define the success criteria for the task.
2. Define the roles, responsibilities and

accountabilities of all involved.
3. Break the task down into measurable actions.
1.
2.
3.
4.
5.
Sales Person A
1.
2.
3.
4.
5.
Sales Person B
1.
2.
3.
4.
5.
Sales Person C
4. Agree on, and gain commitment to, actions from

individuals.
5. Hold individuals accountable for carrying out

their personal actions.

Page number 9 of 23
Achieving Maximum Leverage

Setting performance measures that combine high business impact with high personal influence
will enable you to achieve maximum leverage.
HIGH
High business impact/
High business impact/
Low personal influence
High personal influence
Low business impact/
Low business impact/
Low personal influence
High personal influence
BUSINESS
IMPACT
LOW
PERSONAL INFLUENCE
HIGH
How?
Improving all customer service levels is a performance measure that has high impact on
business results.
However, it is unlikely that any single sales person can influence the
achievement of such a goal.

The key is to ask yourself, How can this sales person influence the improvement of customer
service levels?
The answer will form the basis of individual targets to increase your influence over the
achievement of a key business objective.

Page number 10 of 23
Why?
Focus objectives and measures on the desired outcome.
A sales person may have high influence over some areas of work, but these areas may have
little impact on business results.
When you consider setting an objective, or measure, ask yourself:
Why is it desirable? What do you want to the person to achieve? Will it support the
achievement of sales goals?
By asking why or how, you will be in a better position to prioritise objectives and measures for
sales people so that they will have high business impact and high personal influence .

The Benefits of Agreeing Performance

Measures
Good performance measures
Impact internal/external customer perceptions.
Create open communication and a stronger relationship between sales people and sales
managers.
Eliminate sales peoples blind-spots and provide the starting point for self-improvement.
Bring performance issues out in the open.
Clearly identify the method of measurement, so that monitoring can take place openly.
Ensure that problems, in the area of personal skills, can be tackled as part of the norm.
Allow relationship issues to be raised and handled more objectively.
Ensure that development needs can be openly discussed and accepted by the sales person.
Clarify how the job should be done (not just the end result).
Provide a constructive method for raising sensitive behavioural issues.
Bring under control, and improve, behaviours that may have previously eluded the Sales
Manager.
Help the organisation to develop a culture of co-operation, support, and partnership, which
is reflected in its dealings with customers.
Prevent the build up of frustration and confrontation between the Sales Manager and the
Sales Person.
Reduce the need for performance improvement coaching or counselling sessions.
Ensure that behavioural and attitudinal issues do not deteriorate to the detriment of the
business
Reinforce company culture and valuesthe way we do business.

Emphasise that it is very often the behavioural aspects of performance that differentiate
good sales people from outstanding sales people.

Monitoring and Measuring

Performance Using Joint Calls
Joint calls provide a tremendous opportunity for the Sales Manager as coach/mentor to view
the Sales Person in action and to assess:
The quality of pre-call preparation.
The structure and content of the call.
The level of selling skills used.
The results of the call.
The sales persons development needs.
This document provides a checklist and guidelines for carrying out a day of joint calling by the
Sales Manager with a Sales Person.
It consists of:
Joint Calling Checklist.
Joint Calling Assessment Sheet.
As a Sales Manager use these tools to improve your monitoring and measuring of your Sales
Peoples performance.

Joint Calling Checklist For The Sales

Manager
PRE-CALL
Explain purpose of the day of joint calling to the Sales Person.
Discuss the days plan.
If relevant, refer to any previous visits and objectives set for the day.
Discuss the customers to be visited (one at a time before each joint call).
Discuss objectives of the call and how the Sales Person is going to achieve them.
Identify what problems the Sales Person is likely to encounter if any.
Seek any background information to the call and the customer relationship.
Agree how the Sales Manager is to be introduced and his/her role.
DURING THE CALL
Avoid being drawn into the sales call or sales presentation. The main purpose of the Sales
Manager is observation of the structure of the call, the selling process and Sales Persons
sales skills.
Assess the key strengths and weaknesses and have evidence.
POST CALL
Ask the Sales Person what they think they did well and also what they could improve upon
for next time.
Be specific in praise; `that was good` is not specific enough.
When asking for improvement, be clear about what you want to see improved.
Prepare for the next call and look for improvement.

PITFALLS TO AVOID
The time you spend in the field with your Sales Person must be seen as a period of work
and not just a visit.
Never rob a Sales Person of a sale.
Never use your own equipment, always use his/hers.
Never boast about how easy you find selling or what you have achieved in the past.
Don't be afraid to invite feedback from your Sales People.
Never dodge difficult customers.
Never be late for an appointment with your Sales People. If you are you automatically
allow your Sales People to be late.
Never regard this coaching activity as an interruption to your work. It is the most
essential part of it!
END OF THE DAY
If possible, break both during and at the end of the day for a chat. Encourage the Sales
Person to talk about any difficulties or problems they are having.
Allow the Sales Person to do some self analysis against the day's plan. Was the plan
achieved?
Follow the feedback rules. Praise successes.
If a Sales Person's plans did not work ask him/her why. Check to see if all preparations
were made.
Both of you should make notes on any areas for improvement. The day should act as a
reminder for future calls you may make together.
Be fair and objective. Aim to get the Sales Persons agreement to feedback.
Check what the Sales Person is doing the following day. Make sure s/he has planned
properly for the days selling activities in the light of this day.
Set clear objectives for the Sales Person to achieve before your next joint calling day
and make sure that both of you have copies of these.
Finally thank the Sales Person and leave him/her with a well done.

Joint Calling Assessment Sheet

Use this sheet to plan and assess joint calling days.
Day/date
Area for visits
Focus for the day (Agree with Sales Person eg. To practise planning calls, structuring calls,
closing skills etc.
No. of calls to be made in the day and objectives of each one

Customer/Prospect
How visit obtained eg.

e-mail, cold call, tel. call,
networking etc

Call Objectives
Individual Call Assessment

NAME OF CUSTOMER/PROSPECT
CONTACT NAME
Networking
Tel
Appoint.
Cold
call
Researchabout customers business and needs
Structure of the call.
E-Mail
info
(Things to mention and highlight)
CALL STRUCTURE
Introduction
Identify
needs/problems/future
plans
Agree priorities
Write down the order
in which each element
was covered.
Advise on solution (s)
Features of Solution(s)
Tick the boxes if

covered.
Benefits of proposed
solution
Handling questions and
objections
Proposing next step

Closing/gain
commitment to next
step

SELLING SKILLS
Identify needs: Which were the questions that gained the most useful information?
Listening skills: Were the customers replies noted & acted upon?
Note down any that were and any that were not.
Features of Product/Service Solution(s): What features of what products/services

were presented to the customer?
Benefits of Solution(s): What product/service benefits were stressed?

Gaining Commitment: Was there a genuine commitment to the next

step from the customer?
Talk v Listen : How much of the call was taken up with talking and
listening by the sales person?
Talk
Listen
Given the customer type was the % about right?
Use of support material:

What sales support material was used? Was it
used in a timely and effective way?
Handling questions objections:List the questions and objections

successfully dealt with and those that
were not and the reasons.

Next steps:
Was the next step agreed a suitable one?
Closing: Detail the statement or question that gained commitment and

the call.
closed
Behaviour/mannerisms: As an observer comment on any issues that

were obvious during the interview that
helped/hindered the Sales Person.
Click on the link below to view all the other products Rhema Group can provide:
http://www.rhemagrouponline.com/all_docs.php


How To Set Sales Target

Caricato da

Informazioni sul documento

Titolo originale

Copyright

Formati disponibili

Condividi questo documento

Condividi o incorpora il documento

Opzioni di condivisione

Hai trovato utile questo documento?

Questo contenuto è inappropriato?

Copyright:

Formati disponibili

How To Set Sales Target

Caricato da

Copyright:

Formati disponibili

Here is the document in which you have shown an interest.

Setting Sales Targets and Measuring

Click on the link below to purchase this document:

The Performance Management Process

1. Discuss and agree core areas

2. Identify and agree

Setting Sales Targets & Measuring Performance

Identify the Core Areas of Responsibility

They are generally derived from a list of primary responsibilities or

accountabilities on the job description.

Field Sales Person

Generating Sales Revenue

1. Look at the Job Description, and the primary responsibilities/

Setting Sales Targets & Measuring Performance

Identify & Agree the Assessment Criteria

Field Sales Person

Generating Sales Revenues

Sales per quarter.

Knowledge of major accounts.

Refine and finalise the assessment criteria.

Setting Sales Targets & Measuring Performance

Agree & Record the Performance

Performance measures that describe the desired

Performance measures that refer to the

CEW you generate sales revenue of 50k per

Personal effectiveness and

Achievement of territory targets and

CEW in managing your territory you spend the

Setting Sales Targets & Measuring Performance

Three Types of Performance Measures

Quantifiable performance measures focus on end results.

Behavioural performance measures focus on how results are achieved.

measures describe the desired behaviour of an employee. They are evidenced by

Subjective performance measures refer to the perceptions of other people.

Setting Sales Targets & Measuring Performance

Use of Performance Measures

See previous pages using CEW is useful here.

Considered effective when you take steps to increase your knowledge of

market and customer research.

Measuring Joint Accountabilities

Identify what achievement of the goal would look like.

Identify the sales people required for successful goal completion.

Break the task down into measurable actions.

Setting Sales Targets & Measuring Performance

Team Performance and Joint

1. Define the success criteria for the task.

2. Define the roles, responsibilities and

3. Break the task down into measurable actions.

4. Agree on, and gain commitment to, actions from

5. Hold individuals accountable for carrying out

Setting Sales Targets & Measuring Performance

Achieving Maximum Leverage

High business impact/

Low personal influence

High personal influence

Low business impact/

Low business impact/

Low personal influence

High personal influence

achievement of such a goal.

Setting Sales Targets & Measuring Performance

Setting Sales Targets & Measuring Performance

The Benefits of Agreeing Performance