Are your sales meetings productive? They probably aren't as productive as they could be. Too many sales meetings are nothing more than a series of individual updates designed to help the sales manager do their job.
Since sales managers are not involved each individual's day to day activities, it is often hard for them to keep up with every one and every thing that is happening. Ultimately, the salespeople in these meetings dread taking time out of their schedule to attend the same old boring meeting. Worse yet, they often leave such meetings less motivated than they were BEFORE they attended the meeting.
Below are my top 10 secrets to kick your sales meetings to the next level.
Also, be sure to recap for the team via email what the next steps are for anything decided upon in the meeting. The sooner you distribute this information and recap it, the more salespeople will view it as important.
The most amazing thing of all is that not one of the 10 things are out of reach for any sales manager. There is little reason for any sales meeting to ever be unproductive for you as a sales manager or for the sales team.
Examples of Sales Performance Goals
Although a typically accepted method of measuring success for your salespeople is in dollars or units sold, other sales performance goals may help your business achieve that ultimate financial reward target. Meeting a minimum number of clients per week or achieving a high retention rate may be just as important as counting sales dollars.
A typical approach in sales goal setting is the S.M.A.R.T. approach. A goal must be specific, meaning it's not so vague that it prevents your salespeople from focusing on that goal. It also must be measurable in order to easily determine if the goal has been achieved. A goal must be achievable, as in not so unattainable that it is impossible to reach. It must be relevant, meaning your salespeople should be able to relate their line of work directly to the goal. Finally, a goal must be time-constrained, where salespeople are given a target date for accomplishment in order to stay on track.
If your salespeople's success depends on getting in front of people as much as possible, a typical sales goal might be for each of them to make 100 phone calls every week. Although ultimate success depends on the ratio by which calls are converted to appointments and ultimately to sales, much of your business's long-term sales success can depend on how many potential clients your salespeople can get in front of or speak to on a regular basis.
In sales, potential success generally relates to getting a chance to talk to people face to face. You could make a goal for your salespeople of meeting 30 clients per week, for example, which amounts to an average of six per day in a five-day workweek, or five per day during a six-day workweek.
our business may be in a field where training is a requirement of maintaining a licensed or a condition of employment. Therefore, you could set a goal for your salespeople of setting aside so many hours per week for study, going to classes or attending sales seminars. Start with two hours per week and if that goal is achieved, increase t by one hour each time until you feel your salespeople have reached the level required by yourself of a professional association.
Your business's ultimate success depends on your salespeople's ability to close. Therefore, an important sales performance measure could be to make one sale every day. This goal should not focus on the amount of the sale; rather, it should simply stress making one sale, allowing each salesperson to become more confident.
Do not overlook the importance of keeping a client once a sale is made. Clients are good sources of referrals and may lead to repeat business. An example of such a goal could be to maintain a 95 percent retention ratio, meaning a client is only lost once in 20 times during the one or two years following a sale.