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HIGH IMPACT SALES MANAGEMENT
Your sales team is perfectly staffed to obtain the same results in 2011, that you obtained in 2010. If you would like to double your sales this year you can start by participating in a two hour webinar that reviews a case study of a sales manager that did it. Learn how to reverse the 80/20 rule in your sales force.
Your sales team is perfectly staffed to obtain the same results in 2011, that you obtained in 2010. If you would like to double your sales this year you can start by participating in a two hour webinar that reviews a case study of a sales manager that did it. Learn how to reverse the 80/20 rule in your sales force.
80/20 Rule - Fact or Fiction?
Frank Schmidt and John Hunter, two of the foremost experts in personnel productivity undertook a major review of the dozens of studies on the impact people have upon the success of organizations conducted over the last eighty five years. Their aim was to distil out practical usable information that could help organizations determine the impact their people have upon their productivity, and what organizations can do to improve the people aspects of their businesses. What they found was that for every job they reviewed there were people who consistently outperformed the majority of their peers in the same position. They referred to these as ‘superior’ performers and found that about 16% of the people in any job fell into this category. At the other end of the spectrum they found the ‘non-producers’, who consistently produced much less than the majority of their peers in the job ; again they found that about 16% of the people in any job fell into this category. Finally, they found that the vast majority of people produced at a level somewhere in between these two extremes - they were ‘average performers’ - neither so bad or so good as to attract any specific attention. They then defined three types of workers and examined the effect of this on their actual productivity - ‘Unskilled’, ‘Skilled’ and ‘Professional/Managerial’ workers. For the purposes of this session we are going to describe our salespeople as ‘skilled workers’. The research showed that ‘non-producer’ skilled workers produced 32% less than their ‘average’ peers; and ‘superior’ skilled workers produced 32% more than their ‘average’ peers. So, there was more than 64% difference in output between non-producers and superior producers in skilled positions! So, the research shows that by using the conventional approaches to managing a sales force you can expect to have this uneven distribution of sales performance.
Frank Schmidt and John Hunter, two of the foremost experts in personnel productivity undertook a major review of the dozens of studies on the impact people have upon the success of organizations conducted over the last eighty five years. Their aim was to distil out practical usable information that could help organizations determine the impact their people have upon their productivity, and what organizations can do to improve the people aspects of their businesses. What they found was that for every job they reviewed there were people who consistently outperformed the majority of their peers in the same position. They referred to these as ‘superior’ performers and found that about 16% of the people in any job fell into this category. At the other end of the spectrum they found the ‘non-producers’, who consistently produced much less than the majority of their peers in the job ; again they found that about 16% of the people in any job fell into this category. Finally, they found that the vast majority of people produced at a level somewhere in between these two extremes - they were ‘average performers’ - neither so bad or so good as to attract any specific attention. They then defined three types of workers and examined the effect of this on their actual productivity - ‘Unskilled’, ‘Skilled’ and ‘Professional/Managerial’ workers. For the purposes of this session we are going to describe our salespeople as ‘skilled workers’. The research showed that ‘non-producer’ skilled workers produced 32% less than their ‘average’ peers; and ‘superior’ skilled workers produced 32% more than their ‘average’ peers. So, there was more than 64% difference in output between non-producers and superior producers in skilled positions! So, the research shows that by using the conventional approaches to managing a sales force you can expect to have this uneven distribution of sales performance.
Who: Presented by Dr. Neil Clark, Executive Director of HireSmart, LLC
What: High Impact Sales Management - Case Study - Lens Care Group
When: Fourth Tuesday of each month from 11 AM to 1PM
Cost: $35
What: High Impact Sales Management - Case Study - Lens Care Group
When: Fourth Tuesday of each month from 11 AM to 1PM
Cost: $35
Call 480.503.2945 to register for the webinar or send your registration request to: support@hiresmart.com
Participants can pay the registration fee online by CLICKING HERE.
Participants can pay the registration fee online by CLICKING HERE.
Case Study - Lens Care Group
These are the forty-five sales representatives who took a product line from $80,000/month (or a million a year) to $1 million a month in six months. They projected $7 million the first year and ended up at $10.5 million. The Sales Director of the Lens Group happily reported that they projected $17 million for the second year and will end up the year at $21.5 - 22.0 million! That’s doubling the sales the second year!
These are the forty-five sales representatives who took a product line from $80,000/month (or a million a year) to $1 million a month in six months. They projected $7 million the first year and ended up at $10.5 million. The Sales Director of the Lens Group happily reported that they projected $17 million for the second year and will end up the year at $21.5 - 22.0 million! That’s doubling the sales the second year!