|
|
|
|
|
|
|
|
|
|
Ability designs Quality Improvement Processes for Sales,
Management and Support functions.
Sales people need many skills and capabilities to do their job effectively.
They can also be judged in a variety of ways. The difficulty that busy sales
managers are faced with is how to judge the value of their sales
people beyond the hard facts of quota achievement. Similar quality
measurement issues apply to technical support staff and managers.
In addition, capability requirements vary across markets, types of customer,
and types of product or service offering. High volume, low value markets
need a different complexion of sales person than high value account focused
markets. Complex, high-business-impact technology demands different skills to
those needed in selling lower cost, high volume tools.
Measuring sales people or managers on quota achievement in complex business
to business environments is important, but not enough. It doesnt address:
| how they achieved quota why they were successful where and why they had failures what could be improved whether they need extra training or coaching indeed whether they should be in the business at all or whether they would be better suited to a different sales challenge |
 |
By measuring people against a given set of core knowledge, skills and
capabilities and a set of internal KPI's, we are able not only to judge
performance in a more objective way, but most importantly we are able to
identify where there are competency gaps that can be filled through
development activity. Many managers will say they already do that. The
problem is its often spasmodic, can be rather subjective, there will be a
lack of consistency across managers, and development needs are not able to be
rounded-up effectively into a cost-efficient corporate programme.
This quote is from the European Sales VP of a large
software vendor.
We originated the Sales Quality Improvement Process because we felt
there was a lack of in-depth product and business cycle competency across
the sales force. We wanted to firstly prove this and then put a coordinated
programme in place to tackle it. Instead we uncovered a greater need for
generic sales and sales process development, and found that the perceived
lack of product positioning ability was more often to do with poor
presentation skills than an underlying lack of product knowledge. It
therefore gave us the ability to concentrate staff development activity on
where the real problems were, rather than simply on where we thought they
were.
The programmes Ability designs bring better quality business, more effective
use of training and development budgets, and more motivated staff who feel
that the company has a interest in developing them.
 |
|
|
| about us | | why ability? | | research | | training | | contact us |
