Sales Structure & Framework
The Sales Framework clarifies the structure within which the Sales Strategy can be executed, defining budgets, systems, staffing, resource allocation, compensation plans, quota levels, deployment structures and the like. Sł's Sales Framework Assessment Services explore and educate clients about the specific operational requirements and sales structure needed to deliver the specified results. Special attention is given to the following aspects of a client's Sales Framework:
  • Budgeting: What is the current budget for sales and sales support activities? How have the main cost categories been included and properly prioritized? At what level do competing firms spend in these areas?

  • Compensation Plans: Do the existing sales compensation plans align with the firm's strategic business and revenue objectives? Are the appropriate activities properly incentivized? How do these compensation plans compare to others inside the industry? What are effective compensation options in other industries? How should compensation be structured for new business as opposed to add-on, upsell and cross-sell business? How should lost business be handled in the compensation structure without de-motivating sales personnel? What is the right ratio of salary to variable compensation? How should sales management compensation be handled? How should compensation be handled when team selling is so critical?

  • Deployment Structures and Sales Territories: How should the sales team be structured - by market segment, geography, client size? When is the right time to create a Strategic or Key Accounts sales structure? When is geographic deployment a better choice than one defined by industry verticals? How can individual territories be valued so that each individual has commensurate earning opportunity? How can team selling be implemented without overspending on cost of sales? What compensation plan 'accelerators' are effective and which should be avoided?

  • Quotas: What is the proper size and composition of sales quota for the specific business and industry? Should quotas be re-set annually or quarterly? How can multiple products and their sales goals be integrated into your quota system? How should lost business be figured into the quota structure? How should quotas reflect team-selling activity?

  • Systems: What tools are in use for delivering mission critical information to business development staff in all locations? Is there a sales intranet in place? What kind of contact management platform is in place, and what policies exist to safeguard and require its use? How available is up-to-date information about account progress and setbacks in the current sales structure? How is competitive information gathered, maintained and disseminated?

  • Staffing: Is there adequate staff on board to meet current sales goals? What kind of support staffing (in-house or outsourced) is allocated to extend the reach of planned sales efforts? When is in-house vs. outsourced the best approach? How efficiently are support resources being leveraged?

  • Sales Policies: What are the appropriate objectives-based behavior policies required to realistically govern the team's day-to-day activities, including activity and productivity and data reporting requirements?
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