CROSSFIRE
Struggling Sales ? Deliberate Pathways To Achieve Desired Sales Growth
By Herman Githinji
Besides other sales performance tools , sales trend is a critical analytical tool . Trends show progressive sales performance weekly , monthly or yearly . Besides offering seasonal variations , trends also show how well a sales team manages its performance . A oscillate or spaghetti trend denotes a spectating sales team , a team that is busy walking and talking too much and having nothing to show for it . They wait for the results to happen and then shop around for possible reasons to bring to the sales review meeting .
I once noticed a sales trend which was almost flat month on month . That attracted my attention because it ’ s odd that a sales performance can be that close to the line every month . When I investigated further , I discovered that the sales team achieved the minimum targets and then carried any excess sales into the next month . They looked good to management , but they were cheating and performing way below their full potential .
A good sales trend should merge seasonal changes and sales teams ’ deliberate efforts . Sales performance is all about the ability to get your numbers through conscious effort . We should ride the tide in a good season , but the problem is that it floats all the boats . There are no accolades for just gathering and picking manna from heaven . An excellent sales team will have sales numbers for the sweat on their brows . Sales trends from a team that digs deep will show a gradual increment due to progressive efforts .
So , why do sales suffer and a sales team struggle in most instances ? If you want to go places , start knowing where you are and why . Then determine where you want to go through setting SMART goals . Then look for a pathway between where you are and where you want to go . Evaluate the feasibility of that pathway . Managers often dump target numbers to sales teams and completely ignore the path . The desired target numbers will not happen unless new and robust marketing programs are timely introduced and meticulously implemented .
When I was a rookie General Manager , I remember presenting my new year ’ s budget with a 40 percent increment from the previous year . I was excited to show the new growth , but the Directors wanted to know what would change and the impact those changes would have on sales numbers . I remember them asking these questions : What is your generic growth year on year ? Are you giving more credit , or are the
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Managers often dump target numbers to sales teams and completely ignore the path . The desired target numbers will not happen unless new and robust marketing programs are timely introduced and meticulously implemented . trading terms changing ? Are you offering lower prices ? Is a competitor closing down or having difficulties ? What ’ s the incremental difference in your marketing budget ?
I had no clue . In my proposal , prices went up by 5 percent , and credit terms remained the same . Distribution was also not changing much . Competitors were also actually expected to react to our marketing activities . The increment in the marketing budget was only 15 % from the previous year . The generic industry growth expected was only 10 %. And the director said , “ I don ’ t believe you will achieve the sales numbers based on the quantity and quality of the new sales programs you are proposing .” He continued , “ even if you ’ re expecting a 10 percent generic increase , plus a 15 percent from marketing activities , the maximum sales growth you can get is 25 percent . That has not even considered the competitors ’ reaction and the impact of the proposed price increment .”
After considering the desired sales growth and the quantity and quality of the additional marketing programs to be implemented , the next step is to understand where they will achieve maximum impact . Ideally , your sales programs or strategies should focus on three areas . Most importantly , current sales must be protected and maintained by ensuring that existing customers are happy to continue doing business with us . There is no need to apply effort to chase new sales while your bottom is busy leaking sales . Keeping those customers continually engaged and happy is critical . That ’ s the work of a robust customer service team .
The other vital sales growth opportunity is to encourage and ensure the growth of
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