5 Keys to Building a Dynamic Self-Management Sales System


 5 Keys to Building a Dynamic Self-Management Sales System

"Can you diagnose your business on a 'Single Sheet' of paper? Here are some key steps to help identify your essential competencies and performance metrics. Because numbers don't lie."

5 Keys to Building a Dynamic Self-Management Sales System
5 Keys to Building a Dynamic Self-Management Sales System

1) Identify your core competencies and performance indicators.

If I asked you to list all the core competencies that you possess - those that are absolutely necessary for you to succeed in your position as a salesperson... could you do it?

For example…

Essential competence or not?

"Turning conversations into meetings? (yes, it is)
"What about filling out the paperwork? No! (This is a related problem)
"What about the closing coefficient? (Of course, it is.)
"The degree of success in turning the first meeting into an opportunity? (Absolutely)

Do you understand the picture?

Now, if you really want to implement a self-management system that will work FOR you and not against you, you first need to "gain access" to what is an essential competence and what is just a related competence.

To do this, sit down and list all the sales and performance indicators related to the indicators of your competence and the desired revenue results. (Hint: "Sales cycle" and "Average revenue" from sales are two.)

2) Make a diagnosis of your business on one piece of paper

If I ran into you on the train or in the elevator, would you be ready to tell me what you do (and how it benefits me or those I know) - in less than 1 minute…

This is called your 30-second commercial. Most people don't have it, but everyone needs it.

One way to better understand the obvious benefits that your products and services bring is to start looking at and diagnosing your business more scientifically. You will also see how the numbers work and which areas are most important for your short- and long-term success.

Ask yourself…What happens if your closing ratio drops by 30% and your average sales revenue increases by $2,500? How does this affect your desired results?

Write down your competency and sales metrics on a piece of paper. Calculate coefficients according to competencies and averages according to your sales figures. Assign your revenue object or quota. Play around with numbers and ratios to see how they are interconnected and how they affect each other.

3) Calculate your "Magic Number"

"Not making enough new appointments on a regular basis" is like a malignant tumor slowly eating away at the heart of most trade organizations - Jeff Hardesty.

The reason for this is that most of us don't determine how many new appointments are required on a weekly basis based on individual competency and performance metrics.

It's like making a diagnosis blindfolded.

All people are different; we all have a "Magic Number". And this is personal only for you. If you regularly achieve this, you will regularly achieve the desired results. Since this is a dynamic number that varies from week to week, it is important to understand how it is interrelated with other competence coefficients, performance indicators and desired income outcomes.

It is important to include your "Magic Number" in your self-management system.

4) Get used to the "Napkin Rule"

A simple "Napkin Rule" means that put aside all these sales automation systems for 30 days and tracking your core competencies and performance indicators on one napkin.

Calculations are updated daily. Keep the napkin in your pocket. When the napkin is full, transfer it to the notepad to display the month with the date. Do not have anything else in your legal notebook other than your basic competence coefficients and sales performance indicators. After 30 business days, transfer the legal pad metrics to a spreadsheet of your favorite computer software and track them for 90 days.

This simple but effective "Napkin Rule" will help you become the CEO of your business.

5) Manage Your Numbers, Don't Chase the Quota

Focus on your numbers, not the quota, so that you can diagnose productivity trends before the income crisis. Then you will have the opportunity to develop strategies and tactics for immediate recovery.

That's why.

The constant achievement and exceeding of sales quotas have very little to do with the product, pricing, and competition. But it has a direct relation to the "Process".

Identify the key competencies that are necessary to achieve success in your sales routine. Then train to perform powerful exercises to increase your performance indicators. Document these meaningful business metrics and review them weekly. Create a simple but dynamic self-management system and surpass your colleagues and competitors, while guaranteeing success in generating income.