Regardless of time spent creating the sales strategy–implementation determines success

MELBOURNE, Australia - March 31, 2015 - PRLog -- By their own admission, many business leaders and owners will confirm that even though they have a great product and a brilliant strategy to put their business on the competitive map – the inability to match and deliver the strategic intent to an effective sales and distribution framework dooms them to failure said Converge Consulting Partner and sales/ management specialist Craig Troy.

Commenting further, Troy describes execution risk as a notorious challenge for companies irrespective of industry embarking on a strategy without considering the downstream realities facing the sales and frontline teams that must execute it with paying customers.

Predictions that social media and the digital era would decimate company sales teams in financial / professional services, real estate, consumer goods, etc have not eventuated and sales people with good negotiation skills are still in strong demand to connect and engage with customers.  So it is important that the sales organisation is factored into any company’s plans for expansion, new product promotion, channel development or any other business strategy.

“Organisations that want sales and marketplace success need their team to understand the crucial connections between strategy and sales.  Put simply, people can’t implement what they don’t know or can’t understand.  Too often the communication from the top to the sales organisation is a one way string of targets and budgets and as a result, the source of most performance problems.  Clarifying and articulating the strategy is a leadership responsibility”, said Troy.

If the sales team is unaware of the company’s strategic objectives it will incorrectly allocate resources and focus on those activities that may hinder attainment of business goals.

Troy continued, “The sales direction is therefore determined by the company’s strategy and the sales manager’s job is to ensure the team understand and are able to combine it with corresponding sales objectives and an execution plan to deliver”.

Leading sales managers will take the time to understand the personalities, strengths and motivations of the individuals that comprise their teams.  They don’t micromanage but take the time to coach mentor and engage with each individual to extract maximum productivity in line with the company’s objectives.

To really be effective, managers must also use key activity and result metrics to address skill deficiencies and improve overall performance of the group through ongoing review and training with appropriate rewards and acknowledgement programs.

This can only be achieved with quality measurable data and a culture built on trust, rapport and respect.

“Sales teams are a major investment for any company and the selling cycle is the primary driver of revenue.  So if the sales manager and team can’t make the connection between strategy and sales, the likelihood that the strategic objectives being met will be severely impacted, concluded Troy.

ENDS

Issued by Converge Consulting     www.convergeconsulting.com.au

Media enquiries:

        Mr. Joe Perri
        Joe Perri & Associates Pty Ltd
        Telephone/Fax:          +61 3 9324 0362
        Mobile:          +61 412 112 545
        Email:          jperri@joeperri.com.au