04 Abr Cuatro razones para invertir en gerentes de ventas
Cuatro razones para invertir en gerentes de ventas
Sales managers, especially frontline sales managers remain the most underdeveloped role in sales despite the fact that this role has the highest leverage on performance in any sales organization. Unleashing the sales managers’ potential to impact sales productivity and performance requires a dedicated development program. However, our research shows that there is still a remarkable gap between the relevance and the development of the role. Here are four business reasons, backed up by our research, why sales leaders and sales force enablement leaders must prioritize sales manager development to see significant improvements in sales performance.
If an investment in one person can impact the performance of eight salespeople, why
would anyone not prioritize this investment?
Balancing Enablement Investments
Sales leaders show their commitment to priorities by making the necessary financial resources available. Investments in sales productivity and performance are often a significant budget item, and sales leaders need to tailor these investments to achieve their business goals. Given the sales managers’ primary role in sales execution and sales
performance and the leverage they have due to their unique span of control, there is a need to develop sales managers with a tailored approach that considers their challenging linchpin role.
The results of our 2017 Sales Enablement Optimization Study are encouraging not only because they show a shift. For the first time in many years, the investments in sales managers have increased and are far more balanced compared to the years before. The chart below on the left shows the details and compares investments in salespeople versus sales managers. The majority of investments for sales managers (52.1%) are between $500 and $2,500; for salespeople, it’s 53.0%.
The chart on the right hand side compares the investments in sales managers only for the years 2016 and 2017. The percentage of organizations that didn’t invest in their sales managers or only <$500 decreased from 37.2% to 30.6%. Instead, the percentage of organizations that invest between $500 and $2,500 in their sales managers, increased from 41.3% to 52.2%. These are remarkable and encouraging changes for the better from one year to another.
#1 Investing in Sales Managers Drives Results
Sales managers have a greater impact on sales execution, productivity, and transformation than any other role. What makes the sales manager, especially the frontline sales manager role, so demanding is the need to continually balance three often-competing areas – customer, business, and people, in constantly changing and complex selling and buying environments. Furthermore, sales managers are almost always sandwiched between the competing goals and motivations of their team and corporate executives as well as between those of customers and internal organizations. Their performance is judged on their ability to achieve multiple, often-competing goals at the same time. Poorly developed sales managers drive top performers out of the organization and promote mediocre performance from those who remain. This is something sales leaders with ambitious growth and performance goals simply cannot afford.
The data from our 2017 Sales Enablement Optimization Study shows that organizations that invest in their sales managers between $1,500 and $2,500 can improve their performance results above average. Conversely, those study participants that made little to no investment in their sales managers’ development failed to achieve average
performance results. For example, the study’s average win rate for forecasted deals was 51.8%. Those organizations that didn’t invest in their sales managers or invested less than $1,500 achieved a win rate of 46.5%, which is a decline of 10.2% compared to average performance. On the other hand side, those organizations that invested between $1,501 and $5,000 could improve their win rates for forecast deals by 9.0%. In the chart, you can see similar results for quota attainment. Investing in sales managers adequately is not only a matter of improving results; it’s also essential to achieve at least
average performance. Of course, the investment only does not guarantee success; let’s see how to focus the investments wisely.
#2 Coaching is the Key to Leveraging Salespeople’s Full