If you can't measure it, then you are not serious about it!

This is a fundamental rule of the Master Marketer. With that in mind, the following test will help you determine where your sales team needs attention. Answer all the questions, then score them according to the instructions at the end of the test.

1) Our salespeople have more sales leads than they are able to respond to.
o Yes o No

2) Our sales team includes both field and telephone salespeople.
o Yes o No

3) We have a specific sales process and our salespeople understand and use it.
o Yes o No

4) Our salespeople are trained in sales presentation methods and use them.
o Yes o No

5) We have a formal sales training program to develop product and industry knowledge, as well as selling skills.
o Yes o No

6) We have a formal program for reporting sales activity.
o Yes o No

7) Our salespeople know how they are being measured in areas other than revenue.
o Yes o No

8) We conduct regular in-field coaching sessions on an individual basis with each of our salespeople.
o Yes o No

9) We have a formal program in place to develop our salespeople's skills.
o Yes o No

10) Our sales compensation plan promotes the desired product mix by rewarding good results and penalizing poor results.
o Yes o No

11) We regularly communicate product and industry update information to the members of our sales team.
o Yes o No

12) Our salespeople provide regular product and industry feedback in writing or in formal verbal feedback sessions.
o Yes o No

13) Our product is being represented in the best possible manner by our salespeople.
o Yes o No

14) Our salespeople report on sales or customers that we lost and tell us why.
o Yes o No

15) Our salespeople have a program to contact accounts that should be buying, but are not.
o Yes o No

16) We all know who these accounts are.
o Yes o No

17) Our company has a formal program to prescribe, help and set minimum requirements for acceptable levels of sales performance.
o Yes o No

18) Our salespeople are satisfied with their territories.
o Yes o No

19) Our sales team maintains the best use of its time.
o Yes o No

20) Our sales team uses computers and contact management software.
o Yes o No

21) We receive negative feedback from customers and prospects through our salespeople.
o Yes o No

22) Our price is seldom an issue to buyers.
o Yes o No

23) We experience few customer satisfaction complaints.
o Yes o No

24) We experience low competitive pressure.
o Yes o No

25) We conduct regular customer satisfaction surveys.
o Yes o No

Scoring: Give every Yes answer two points and every No answer zero. Add up your score.

If you scored between 38 and 50, your sales efforts are on the right track. Look at your No answers and concentrate on improving those areas.

If you scored between 25 and 37, your sales efforts are on par with most, but you could really benefit by addressing the weak areas shown in your No answers.

If you scored below 25, take a comprehensive look at your sales team and systems to improve overall sales. Once you have isolated your weak areas, you should focus on defining a clear Job Expectations Agreement with each member of your sales team. As an example, this agreement might look something like the following document.

Sample Job Expectations

1) Sales Appointments

Appointments per day: 6 to 8

Prospect calls per week: 10 to 15

Service calls per week: 20 to 25

2) Annual Sales Volume

Less than $25,000 -- Call every 6-8 weeks

$25,000 - $100,000 -- Call every 4 weeks

Over $100,000 -- Call every 2-3 weeks

Based on the distribution of your accounts by annual sales volume, the following guidelines should assist you in effectively covering your territory while meeting the requirements explained above.

a) Itineraries, daily call reports and sales reports should be filled out in full and submitted to the office by Monday noon.

b) Correspondence, including requests for quotations and literature should be handled by salespeople whenever possible. A file copy of all correspondence should be left with the Sales Manager. You in turn will receive a copy of all inside work affecting your accounts.

c) Weekly expense accounts should be submitted along with your reports covering that period of time.

d) Arrangements should be made with the office so you can be contacted five days a week if necessary. This can be accomplished by adhering to your weekly schedule and/or calling in daily.

e) To complete reports, handle correspondence, pick up leads, etc. you should plan on being in the office an average of a half day per week.

Your performance will be reviewed twice a year, in January and in July, with respect to a) ability to retain business, (b) number of new accounts, (c) increase in sales volume, (d) following up leads, and (e) meeting the requirements outlined above. This review will play a major role in determining adjustments in salary and distribution of accounts and territories.