Sua equipe de vendas está lutando para atingir suas metas. Como você pode colocá-los de volta nos trilhos?

When Sales team is off target Go slow Look closely at as is status Check for deveation from the basic ensure basics are in place Have a open discussion with Sales team fire them up, don't fire them, build a strong team spirit Rework on targets which is doable Celebrate every success big or small Get to the field get closer customer, understand the customer needs, check where are we as of now Call in all departments and discuss customer requirements and what needs to be done Ensure everybody participates, brain strom, discuss in length all points Draw action plan Everybody knows what needs to be done and why is it being done Discuss with key customers on the changes being planed, get their honest feedback

At the very outset, assess the complete situation: 1. Channel partner (DST, Dlr, SST, Stockiest, retalier) growth/degrowth analysis 2. Sales Officer wise Growth/ Degrowth Analysis 3. State wise (ASM wise) growth/degrowth analysis 4. Region wise growth/degrowth analysis Actions: 1. Channel correction plan with deadlines ( replacement/area bifurcation/product bifurcation/vacant area) 2. Business bifurcation action plan according to wholesale and retail market. 3. Special drive in terms of schemes, promotion, engagement in HPLM areas. 4. Focus on reach improvement 5. Taking big dealer/retailer accounts for extraction 6. Rural Market to be developed with appointment of channel partners till the last mile (ensuring service) 7. Team engament

Individual consultations are on the agenda to understand what's hindering their pitches. Is it stale leads? Cutthroat competition? By pinpointing the problem areas, we can tailor solutions that get us back on top.

A qualitative and quantitative approach would be most effective to understand what is going on. I would find time with people from the meeting bookers, sales, customer success, managers and C-level. In these meetings I would break them into two starting with qualitative topics first. Ask open ended questions around: What can we stop doing? What can we start doing? What can we continue doing? And then after this I would have the same conversation with the data in front of me and the people I am meeting with to get their input on the data. Once this is done you should have a holistic understanding of what is going on and create opinions on trends and commonalities.

Todos los equipos se enfrentan a situaciones que afectan el rendimiento muchas son de caracter interno y no son de su control por ejemplo los agotados, la entrega tardia por cuenta de la compañia a sus clientes y el servicio en general, ...ahora bien... si las causas son propias del equipo comercial y estan dadas mas en una coyuntura de mercado se hace necesario revisar de forma prioritaria un viraje en el plan de Mercadeo y Ventas que permita encauzar las acciones de forma estrategica revisando en los clientes mas importantes indicadores como el Sellout ademas escuchando a los clientes, al consumidor y al equipo para detonar nuevas tacticas y dinamicas que reactiven la demanda, ...movernos rapidamente es la mejor opcion...

The targets particularly sales targets are based on profitability projections of a company. We should break them into small milestones as well as product wise-profitable , less profitable and so on. Then we need to further check the product knowledge masters of those products in the team, the product masters to be linked to a sales expert in the team. Then we make smaller teams accordingly. After that small milestone and achievable targets to begin with, incentivise them for achieving and next milestone 10-20% higher and on achieving incentivise. People missing the targets to be checked what they are lacking to correct them Follow this and see the results. If results are not there probably you need to change the team or the product.

What has worked the best for me might be counterintuitive, however, hear me out. What I have noticed is the goals are normally focused at the end results and NOT the steps needed to get there as an example we focus on closing $10k this month but negate how we will get there. When it comes to setting clear and realistic goals, I think as the leader you should go with a skeleton to show you have thought about it and then work on it with the team so you can walk away with a collaborative goal. I like focusing on things like: CRM hygiene, multi-threading, using mutual action plans and activities. These are things our team can control and influence and the results should follow.

Speaking of solutions, is your sales toolkit gathering dust? Absolutely! But alongside refreshing everyone's knowledge, we'll be incorporating those advancements into our SMART goal setting. Learning the latest industry trends? Great, let's set a goal to close Z deals utilizing this new knowledge within the next quarter.

To reinvigorate the struggling sales team, it's essential to pinpoint the underlying issues, provide targeted training and support, set realistic targets, motivate with incentives, foster teamwork, monitor progress, and adapt strategies accordingly. By addressing skill gaps, offering incentives, encouraging collaboration, and providing regular feedback, the team can refocus their efforts, improve performance, and ultimately meet their sales targets.

A major part of the problem of targets not being achieved starts from wrong targeting itself. Some high flown dream of a leader and an owner taking on more than is possible, either to impress the next level or to make up for a previous bad quarter or year. I always advice finalise and Best case, worst case and a most likely case. Go for the 3rd case

When things are not going our way I like doubling down on meeting with the team to show the support and understand how we can succeed - once things are back to normal the meetings can slow down again. I love the framework (as I am sure you can tell) of what should we: start, stop and continue doing. If we work on these at the beginning of the week and again at the end we will hold our team accountable and slowly and healthily shape behaviour / understand who needs to find a new role.

It is very important to be aware of whats going on with your team members on a daily basis. This can only happen if you go beyond the excel sheet of "deal status". I would always try to spend 2 to 3 days a week on the field with the team members, accompanying them on calls, identifying the gaps in their understanding, conducting impromptu trainings and knowledge dissemination sessions as required and most importantly working on enablers to make their job easier by removing hurdles and figuring out innovative solutions within the scope of process and standards of business conduct to help them win the opportunities in front of them. Remember, if they win, you automatically win.

Team morale is crucial, and a key factor in achieving SMART goals. Burnout is a sales rep's worst enemy! We're revamping the atmosphere with engaging team-building activities that'll spark creativity and collaboration (think brainstorming bonanzas, not trust falls... although, never say never!). A happy team is a high-performing team, especially when everyone's working towards clear, achievable goals.

I'm not just your leader; I'm your coach and your biggest fan. I'll be right there in the trenches with you, offering real-time feedback and guidance. We'll have regular check-ins to discuss what's working and what's not, and I'll provide the resources and training you need to overcome any hurdle. Together, we'll turn challenges into opportunities for growth, ensuring that every team member feels supported and empowered to excel.

I absolutely second what Manu has said and to be honest, Manu was the same way with us when we were struggling for performance on a different KPI. Just to add, confidence builds competence and this isn’t the other way around always. Pats on the back and appreciations coupled with closed room feedbacks are very important in building confidence. And there’s no one better in doing that than a leader who is genuinely interested in working to help people build both competence and confidence.

There has to be an authentic and intentional attempt to foster a collaborative environment. That is where team members can share insights, best practices, and support each other. Consider team-building activities as a way to strengthen relationships

Having a detailed meeting, with all team members directly reporting to you, helps in not just aligning everyone on common goals, but also make them think on how each one can contribute to the success of the team. Sharing of success stories helps gives ideas to each other. Similarly post mortem of failures without finger pointing helps in learning what not to do next time. Also involve each team member in a long term business development activity as an additional task (like creating better ways to improve partner experience or creating sales pitch documents for a customer segment etc.,). Recognize successess. Always praise loudly. Blame softly. When you follow these practices, the team will always be aligned and own the organization goals.

Team work makes the dream work. Something that can work here is creating combined goals. KPIs shape behaviour so if we want to encourage this we should include that at least one meeting in the sales cycle we need another team member. By monitoring the behaviour we want to create we will work towards achieving it.

Inviting senior reps or members of your product team can help address customer issues you may not have heard or are an underlying issue you have not come across. It can be challenging to take great notes, ask great questions and listen carefully. Having help with this is a great way to get feedback and close more deals.

To rejuvenate a struggling sales team, fostering collaboration and teamwork is crucial. Encourage open communication, idea sharing, and mutual support. By working together towards shared goals, each member feels valued, contributing to overall success. Each individual should feel free to collaborate and completely responsible for their roles.

1. Have open discussions with the team to Identify the core issue which can be related to product, market, competition or strategy. 2. Have brain storming sessions to turn around the situation. 3. Revisit the goals which should be SMART. 4. Announce rewards for the achievers. 5. Last but not the least have dynamic review and monitoring system.

1. Understand the Market 2. Check the Products and the needs in that Area 3. Understand the Competition 4. Why Products are not selling 5. Study on the Gaps 6. Design a Strategy 7. Understand and meet the Distributor 8 Talk to the Sales person understand the problem 9 Study and take right Decision

Monitoring and evaluating are the most critical. I take pride in the business reviews I used to conduct during my corporate leadership days and now as a Business Mentor/Coach. The questioning style of reviews reveal the gaps, the analytics, the root causes, the potential solutions, the decisions needed etc. And build accountability on what is going to change before the next review.

In a data driven world, there are 1,000 ways to measure results. Commit to what you believe will make your team successful and don't waiver. If something else comes up that provides more insight, then give yourself the ability to pivot. This shouldn't be a scary meeting/review for your team.

If they are experienced, just get out of their way. Too many sales leaders that had been successful try and have teams adopt their ways. We hire smart people. Let them get creative. Help when it’s needed, but ask them to come up with alternatives if they are really struggling and do it in a kind way. Patience and shield them from the executive pressure. The best managers know how to do that. I work for one now.

Best mgr I ever had would simply get on the phone and start prospecting when her team was struggling or when an individual was struggling as well . She would dish out the leads and help take the pressure off as everyone knows that salespeople are more effective when they aren’t hanging their hat on one or two prospects. It not only helped us make quota that month but it helped fill our funnel for the subsequent months as well

Identify Training Needs: Assess the skills and knowledge gaps within your sales team that may be contributing to their struggles. Offer targeted training sessions or workshops to address these areas and provide them with the tools and resources they need to succeed. Whether it's improving product knowledge, enhancing objection-handling skills, or refining closing techniques, investing in ongoing training can empower your team to overcome obstacles and perform at their best.

It is important to understand successes (to replicate) and failures (to avoid repeating them). Spend time in-depth to understand something that is working very well for one product or one region or one segment. See how you can replicate that. Recognise innovations and creativity. Similary create a tracker for failures/losses. It is very important so that you can analyse and decide on next steps. Do not tolerate mediocrity for too long or have team members with attitude issues, for too long. Keep training and upskilling them on various connected topics. Ensure that their incentives are always released on time.

Rarely I have seen this done and it would have always mattered. People come at a given moment and are rarely interested in what is the background. Two questions remain unanswered: 1) How are the targets assembled? What happens on a wider corporate level if different milestones are hit? 2) What is the history of the Sales team with their target? (Not only accomplishment-wise but also how they perceived changes all along the way) Just being plainly curious about these points make working together with a team on their targets way easier.