Salesman’s job evaluation – a dangerous trap

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When to part with a salesperson? How to evaluate the effects of a salesperson’s work and when to part with him. In fact, we should do it as soon as we find out that he or she it is not meeting our expectations. Otherwise, we expose the company to huge losses (I will write about the method of calculating these losses in a separate post). But how to say that a salesman does not promise and does not live up to the hopes placed in him? Usually we rely on gut feeling or on hard conditions, such as sales target. Both of these approaches, although widely used and often with good results, are burdened with an error that can cost us dearly. We can get rid of a future sales star, lose the chance to close a big deal, or expose ourselves to bad PR in the salesman world.

The salesperson’s work assessment should be measured by how he or she fulfills the assigned tasks, and thus closes the individual stages in the sales process. In consulting sales, and that’s the only thing we do here, sales cycles are long, often lasting even several months. Assessing intuition or targeting may not work here. Because what if it is not the fault of the salesman tag a large transaction is shifted in time, but at the same time the he or she correctly closes the next stages of the transaction? We need to know how to settle not the final stage, i.e. closing the lead, but closing each stage that we define in the sales process. This will allow us to sleep more peacefully and prevent us from making costly mistakes. It’s easy to say – harder to do.