I have reviewed the mechanism for Sales-issue management of Questetra, on the occasion of starting the new fiscal year of 2016.
And during the review I reconsidered for whom the mechanism exists.
Two Kinds of People who Want to Manage Sales Issues
Every company, I guess, manages Sales-issues. And there are two types of people who want to manage them. These are the “Management” and the “Sales representatives”.
Thus, I must revise in order to create a mechanism for Sales-issue Management which meets the needs of both “Management” and “Sales Reps”. If it were one for each of them, I would be easier…
(In some companies, a mechanism of Sales-Issue management for other than Management and Sales-reps is required, of course.)
Concerns of the Management
When I was thinking about the cause for managing Sales-issues, I realized that the points of concern are different depending on the position of the one involved.
The “Management”,including the president, are not interested in the details of an individual Sales-issue, rather, they are concern with the Sales-issues as a whole.
- Is it possible to achieve the goal of a certain period?
- Whether or not the seeding that leads to the results of the next fiscal term are enough
- Is there a need for leveraging major changes?
They need information to measure how to achieve the company’s goals.
The information is the aggregation of indicators, such as, number of order entries so far, compared to the previous fiscal year, or the expected sales at the end of the period according to the ongoing projects, etc.
Concerns of Sales reps
Sales reps and their leaders are interested in more detailed information of each individual Sales-issue, rather than the overview of the entire Sales-issues with which the management is concerned with. (Sales leaders, however, will also be concerned with aspects similarly to general management for reporting purposes.)
In order to know detailed information of an individual Sales-issue, they do the following measures.
- To determine the priority of the Sales-issue.
- To determine the measures for each of the sales-issue.
- To find “something” that leads to a successful sale, referring to the information of a colleague who is doing well.
It requires detailed information for each issue, such as Progress (Status), Accuracy, Challenges, etc.
Management is not the Goal
As we have seen so far, both ” Management” and “Sales reps” are interested in the management of Sales-issues, but in a different way.
However, only “Sales reps” update or enter new Sales-issue information. All of the information necessary for the Management will be undertaken by the sales reps.
When you try to build a mechanism for managing a Sales-issue, you must devise a way to extract useful information for the Management, but at the same time keeping the burden on the Sales reps as small as possible. Otherwise, the work of information entry will become sloppy, and the collection of the desired information will become difficult.
On the other hand, if we only considered the management of Sales-issues only for the Management, there might be a risk of not getting detailed information from Sales reps who are the source of information and need that detailed information. Therefore, you should be careful not to fall into such a situation when considering the management of Sales-issues.
I have improved the mechanism of managing our Sales-issues keeping this in mind. And I thought of a method, which I am going to introduce to you later, for which Sales reps can enter information easily while collecting helpful information for the Management.
That’s it for today!
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