For most companies, especially small organizations, sales force restructuring is viewed as a daunting task.  In this hectic business climate, the revenue and profit pressures of the month tend to take over, leaving sales management with little time to revamp old selling styles, and so the cycle continues.  We listen to managers complaining that there is never enough time, money, or support to change, and to salespeople griping that they need more products, more territory, and lower pricing to close more business.

Here are some interesting facts:

• Although selling is one of the oldest professions in the U.S., 80 percent of the sales in this country are generally made by 20 percent of the salespeople.
• Everyone will agree that central to a company’s ability to grow and increase value, is its ability to sell its products and services.  Yet, most sales organizations have neglected to define and implement sales processes that can be measured and improved.
• Many companies spend over 15 percent of revenues on sales and marketing activities, but struggle year after year to meet sales objectives.
• Studies show that only 56 percent of a salesperson’s time is spent on direct selling activities.
• Most professionals such as; doctors, lawyers, accountants, teachers, real estate agents, electricians, and plumbers are required to obtain some form of license or certification in order to practice their profession. When was the last time your sales force received sales training, not product training?  How often is it reinforced?

The point is that the old methods of selling are no match for customers who are tougher, smarter, and have more choices.  If you don’t focus on managing, tracking, and improving the factors by which your sales organization finds and retains customers – you will simply fail.