How Do Sales Managers Use Sales Data?
Nesh Thompson | April 29th, 2009 - 12:01 amIf a company uses a CRM system or Sales Performance Management system as part of their company methodology one of the issues that may face the sales department is how managers use the information in managing the performance of the individuals within the department. One of the benefits of such systems is that data can be collectively pooled and analysed without the need to directly interview the individuals – it’s the miracle of modern technology that someone can input a forecast into their computer and as a result the sales manager who may or may not be in the same location have access to that information and as such amalgamate that with the rest of the data to create an overall forecast – brilliant!
On the other hand, that data is being used to constantly monitor the sales force. That may be good for management but what does that offer to the sales individuals within the department? Are sales managers asking sales people to participate in being their own police force? Perhaps it’s our inherent resistance to ‘big brother’ that we don’t like the thought of our information, that we input for ourselves, being wrested from our grasp.
The debate, like many others, is neither black nor white and perhaps reflects not how a system is used but the attitude that sales managers have in using them. Yes, the obvious merit to using systems is in monitoring behaviour to see if those in the department are on course to meet targets, are making the most of their time and inputting the correct information on key accounts but in using the system to police staff sales managers potentially tread on the grey area of surveillance over management. The obvious danger in creating a surveillance culture in the work place is that sales people aren’t inclined to input data into those systems.
Data, whether it is written down on scrap of paper, collected in an excel spreadsheet or collated in a more efficient data management system is the life blood of the company. The flow of information throughout the organisation is what keeps the entire organic system of the company circulating. Any measure that blocks or stops that flow of information is detrimental to that. In this case it may be required for the sales manager to think very carefully the balance that is ideal to maintain between monitoring behaviour and encouraging input of data.
Many sales trainers advocate the importance of ‘coaching and mentoring’ as part of the training and improvement of sales individuals and I tend to think that this same approach needs be employed in helping sales managers use information that they have at their fingertips. Where I work, we specialise in creating sales performance systems which we combine equally with the coaching not only in using the system but in working with those who are using the system to create the right culture to get the best results. In my opinion, that help in creating the culture behind the system is in many ways more important than the system that is being used. What tends to be forgotten when viewing data on a screen or printed out on paper is that information is translated into activities, relationships and ultimately the very personalities of those that inputted them.
Popularity: 9% [?]
Related posts:
One Response to “How Do Sales Managers Use Sales Data?”
Leave a Reply
Nesh,
you are spot on with your suggestion that sales managers need specific coaching and training how to make productive use of data they collect from their people.
In my experience sales managers are though those neglected people in the sales organization when it comes to specific training for them. . It is therefore of little surprise that almost all CRM implementation I was asked to analyze user adoption issues the knowledge gap of sales managers was a root cause.
Another important component though for good data flowing freely is trust between the manager and his/her people. I sometimes came across severe attitude problems of managers, where I doubted that coaching would help.