Are you gaining/losing market share? If so, why?
Are your margins eroding? If so, why?
Is your cost of selling too high? Or is it too low?
What percentage of your sales team are meeting or exceeding quota?
Do you know that half your sales force is out there trying to win business you do not want?
Is your sales organisation respected even admired in the marketplace?
Is your sales approach a distinctive source of competitive advantage? If not, why not?
Can your sales force create and sell business solutions?
Do they know how to get paid for the value these solutions deliver?
How do your customers rate your sales force?
How solid is your sales pipeline and how accurate is your sales forecasting?
Is slippage in your forecast a recurring problem?
What is your sales force turnover—is it too high or too low?
How effective is your sales compensation plan? Does it drive the right kind of behaviours?
How effective is your sales management—do they have the tools, skills and systems to deliver results through a sales team? Have they been properly trained?
How well are sales and marketing integrated?
Do the salespeople see marketing as an asset that helps them sell more effectively?
Do you routinely conduct win/loss reviews?
Do you have a clearly articulated an effective Go-To-Market sales strategy?
Could all of your executives explain it succinctly and with the same message?
Do you have a defined process for identifying, hiring and retaining genuine sales talent?
Do your salespeople know how to sell to senior executives?
Why do over 50% of our sales force fail to meet quota.
Questions Every CEO Should Be Asking His Sales Managers - To learn more about this author, visit Peter Gilbert's Website.
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Peter Gilbert
(Visit Peter's Website)
Peter began his sales career with Ecolab
Inc in South Africa.He spent 14 years with
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sales roles, with his final assignment
being as CEO of the South African
operation. He then founded the South
African affiliate of Philip Crosby
Associates, and fulfilled the role of
Sales Director for 7 years, during which
period the company became the largest TQM
consultancy in the southern hemisphere.
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sales assessment and recruitment
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