#1 Unclear Strategic Direction

Unclear Strategic Direction – An organization has a solid strategy that is not being executed. Why?

  • The sales manager and/or reps don’t understand the strategy
  • The activities that drive the strategy are not being reinforced

We call this Sales Team/Strategy Misalignment, here are the symptoms:

  • Reps chase all prospects, regardless of the market, but they do not have the expertise to do so
  • Reps both land and service accounts, which leads to a lack of new clients
  • There is a premium on new accounts, so existing clients are neglected and go elsewhere

Sales Team/Strategy Misalignment causes the following:

  • Working ample opportunities, but with low win rates
  • Consuming resources on the wrong opportunities
  • Not enough new customers
  • Underserved territories or accounts
  • Inconsistent behavior across the sales team

Items to think about and implement:

  • Refine the growth strategy (customers, markets, products and services)
  • Determine the appropriate size and structure of the sales team
  • Identify ideal prospects and how to turn them into customers
  • Align the sales team and strategic direction
  • Create and measure the activities that drive strategy

Still not sure what to do or how to implement? Contact Pivotal Advisors and learn more about our approach to strategic direction and sales growth. Email janderson@pivotaladvisors.com or call 952.226.3381.

This entry was posted in Top Ten Factors that Stop Sales Growth by Gary Braun. Bookmark the permalink.

About Gary Braun

Gary is a founder and owner of Pivotal Advisors dedicated to improving sales force effectiveness by consulting with CEO’s and sales leaders on the critical elements required for superior performance. Gary is experienced in planning and implementing sales strategies in highly competitive technology markets. He works with sales leaders to identify key areas within sales team for improvement, instruction on the use of technology, and how it helps provide structure for teh sales leader to get the most out of his/her team and be more productive within the organization. As a sales leader, Gary's teams had continual growth in year over year's sales and led successful engagements with companies including Microsoft, Symantec, VMWare, Compuware, Sun Microsystems and Electronic Arts.

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