All for One, One for All
Here's some advice on how to get your sales staff—and even your current adversaries in other departments—striving for common goals.
By Steve Honig
Let's start by pointing out the obvious: As a sales manager, you are responsible for the performance of your sales staff.
Now let's roll out an old maxim: If you don't know where you are going, you may end up somewhere else. I don't remember where I first heard that, but it sure has stuck with me throughout my career.
With those two general but salient points in mind, see how many of these questions you can answer.
What is your average close ratio?
What is your attachment percentage with extended warranties and cables?
What percentage of your sales is furniture?
What percentage of your sales is video?
What percentage of your sales is audio?
I suggest producing a scorecard twice a month that shows those sales percentages by product type for each salesperson. Do it once near the middle of the month and again at month's end. These reports will show how your sales staff performed for the entire month. Your POS computer system most likely can assist you in inspecting what you expect from your staff. By printing reports that show these results, you can focus your training energy where it is needed.
Compare each salesperson to the average of the group instead of a designated number. By doing so, you can use that average as a baseline for motivating your entire crew to beat the average. The goal is to raise the average collectively so that the store's overall numbers will improve.
This approach also discourages your weaker performers from giving up. Instead, they'll likely want to contribute to the overall group performance.
If you're like most custom retailers, you have monthly, quarterly and annual goals. But try to focus more on the first two of those. Annual goals are obviously necessary, but your monthly and quarterly targets are the ones that will get you to the annual number you need.