| The sales force audit is a procedure for | | | | The final part of the audit would look at sales |
| diagnosing a sales organization. It shows | | | | force organization factors. These can be |
| management the weak points and areas for | | | | subdivided into eleven key areas, detailed below |
| development to improve business performance. A | | | | as covered in sales management training: |
| good sales management training course covers | | | | 1. Organisation structure: product, client or |
| the keys aspects of how to conduct an audit. A | | | | area-oriented division applicability with regard to |
| sales force audit has three main aims. The first | | | | the fulfillment of customer wishes. |
| aim of a sales force audit is to discover existing | | | | 2. Recruitment and selection of sales executives: |
| problems in the sales organization. The second aim | | | | Personnel selection procedures (sources, costs, |
| is to examine the relationships between the sales | | | | test procedures); job descriptions; definition of |
| force and other areas in the process. The third | | | | requirements; number of sales force; rate of |
| aim is to recognize the factors influencing the | | | | fluctuation. |
| success of the sales force. | | | | 3. Leadership and motivation: leadership techniques; |
| The Sales Manager can conduct the audit | | | | control measures; incentives. |
| themselves, or if time and know how are limited | | | | 4. Training and instruction: training objectives; |
| then an outside consultancy can be used. it can | | | | education program; methods of instruction; training |
| often be preferable to commission a critical, | | | | efficiency. |
| impartial and knowledgeable third party to carry | | | | 5. Remuneration: Planning salaries; relationship |
| out the audit. | | | | between variable and fixed incomes, fairness of |
| The following is a summary of the most | | | | the system; comprehensibility of the system; |
| important areas to be examined in a sales force | | | | satisfaction of the employees; regulating |
| audit. | | | | expenses. |
| The first set of factors to be audited should be | | | | 6. Assessing sales representatives: assessment |
| the external influences on the sales force | | | | procedures and criteria; setting targets as a result |
| organization. These would include factors external | | | | of the assessment. |
| to the operation such as economic, demographic, | | | | 7. Procedures: cover charge or business |
| political and legal developments; technological | | | | orientation; nearness to reality; flexibility; fairness; |
| trends; competitors (strengths, weaknesses, | | | | achievability; attention paid to individual, area, |
| business policy); markets (chance, risks); | | | | product and client related qualities. |
| customers (the buying decision process, service | | | | 8. Budgeting: accuracy of budget; fitness for |
| expectations). | | | | meeting targets and controlling staff. |
| Also included in this first phase of the audit would | | | | 9. Analysis of target or actual turnover: procedure |
| be factors within the operation, such as | | | | (product; client; area orientated; time span). |
| organization (company targets, organization | | | | 10. Sales areas: criteria for division; potential; |
| structure); relationship between sales and | | | | fairness of appointment areas. |
| marketing management, relationship with other | | | | 11. Journey planning and visits: scale of planning; |
| parts of the undertaking. | | | | procedures; efficiency with respect to punctuality |
| The second part of the audit should examine | | | | and accuracy. |
| factors relating to sales planning. These fall into | | | | The output of a properly conducted sales force |
| three areas: aims (aptitude, measure ability; | | | | audit can be used to identify actions that will |
| whether realistic); strategy (measures employed | | | | improve sales efficiency and effectiveness. To |
| to reach targets; distribution of these measures | | | | learn more about ways to improve business |
| across the parts of the market) and operation | | | | performance and attend a good sales |
| (information system for planning and control). | | | | management training course. |