Evaluation Plan
Based on my analysis, the evaluation plan and the sales reps do not still meet the demand of the company to enhance sales growth and enhanced performance. Firstly, the sales reps do not have the right skills and technical required in assisting the customers with the use of the products. The sale of the keyboards requires the sale reps to have some technical and expertise on the nature and usage of the keyboards. It ensures that the company will maintain the existing and obtaining new customers from the technical support offered to the customers. Without the technical support from the sales representatives, it will be impossible to make significant sales in the company (Sabnis et al., 2013). Therefore, the company should employ well-trained and knowledgeable sales reps to ensure improved sales.
The sales reps will need to use the various work processes and tools to support performance and productivity. The comprehensive CRM is an appropriate tool and process that should be used by the sale reps. The CRM processes allows for the interactions between clients, customers, and the prospects of future success. It is the useful process towards managing the prospect information (Aquino, 2012). Most importantly, the sales reps should implement good database hygiene. Good databases are appropriate towards improving the accuracy and ability to access information. The sales reps need the information to pass the right information to the prospective buyers. As a result, it is necessary to apply the work processes and tools to enhance performance.
The company will develop a 2 weeks training program that will mainly focuses on influencing skills on industrial marketing and sales. This will include introduction to the company’s products, potential buyers, and the main factors affecting the sales of the products. The training program will also incorporate continuous improvement of the technical skills and experience as the design and development of the keyboard changes. In a pilot program, I tested the training program with five sales reps of the company. After 2 weeks of training, the sales of the company increased by 25 per cent. This implies the contribution of the training program towards providing them with the appropriate skills and technical expertise to support sales level. This indicates the positive and desirable impact of the sales reps training program (Giannakis & Harker, 2014). Arguably, I tracked the satisfaction of the sales employees with the training program. Close to 90 per cent of the sales reps rated the training program highly. Tracking of the satisfaction of each sale reps seek to enhance the success and performance of the sales training program.
In most cases, the sales reps submit the requirements for sales just after sales calls. I think it is not appropriate to submit requirements just after sales calls, as it may affect the perception and attitude of the customers towards the products. The requirements should be discussed during the sale calls to ensure that the prospective customers are well informed. The number and skills of sales reps do not seem to satisfy the production demands of the company (Nickols, 2014). Since, the technicality of the production of keyboards calls for highly technical personnel to support sales to the customers. For example, the sales reps should be able to interpret the key board manuals in order to guide the industries with the usage of the keyboards. Generally, the sales reps should improve their skills and technical expertise to improve the current sales level.
References
Aquino, J. (2012). Turn your sales reps into challengers. CRM Magazine, 16(1), 18-18.
Giannakis, D., & Harker, M. J. (2014). Strategic alignment between relationship marketing and human resource management in financial services organizations. Journal of Strategic Marketing, 22(5), 396-419.
Nickols, F. (2014). Does your company have a performance GPS?. Performance Improvement, 53(6), 24-29.
Sabnis, G., Chatterjee, S. C., Grewal, R., & Lilien, G. L. (2013). The sales lead black hole: On sales reps’ follow-up of marketing leads. Journal of Marketing, 77(1), 52-67.