In the recent article entitled "How to Understand Sales Performance Management" published here in HR.com I discuss an outline of understanding sales performance management.

There may be an impression that you are already measuring sales performance, but most likely you are not. What you organizaiton is most likely measureing is sales results; revenue and profitability sliced many numbers of ways.

What you most likely do not have is a view into the leading indicators of sales performance, such as quality of the pipeline, accuracy of the forecast, selling or product knowledge of the sales team, skill set or understanding of the marketing message which are the indicators to attaining the end result.

Over the years both common sense and governance have driven your compnay's decisions on measurement; in finance and accounting there is (GAAP), in your manufacturing you have (ISO 9000 and/or Six Sigma), your customer service department has (customer satisfaction surveys), HR (employee retention, 360 degree surveys), logistics (throughput, on-time delivery), IT (TCO: Total Cost of Ownership), marketing (direct marketing campaign conversion rates), and of course companywide if public, you have Sarbanes Oxley (SOX).

Take the lead, and set up a meeting with your VP of Sales to discuss how you might be able to help them drive more revenue out of the largest group in sales... the B and C players.

It is here where the opportunity is present.

Patrick Stakenas, President and CEO ForceLogix