How do high performing sales teams know what to focus on? Most rely on sales management for direction on which opportunities (customers, products, segments, channels, etc.) represent the best return on sales effort. Yet sales management rarely approaches this role with a rigorous, disciplined process.
This paper outlines an approach to calibrating sales force objectives based on the three core selling activities: Maintenance, Acquisition, and Penetration.
Easily implemented with customer-level data, MAP Planning gives sales management a framework for setting and communicating sales goals at all levels within the organization. It starts by answering three fundamental questions important to sales strategy formulation: “How have we grown in the past?” “What is our current capacity for growth?” And most importantly, “How will we grow next year if we are to meet our expectations?”
