1. System or control perspective
1.1. Comparing Results
1.1.1. Comparing results aids in identifying factors influencing variations in sales across different regions or demographics, such as competition or customer preferences.
1.2. Assessing return on Investment (ROl)
1.2.1. Ensure that the sales efforts yield favorable returns. When sales fall short of expectations, it may be necessary to reassess marketing mix variables.
1.3. Focusing selling efforts
1.3.1. Goais help prioritize sales activities, such as market expansion efforts.
1.4. Motivating the salesforce
1.4.1. Setting achievable goals can boost motivation among the salesforce. These goals serve as benchmarks to evaluate the performance of sales representstives.
1.5. Communicating Expectations
1.5.1. Establish expectations at the individual, team, and organizational levels for both short- and long-term objectives.
2. Setting goals in Global sales Management
2.1. Coordinating the goals and supporting compensation system can help achieve positions such as Director of Global Sales Incentive Design and the Director of Global Sales Compensation.
3. Purpose of Sales goals
3.1. Motivate salespeople, with achievement often linked to compensation
3.2. Benchmark performance
3.3. Align the direction and efforts of the salesforce with plans developed by top managers
4. Sales goals or Quotas
4.1. Performence standards used to measure salepeople's effectiveness
5. Goals Setting
5.1. Sales managers can use a software to monitor whichh actions are working and which ones are not and analyze thoes actions by territory & region
5.2. Goal setting is not just picking target it includes monitoring salespeople, market conditions, and competitors reactions, also instituting & following up. corrective actions if they are needed.
5.3. The primary purpose of having selesgoals or quotas is to al synchronize the direction and efforts of the sales forces with the plans developed by a firm's top managers
5.4. Sales people use goasl to benchmark or target their own performances within a specified time period. And in most cases they are compensated based on their meeting thoes goals
5.5. Sales goal or quotas is a performance standard by which seles people, sales reps, and sales managers alike are measured.
6. These actions may include altering the sales messages related to them, focusing on different potential customers, and coaching sales people who need help.
7. As a results many organizations will utilize a combination of input and output goals.
8. These actions may include altering the sales messages related to them , focusing on different potential customers, and coaching sales people who need help.
9. As a results many organizations will utilize a combination of input and output goals.
10. Setting Goals In Global Sale Management
10.1. Coordinating the goals supporting compensation system that help achieve the business objectives for each unit has recently led to the creation of position such as Director o Sales in Incentive Design and the Director of Global Sales Compensations
11. The Process of Getting Good Goals
11.1. Practical Guidelines for Goals setting
11.1.1. 1. Set goals that are clear, challenging, end have specific deadlines for completion.
11.1.2. 2. Ensure important tasks are included as goals to prevent them from being overlooked if it's important, it should have a goal associated with it.
11.1.3. 3. Avoid setting too many goals to keep the number reasonable and clarify their importance for prioritization.
11.1.4. 4. Gain commitment from sales representatives by explaining how goals are established.
11.1.5. 5. Clearly outline how sales performance wifl be measured and rewarded.
11.1.6. 6. Provide frequent feedback and encourage reps to explore alternative selling approaches if initial strategies are ineffective.
11.1.7. 7. Demonstrate confidence in the team's ability to achieve their goals.
11.1.8. 8. View failure to achieve a goal as progress towards success rather than as a failure in itself. These actions may include altering the sales messages related to them, focusing on different potential customers, and coaching sales people who need help.
11.2. Effect of goal setting on performance
11.2.1. Enhancing Problem-Solving Skills
11.2.1.1. Difficult goals prompt individuals to seek innovative approaches to achieve them, thereby enhancing problem-solving abilities.
11.2.2. Influencing Persistence
11.2.2.1. More challenging goals encourage prolonged effort. Tight deadlines foster completion, facilitating task accomplishment.
11.3. Strategies for goals setting to Foster an Ethical Culture
11.3.1. Promote individuals who conduct business in alignment with ethical standards.
11.3.2. Ensure that the right behaviors are rewarded and wrong behaviors are addressed appropriately-
11.3.3. Cultivate a culture that values and celebrates ethical principles.
11.3.4. Promote individuals who conduct business in alignment with ethical standards.
11.3.5. Ensure that the right behaviors are rewarded and wrong behaviors are addressed appropriately.
11.3.6. Cultivate a culture that values and celebrstes ethical principles.
11.3.7. Identify how changing circumstances may affect goal achievement.
11.3.8. Incorporate ethical behavior into the firm's culture by establishing measurable metrics.
11.3.9. Recognize that higher ethical standards lead to greater customer loyalty and employee commitment
11.4. For instance, specific and challenging goals such as making eight client calls a day lead to higher performance levels among salespeople."
11.5. Specific, challenging goals elicit greater effort than vague or general goals.
11.6. Sales representatives exert more effort when their goals are moderately challenging compared to goals that are either too easy or too difficult.
11.7. Moderately challenging goals, rather than overly difficult ones, tend to result in higher levels of performance.
11.8. PRINCIPLES
11.8.1. SMART goals
11.8.1.1. Time-based
11.8.1.2. Realistic
11.8.1.3. Achievable, yet challenging
11.8.1.4. Measurable
11.8.1.5. Specific
12. Choosing the right time period to track
12.1. Global Sales Strategy and Goal Setting
12.1.1. Ensure that goals and the reward system account for cultural variations
12.1.2. Ensure targets are achievable, especially during the launch stage. Global Sales Strategy and Goal Setting
12.1.3. Determine how and when prospects expect communication from your sales representatives.
12.1.4. Global Sales Strategy
12.1.4.1. Utilize Local Representatives and Regional Sales Representatives
12.2. Shifting to shorter, more frequent time periods can result in
12.2.1. High-performing salespeople expenencing declines in their sales.
12.2.2. Low-performing salespeople schieving stronger sales.