DaiShõ examined a variety of issues in each of the four drivers of sales success (i.e. management, process, climate, and skills). In each there were several significant pressure points…

Pressure Point 1: Sales Management. 75.0% of salespeople, rate the quality of sales leadership they received from sales managers in South Africa, is rated as either not effective or only moderately effective. There are three capabilities that differentiate high and low performing sales leaders: a) leading strategically (which accounts a manager calls on, how they meet customer needs, how they help salespeople focus); b) coaching (joint sales calls, planning meetings, and being a thinking partner with a salesperson); and c) motivating (keeping salespeople charged up and energised).

Pressure Point 2: Issue Support Systems / Processes. There are several different areas under this umbrella, including recruiting, performance management, strategic account management, reward systems, information systems (CKB, SFA, CRM etc.), and training and development. Among these, the biggest driver of success was information systems – how it is used, whether executives are fully supportive of it, how much time salespeople spend entering information, and whether the system really helped salespeople sell better, or simply assisted managers.

Pressure Point 3: Internal Climate. This involved what it's like to work at a place – how well performance is recognized, how motivated and dedicated the people are, how well they work together. Four factors popped up as being the most significant differentiators between high and low performing sales organisations: a) clarity (such as the kinds of customers to go after, what solutions need to be pushed, what sales targets were to be achieve); b) commitment (to what extent people up for the challenge of selling); c) responsibility (do people follow up on their promises, either with customers or internally); and d) recognition (the day-to-day informal pats on the back, verbal acknowledgement, and spontaneous gifts).

Pressure Point 4: Selling Skills. There were three areas that stood out – finding new business, winning sales, and keeping customers. Whilst most salespeople have become good at keeping customers, it’s really in the first two areas – finding new business and winning sales – where you can make a difference.

Every sales organisation has its weak points. The challenge is in knowing which of their weaknesses deserves attention and which can be left alone without much damage being caused. Pressure points are the ones with the greatest impact on the performance of your organisation.