Even though it’s obvious that your sales team should constantly be focused on selling, it just isn’t always the case. Quite often, sales representatives get bogged down with day to day bureaucratic processes and necessary (but burdensome) tasks. According to an article from the McKinsey Quarterly, one multinational manufacturer estimated that its sales reps spent three quarters of their time focused on tasks that were not directly related to selling or fostering client relationships.
Since your sales team drives the growth of your company, it’s necessary that they have as much time as possible to dedicate themselves to the act of selling and relationship management. Here, the McKinsey Quarterly offers four strategies to help CEOs refocus their sales efforts on selling products:
- Tuning sales operations for growth — your salespeople need to create time for building and maintaining client relationships in order to make sales
- Identify problems and opportunities — take inventory of each step of the sales process in order to find its inefficiencies
- Optimize the entire sales process — use the inefficiencies that you found as the foundation for building a more streamlined (and effective sales process)
- Make it happen — make sales optimization a priority for your team