Realigning Your Sales Team



Is your sales team maximizing their collective efforts in helping you grow? Is your sales team deployed in an optimal way to maximize revenue growth? Have you had the same organization model for many years, even though you are a much bigger organization now than before? Realigning your sales team can help you grow sales without the need to hire additional people.

There are a number of different models that are in use in any business that has sales professionals. Traditional models focus on assigning your sales team to specific geographies or assigning them to current customers. Some models focus on deploying your sales team by industry, or splitting them up to focus on specific products or services you sell. The decisions you make on how to deploy your sales team can produce varied results based on how you do it.

At one point of my career I managed ten sales reps. Each sales rep was assigned a specific geography and sold all of our products to both new and existing customers. Their average sales were around $1M per person, so we generated around $10M in sales. I decided it might be more optimal to not have everyone deployed with a “cookie cutter” model, where everyone did the same thing, just in their own territory.

Instead of having everyone deployed the same way, I changed the deployment for everyone. Three of my sales reps focused solely on new accounts and sold our entire product line. Four of them were deployed to cover existing accounts. The remaining three were specialists for our best-selling products and services. The following year, instead of producing $10M in sales we generated $30M! Same sales reps, same geography, same customers, and the same products and services; but much, much better results.

It took some time to figure out this new deployment model, but it was certainly worth the time. We produced a lot more revenue and each sales rep made a lot more money. We moved from a model where everyone did everything, to a model of specialization. With sales reps dedicated to our existing customers full time, we were able to better cross-sell them additional products and services. With other sales reps focused solely on new accounts, we were able to generate twice as many as before.

If your sales team is not performing as well as you want, it may not be their skills that are the problem. It may be the deployment model you have in place. Taking the time to examine this, and compare it to other models, could provide you with a vehicle to significantly increase sales without adding any additional headcount!

View desktop version