{"id":9837,"date":"2019-07-15T09:00:20","date_gmt":"2019-07-15T07:00:20","guid":{"rendered":"http:\/\/passodue.flywheelsites.com\/2019\/07\/15\/sales-performance-analysis-lets-start-from-the-bottom\/"},"modified":"2026-02-26T11:38:08","modified_gmt":"2026-02-26T10:38:08","slug":"sales-performance-analysis-lets-start-from-the-bottom","status":"publish","type":"post","link":"https:\/\/diariodiunconsulente.it\/en\/2019\/07\/15\/sales-performance-analysis-lets-start-from-the-bottom\/","title":{"rendered":"Sales performance analysis: let’s start \u201cfrom the bottom\u201d!"},"content":{"rendered":"

by Alberto Aleo<\/a><\/span><\/p>\n

Much of our work as consultants consists in developing the commercial activity<\/b> of our corporate customers. We examine and verify their business performances and assess their results not only in terms of revenue. <\/span><\/p>\n

Our analysis takes into consideration several aspects, which can in fact be referred to 3 macro-sectors:<\/span><\/p>\n

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  1. Internal Processes<\/strong>\u00a0\u2013 i.e. efficiency in terms of balance between resources employed<\/b> and results achieved<\/b>. We analyze the method used to obtain certain results and their repeatability, as well as the knowledge developed during the process and the internal relationships.<\/span><\/li>\n
  2. External Processes<\/strong>\u00a0\u2013 i.e. the quantity<\/b> and quality of the relationships<\/b> with customers and with the distribution system. The level of service provided, the distribution of margins within the supply chain, risk concentration and product sales share. <\/span><\/li>\n
  3. Economic and Financial Results<\/strong> \u2013 revenue<\/b>, margin<\/b> and DSO (days sales outstanding)<\/b>. These data have to be divided according to market areas, level of responsibility and business line, and compared with those of competitors and of the reference market.<\/span> <\/span><\/li>\n<\/ol>\n

    In our opinion an effective performance analysis<\/strong> is essential for any successful and innovative business.<\/span> Of course a multidimensional sales performance analysis can also be very complicated and sometimes requires several months of work. Not all companies are able to dedicate time and financial resources to such a detailed review; however they all feel the need to check<\/strong> and assess their sales performances.<\/span><\/span><\/p>\n

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    Therefore where do we start to get an idea of the level of efficiency of our sales department? Are there any simple methods we can use to verify how our sales team are working?<\/span><\/em><\/span><\/p>\n<\/blockquote>\n

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    I am often asked these kinds of questions.<\/span><\/p>\n

    In my opinion all sales performances present at least 4 parameters<\/strong> which should always be monitored, even within the smallest marketing department or by the least organized of managers:<\/span><\/span><\/p>\n