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Formalizing a Sales System

Challenge: Management claimed there was a "franchised sales system": which should be followed by the company's 2,400 salespeople, but there was nothing written down, and so there was great confusion and non-compliance.

Actions: Created a one-page diagram, met individually with stakeholders, and revised it until agreement was obtained from Sales, Training, and Senior Management that this was the system they would teach, support, and require to be used. Each sales rep and manager received a copy, it was incorporated into the new sales rep training program, and posters of the process were hung in each office.

Results: Confusion decreased and compliance increased, as sales reps began to clearly understand what process they were to follow, and how the available sales tools and materials fit into that process. Once sales reps understood the process they became more aware of what local sales management was supposed to be teaching them, which forced managers to master the skills in the process. Publicizing the process made it harder for managers to deviate from it, since sales reps would then know managers were going against company policy. At the home office level, publicizing the process made it easier to evaluate and prioritize projects, because they could be measured against the needs of the franchise process.