The Sales Report. Really? Do I have to?

Filed Under (OP Sales Training) by Don on 10-04-2012

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The sales report, we love it and we hate it.  Does it really have a purpose or is it just a waste of precious time?  The answer is actually both to some degree.  While the general purpose of a sales report is to inform the sales manager/management of your activities regarding the capture of business it is often abused and overused.  If used correctly, and with a clear explanation of its purpose to the sales team, the sales report is a valuable tool in the sales managers arsenal.  Otherwise it is simply a time waster on the part of the rep that involves time spent and lies told, and the manager for reading and not discerning the support or help needed, if any, to land the sale.

For this discussion, I’m referring to a sales team that is locally based, not a national team that covers many different regions and/or states.  A sales report is basically a log of the reps daily activities.  So why not rename it to an Activities Report? That’s really what we want to know isn’t it?  As a sales manager my job is to support, train, coach, hire, dismiss, prospect (yes, prospect), build rapport with customers and prospects, help increase margins and drive acquisition and penetration, identify new business potential and be a cheerleader for the sales team and be accountable for the teams successes and failures. Accountability is something many sales managers pass the buck on.  A sales report/activity report tells me about the productivity of a previous period of time.  I prefer a daily report but weekly is okay.  Why?  Because it is easier on a daily basis than trying to absorb a weeks worth at a time.  I want the information while is is still warm so I can see if there is additional support or advice needed to help get the business.  Many times my experience contains important information that the rep may not know or perhaps some history of the buyer or company.  If the rep has targeted a law firm then what are they trying to sell them or do I know of a promotion or new product that could benefit the potential acquisition.  It’s nice to see if the rep is practicing wise time management skills. Are they selling or just taking orders?  If they are just being an order taker then we need to have a discussion about the purpose of online ordering and our paid customer service staff.

I spend a lot of time riding with my reps while they make their calls.  I want to see how they interact, their selling skills, how they build their relationships, introduce new products and ask questions.  I want the customer or prospect to know that as part of the management team we appreciate their business and let them know that I am also a resource if they need help.  You see, I also am building a relationship so if my rep is out on vacation or perhaps a family emergency I am familiar enough with the account to know their needs and habits.  If the rep leaves our employ then it is much easier for me to introduce a new rep and bring them up to speed on the accounts history.  When I ride with the reps I make certain that they understand my role in the sales call.  It’s their call and I’m not there to bail them out except on rare occasion.  We discuss the call before and after in detail.

Do I use sales reports?  Yes, and no.  I use  a report for the first 12-18 months after a rep comes on board.  I schedule my ride-a-longs often and read my internal sales/customer reports daily to get the information I need.  Programs such as Sales-i is a tremendous asset for managers and sales teams.  I know/learn  the customer list, the rep and the customer.  I talk to my reps almost every day so I ask lots of questions.  I have enough other information at my disposal to have a clear picture of what my rep is doing.  I am more interested in their prospecting activities at this stage so a Prospecting Activity Report is more valuable.  But that is another discussion.  A good sales manager is highly involved in the activities of their reps.  They lead and manage by their activity, certainly not by their desk in the office every day.  Your report should tell you specifically what the purpose of the sales call was and what was the outcome.  If your rep can not tell you why they are in the customers office that day, or any other day then you have a problem.  Every call has a specific purpose and an outcome and you can’t have one without the other.

While this topic could fill a book and many authors have done so, I suggest you examine what you want to accomplish with your report.  Make it easy to complete such as online submission and make it have value for the time spent for the rep completing it and for your time digesting and evaluating it.  Now it’s up to you to make it a valuable resource or a dreaded task.

The last word: “By mutual confidence and mutual aid – great things are done, and great discoveries made.” -Homer

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