This is a survey that I use when a customer approaches me for a sales consulting request. Many training requests are an effort to fix the symptoms of a problem, and the problem is not sales people skills. Sales effectiveness is underrated by most CXO's and sales leaders. Training is an event, sales effectiveness is a journey! Sales people have developed "patterns of success" , they do what they works for them, and they resist changing the "pattern". So training them on new practices while they are busy answering their emails or stepping out of the room to answer an "urgent customer call" is not the solution to declining revenue I always ask the sales leader and CXO to examine their latest or current sales strategy, and start from there. To my chagrin, I always discover that they either DO NOT have a sales strategy , or what they have was done years back and is completely disconnected from the market reality. The reason of this post is to urge all sales leaders (sales directors, VP sales, CSOs) and indeed all CXO's to do a sales effectiveness of their organization to find out what is going on and why revenues are declining

1. Ashraf Osman IP, not to be shared or copied without prior agreement
Sales effectiveness survey
This is a Sales effectiveness survey that will help assess how well XXX salesforce
Based on the survey results, we will be able to determine XXX sales readiness to enter a market based on consultative value-
based selling practices.
Scoring Scale:
0 - Don't Know
1 - Disagree Strongly
2 - Disagree Somewhat
3 - Neutral
4 - Agree Somewhat
5 - Agree Strongly

2. Ashraf Osman IP, not to be shared or copied without prior agreement
0 1 2 3 4 5
1 You understand XXX sales strategy, can describe it, and knows how to contribute to
its success.
‫ﻋﻠﻰ‬ ‫أﻧت‬‫دراﯾﺔ‬‫ا‬ ‫ﺑﺎﺳﺗراﺗﯾﺟﯾﺔ‬‫ﻟﺑﯾﻊ‬،‫ﻟﻣؤﺳﺳﺗك‬‫وﺻف‬ ‫وﺗﺳﺗطﯾﻊ‬‫ھذه‬‫اﻻﺳﺗراﺗﯾﺟﯾﺔ‬‫اﻧﺟﺎﺣﮭﺎ‬ ‫ﻓﻲ‬ ‫ﺗﺳﺎھم‬ ‫و‬
2 You understand the customer's industry, business issues, value drivers and
requirements and can turn that understanding into business solutions for your
customer.
‫ﻋﻠ‬ ‫ﻋﻠﻰ‬ ‫أﻧت‬‫م‬‫ﺑﺎﻟﺻﻧﺎﻋﺔ‬‫ﻋﻣﯾﻠك‬ ‫ﺑﮭﺎ‬ ‫ﯾﻌﻣل‬ ‫اﻟﺗﻲ‬‫اﻟﻌﻣﻠﯾﺔ‬ ‫واﻟﺗﺣدﯾﺎت‬‫ﺗﺳﺗطﯾﻊ‬ ‫و‬ ،‫اﻟﯾﮭﺎ‬ ‫ﯾﺳﻌﻰ‬ ‫اﻟﺗﻲ‬ ‫اﻷھداف‬ ‫و‬ ‫ﺗواﺟﮭﮫ‬ ‫اﻟﺗﻲ‬
‫ﺑﮭﺎ‬ ‫ﺗﻔﯾد‬ ً‫ﻻ‬‫ﺣﻠو‬ ‫ﺗﺻﯾﻎ‬ ‫ان‬ ‫اﻟﻣﻌرﻓﺔ‬ ‫ﺑﮭذه‬‫ﻣ‬ ‫ﺧﻼﻟﮭﺎ‬ ‫ﻣن‬ ‫ﺗﺑﯾﻊ‬ ‫و‬ ‫ﻋﻣﯾﻠك‬‫ﻧﺗﺟﺎﺗﻛم‬‫ﺧدﻣﺎﺗ‬ ‫و‬‫ﻛم‬
3 Is there comprehensive profiles on key competitors? How is this profile built? Is it
communicated to all sales professionals?
‫ﻟﺑﻧﺎء‬ ‫ﻣﺗﺑﻌﮫ‬ ‫آﻟﯾﺔ‬ ‫ھﻧﺎك‬‫ﻣﻌﻠوﻣﺎت‬ ‫وﺗﺣدﯾث‬‫اﻟﻣﻌﻠوﻣﺎت؟‬ ‫ھذه‬ ‫ﻧﺷر‬ ‫ﯾﺗم‬ ‫ھل‬ ‫و‬ ،‫اﻟﺳوق‬ ‫ﻓﻲ‬ ‫ﻣﻧﺎﻓﺳﯾﻛم‬ ‫ﻋن‬ ‫واﻗﻌﯾﮫ‬ ‫و‬ ‫ﻣوﺛﻘﮫ‬
4 Has there been any key strengths and weaknesses analysis of XXX sales force.
How does the sales force compare to XXX competitors in the Saudi market?
‫اﻟﻘوة‬ ‫ﻧﻘﺎط‬ ‫دراﺳﺔ‬ ‫ﺗﻣت‬ ‫ھل‬‫واﻟﺿﻌف‬‫اﻟﺧﺎص‬ ‫اﻟﺑﯾﻊ‬ ‫ﻟﻔرﯾق‬‫ﺑﺎﻟﺷرﻛﺔ‬‫و‬ ‫؟‬‫ﻓرﯾﻘﻛم‬ ‫ﻛﻔﺎءة‬ ‫ﺑﯾن‬ ‫ﻣﻘﺎرﻧﮫ‬ ‫ھﻧﺎك‬ ‫ھل‬‫ﻣﻘﺎرﻧ‬‫ﺔ‬
‫ﺑﻣﻧﺎﻓﺳﯾﻛم؟‬
5 There are metrics in place to measure and enhance the sales strategy. (e.g.
satisfaction, loyalty, share of spend, net margin etc.)
‫ﻣﻌﺎﯾﯾر‬ ‫ھﻧﺎك‬ ‫ھل‬‫ﻣوﺟودة‬‫اﻟﺑﯾﻊ‬ ‫اﺳﺗراﺗﯾﺟﯾﺔ‬ ‫ﻧﺟﺎح‬ ‫ﻟﻘﯾﺎس‬) ‫وﺗﺣﺳﯾﻧﮭﺎ‬‫ﺑراﻣﺞ‬ ،‫اﻟﻌﻣﻼء‬ ‫رﺿﺎء‬ ‫ﻗﯾﺎس‬،‫اﻟوﻻء‬‫اﻟ‬ ‫ﺗﻛﻠﻔﺔ‬‫ﺑﯾﻊ‬
ً‫ﺔ‬‫ﻣﻘﺎرﻧ‬‫ﺑﺎﻹﯾرادات‬(‫اﻟﺦ‬ ،‫اﻟرﺑﺢ‬ ‫ھﺎﻣش‬ ،‫اﻷرﺑﺎح‬ ‫و‬
6 The salesforce is recognized and incentivized based on measures linked to key
business objectives other than gross revenues.
‫اﻟﺑﯾﻊ‬ ‫ﻓرﯾق‬ ‫ﺗﺣﻔﯾز‬ ‫ﯾﺗم‬‫ﻣﺟﮭوده‬ ‫وﺗﻘدﯾر‬‫ﺑﺎﻟﻧﺗﺎﺋﺞ‬ ‫ﻋﻼﻗﮫ‬ ‫ﻟﮭﺎ‬ ‫ﺑﻣﻌﺎﯾﯾر‬‫اﻟﻌﻣﻠﯾﺔ‬‫ﻟﻠﺷرﻛﺔ‬‫اﻻﯾرادات‬ ‫ﻋﻠﻰ‬ ‫ﻓﻘط‬ ‫ﻟﯾس‬ ‫و‬
7 XXX sales force is clearly differentiated in the marketplace, with both key customers
and competitors.
‫ﻏﯾره‬ ‫ﻋن‬ ‫ﺗﻣﯾزه‬ ‫و‬ ‫ﺑﺎﻟﺷرﻛﺔ‬ ‫اﻟﺑﯾﻊ‬ ‫ﻟﻔرﯾق‬ ‫ﺑﺎﻟﺗﻘدﯾر‬ ‫ﯾﺷﻌرون‬ ‫اﻟﻣﻧﺎﻓﺳﯾن‬ ‫و‬ ‫اﻟﻌﻣﻼء‬
8 You have added value on your competition in the marketplace that is not related to
your price.
‫ﻗﯾﻣﮫ‬ ‫ھﻧﺎك‬‫ﻋن‬ ‫ﻣﺿﺎﻓﮫ‬(‫ﺑﺎﻷﺳﻌﺎر‬ ‫ﻋﻼﻗﺔ‬ ‫ﻟﮭﺎ‬ ‫)ﻟﯾس‬ ‫اﻟﺳوق‬ ‫ﻓﻲ‬ ‫ﻣﻧﺎﻓﺳﯾﻛم‬

3. Ashraf Osman IP, not to be shared or copied without prior agreement
9 Do you have a unique value proposition (unique selling point that differentiate you
from your competitors)? Can you demonstrate it to your customers?
‫ﻓرﯾده‬ ‫ﺑﯾﻊ‬ ‫ﻧﻘطﺔ‬ ‫ﻟدﯾﻛم‬ ‫ھل‬‫و‬ ‫)ارﻗﺎم‬ ‫ﻋﻣﻠﻲ‬ ‫ﺑدﻟﯾل‬ ‫ﻟﻌﻣﯾﻠك‬ ‫اﺛﺑﺎﺗﮭﺎ‬ ‫ﺗﺳﺗطﯾﻊ‬ ‫ھل‬ ‫ﻣﻧﺎﻓﺳﯾﻛم؟‬ ‫ﻋن‬ ‫ﺑﮭﺎ‬ ‫ﺗﺗﻣﯾزون‬ ‫ﻣﺿﺎﻓﮫ‬ ‫ﻗﯾﻣﮫ‬ ‫او‬
(‫اﻟﺦ‬ ، ‫ﺗوارﯾﺦ‬
11 the salesforce stays engaged with the customer after the sale to manage
expectations and create new opportunities.
‫ﻓﻲ‬ ‫ﺗﺳﺗﻣر‬ ‫ھل‬‫اﻟﻌﻧﺎﯾﺔ‬‫اﻧﺗﮭﺎء‬ ‫ﺑﻌد‬ ‫ﺑﺎﻟﻌﻣﯾل‬‫اﻟﺻﻔﻘﺔ‬‫اﻷﺳﻌﺎر‬ ‫ﻋﻠﻰ‬ ‫اﻟﺗرﻛﯾز‬ ‫ﺑﻌدم‬ ‫و‬ ‫اﻟﺷراء‬ ‫ﺑﻣﻌﺎودة‬ ‫اﻻھﺗﻣﺎم‬ ‫ﯾﺗرﺟم‬ ‫ھل‬ ‫و‬ ‫؟‬
‫ﻓﻘط‬
12 You clearly understand the sales skills, knowledge and experience that are critical
to successfully adapt to changing customer needs and market dynamics.
‫ﺑﺎﻟﺧﺑرات‬ ‫و‬ ‫اﻟﺑﯾﻊ‬ ‫ﺑﻣﮭﺎرات‬ ‫ﻛﺎﻣﻠﮫ‬ ‫ﻣﻌرﻓﮫ‬ ‫ﻋﻠﻰ‬ ‫ﺑﺎﻟﻔﻌل‬ ‫اﻧت‬ ‫آو‬ ‫ﺗدرﯾﺑك‬ ‫ﺗم‬ ‫ھل‬‫اﻟﻼزﻣﺔ‬‫ﺗﺣدث‬ ‫اﻟﺗﻲ‬ ‫اﻟﺗﻐﯾرات‬ ‫ﻣﻊ‬ ‫ﻟﻠﺗﻌﺎﻣل‬
‫اﻟﻣﺣﻠﻲ‬ ‫ﻟﻠﺳوق‬ ‫ﻓﻲ‬ ‫ﻟﻠﻌﻣﻼء‬
13 You can conduct a consultative interview with senior client executives using
diagnostic questions focused on defining key customer issues.
‫اﻻﺳﺗﺷﺎري‬ ‫ﺑﺎﻟﺑﯾﻊ‬ ‫دراﯾﺔ‬ ‫ﻋﻠﻰ‬ ‫اﻧت‬‫وﺗﺳﺗطﯾﻊ‬‫ﻣﻊ‬ ‫ﻣﻘﺎﺑﻼت‬ ‫ﻋﻘد‬‫اﻹدارة‬‫ﻋﻣﯾﻠك‬ ‫ﻋﻧد‬ ‫اﻟﻌﻠﯾﺎ‬‫ﻟﻣﻧﺎﻗﺷﺔ‬‫ﻣﺷﺎﻛﻠﮭم‬‫اﻟﻌﻣﻠ‬‫ﯾﺔ‬‫إﯾﺟﺎد‬ ‫و‬
‫ﻟﮭﺎ‬ ‫ﺣﻠول‬
14 The salesforce has the skills, knowledge, and experience to understand, create and
deliver measurable value for your customers.
‫و‬ ‫اﻟﻣﮭﺎرات‬ ‫اﻟﺑﯾﻊ‬ ‫ﻓرﯾق‬ ‫ﻟدى‬‫اﻟﻣﻌرﻓﺔ‬‫اﻟﻼزﻣﺔ‬‫ﻟﻘﯾﺎس‬ ‫ﻗﯾﺎﺳﮭﺎ‬ ‫ﯾﻣﻛن‬ ‫ﻣﻌﺎﯾﯾر‬ ‫ﺗﺄﺳﯾس‬ ‫و‬ ‫ﻟﻔﮭم‬‫اﻟﻔﺎﺋدة‬‫اﻟﻌﻣﻠﯾﺔ‬‫ﺳ‬ ‫اﻟﺗﻲ‬‫ﻋﻠﻰ‬ ‫ﺗﻌود‬
‫ﻣﻧﺗﺟﺎﺗ‬ ‫ﺷراﺋﮫ‬ ‫ﺑﺳﺑب‬ ‫اﻟﻌﻣﯾل‬‫ﻛم‬
15 There is well-defined training and development plan for XXX salesforce.
‫ﻣﺣدد‬ ‫ﻣﺳﺎر‬ ‫ھﻧﺎك‬‫اﻟﺑﯾﻊ‬ ‫ﻓرﯾق‬ ‫ﯾﻌﻠﻣﮫ‬ ‫اﻟﺗطوﯾر‬ ‫و‬ ‫ﻟﻠﺗدرﯾب‬‫؟‬
16 Salesforce roles, tasks, and responsibilities are clearly understood and consistently
implemented.
‫ﻣﺳﺋوﻟﯾﺎﺗﮫ‬ ‫و‬ ‫ﻣﮭﺎﻣﮫ‬ ‫ﺑوﺿوح‬ ‫ﯾﻌﻠم‬ ‫اﻟﺑﯾﻊ‬ ‫ﻓرﯾق‬‫اﻟوظﯾﻔﯾﺔ‬‫ﺑﺎﻟ‬ ‫ﻣوﺟود‬ ‫ﺗوﺛﯾق‬ ‫ﺧﻼل‬ ‫ﻣن‬‫ﻔ‬‫و‬ ‫ﻣراﺟﻌﺗﮫ‬ ‫ﺗﺗم‬ ‫و‬ ‫ﻌل‬‫ﺗﻧﻘ‬‫ﺑﺻﻔﮫ‬ ‫ﯾﺣﮫ‬
‫دورﯾﮫ‬

4. Ashraf Osman IP, not to be shared or copied without prior agreement
17 After sales, marketing, accounting, and sales people have an effective working
relationship.
‫و‬ ‫طﯾﺑﮫ‬ ‫ﻋﻣﻠﯾﮫ‬ ‫ﻋﻼﻗﮫ‬ ‫ھﻧﺎك‬‫ﻣﺛﻣرة‬‫اﻗﺳﺎم‬ ‫ﺑﯾن‬ ‫و‬ ‫اﻟﺑﯾﻊ‬ ‫ﻓرﯾق‬ ‫ﺑﯾن‬‫اﻟﺻﯾﺎﻧﺔ‬‫و‬ ‫اﻟﺑﻊ‬ ‫ﺑﻌد‬ ‫ﻣﺎ‬ ‫ﺧدﻣﺔ‬ ‫و‬‫اﻟﻣﺣﺎﺳﺑﺔ‬‫اﻟﻣﺻﻧ‬ ‫و‬‫ﻊ‬‫؟‬
18 Is there a systematic and organized approach to communicating with support
functions such as finance, manufacturing, customer service and distribution?
‫؟‬ ‫ذﻛرھﺎ‬ ‫اﻟﺳﺎﺑق‬ ‫اﻷﺧرى‬ ‫اﻷﻗﺳﺎم‬ ‫ﻣﻊ‬ ‫ﻟﻠﺗواﺻل‬ ‫واﺿﺣﺔ‬ ‫آﻟﯾﮫ‬ ‫ھﻧﺎك‬ ‫ھل‬
19 Are there periodic cross function meetings to enhance cooperation between sales
and other functions?
‫؟‬ ‫اﻷﺧرى‬ ‫اﻷﻗﺳﺎم‬ ‫و‬ ‫اﻟﻣﺑﯾﻌﺎت‬ ‫ﺑﯾن‬ ‫دورﯾﮫ‬ ‫اﺟﺗﻣﺎﻋﺎت‬ ‫ﺗﻌﻘد‬ ‫ھل‬
20 The sales organization is structured around customers and markets, not product
lines.
‫اﻟﻣﻧﺗﺟﺎت‬ ‫ﻋﻠﻰ‬ ‫ﻓﻘط‬ ‫ﻟﯾس‬ ‫و‬ ‫واﻷﺳواق‬ ‫اﻟﻌﻣﯾل‬ ‫ﺣول‬ ‫ﯾﺗﻣﺣور‬ ‫اﻟﺑﯾﻊ‬ ‫ﻟﻔرﯾق‬ ‫اﻟﺗﻧظﯾﻣﻲ‬ ‫اﻟﮭﯾﻛل‬
21 Sales tools and techniques are practical, useful, and support the value creation
capability of the sales force sales cycle.
‫و‬ ‫ﻋﻣﻠﯾﮫ‬ ‫أدوات‬ ‫ﯾﺳﺗﺧدم‬ ‫اﻟﻔرﯾق‬‫ﻣﻔﯾدة‬‫ﺗﺳﺎﻋد‬‫ﺣﻠوﻟ‬ ‫ﺗﻣﯾز‬ ‫ﻣﺿﺎﻓﮫ‬ ‫ﻗﯾﻣﮫ‬ ‫ﺧﻠق‬ ‫ﻋﻠﻰ‬ ‫اﻟﺑﺎﺋﻊ‬‫ﻛم‬‫ﻣن‬ ‫ﺗﻘﻠل‬ ‫و‬ ‫اﻟﻣﻧﺎﻓﺳﯾن‬ ‫ﻋن‬‫اﻟﺗرﻛﯾز‬
‫وﺣﯾد‬ ‫ﻛﻌﺎﻣل‬ ‫اﻟﺳﻌر‬ ‫ﻋﻠﻰ‬
22 Salesforce 'non-selling' time is measured and managed
،‫اﺻﻼح‬ ،‫)ﺻﯾﺎﻧﮫ‬ ‫ﺑﺎﻟﺑﯾﻊ‬ ‫ﻟﮭﺎ‬ ‫ﻋﻼﻗﺔ‬ ‫ﻻ‬ ‫أﺧرى‬ ‫اﻧﺷطﮫ‬ ‫ﻓﻲ‬ ‫اﻧﻐﻣﺎﺳﮭم‬ ‫ﺑﺳﺑب‬ ‫ﻗﻠﯾل‬ ‫اﻟﺑﯾﻊ‬ ‫ﻓﻲ‬ ‫اﻟﺑﺎﺋﻌون‬ ‫ﯾﻘﺿﯾﮫ‬ ‫اﻟذي‬ ‫اﻟوﻗت‬
(‫ﺗﺣﺻﯾل‬
23 You know how much of your revenue AND profit is derived from each of your key or
strategic accounts.
‫ﻋﻠم‬ ‫ﻋﻠﻰ‬ ‫اﻧت‬‫ﺑﺄرﻗﺎم‬،‫ﺗﺎرﯾﺧﮫ‬ ‫ﺣﺗﻰ‬ ‫)اﻟﻣﺑﯾﻌﺎت‬ ‫اﻻﺳﺗراﺗﯾﺟﯾﯾن‬ ‫ﻟﻠﻌﻣﻼء‬ ‫اﻟﺑﯾﻊ‬‫اﻟرﺑﺣﯾﺔ‬‫اﻟﺦ‬ ،‫ﺗﺎرﯾﺧﮫ‬ ‫ﺣﺗﻰ‬ ‫ﻋﻣوﻻﺗك‬ ،(
24 Do you have any account/territory management activities? Do you prepare and
present account and territory plans?
‫ﺧطط‬ ‫ﺑﻌﻣل‬ ‫اﻟﺑﯾﻊ‬ ‫ﻓرﯾق‬ ‫ﯾﻘوم‬ ‫ھل‬‫ﺑﯾﻌﯾﮫ‬‫ﻓﯾﮫ؟‬ ‫ﯾﺑﯾﻌون‬ ‫اﻟذي‬ ‫ﻟﻠﺳوق‬‫ﻟدﯾﮭم‬ ‫ھل‬‫ﺧطط‬‫ﺑﯾﻌﯾﮫ‬‫اﻻﺳﺗراﺗﯾﺟﯾﯾ‬ ‫ﻟﻠﻌﻣﻼء‬‫ن؟‬

5. Ashraf Osman IP, not to be shared or copied without prior agreement
Scoring criteria
0 - 50
• Seriously out of touch with modern marketplace realities - your salesforce is a major liability. Urgent action is needed.
Your salesforce is in desperate shape and, if it is delivering at all, cannot be delivering anywhere close to it's potential. Even the
basic sales disciplines are lacking. You really need to do a full assessment on the structure, function and efficiency of your sales
organization. Top management need education urgently.
•‫اﻟﻣﺳﺎر‬ ‫ﻹﺻﻼح‬ ‫ﻓورﯾﮫ‬ ‫ﻹﺟراءات‬ ‫ﺗﺣﺗﺎج‬ ‫و‬ ‫اﻟﺑﯾﻊ‬ ‫ﻣﺟﺎل‬ ‫ﻓﻲ‬ ‫اﻟﻌﻣﻠﻲ‬ ‫اﻟواﻗﻊ‬ ‫ﻋن‬ ً‫ﺎ‬‫ﺗﻣﺎﻣ‬ ‫ﻣﻧﻔﺻل‬ ‫آﻧت‬.
•‫طرﯾﻘﺔ‬ ‫و‬ ‫اﻟﻔرﯾق‬ ‫ﺗﻧظﯾم‬ ‫إﻋﺎدة‬ ‫اﻟﻰ‬ ٍ‫ﺔ‬‫ﺑﺣﺎﺟ‬ ‫واﻧت‬ ‫اﻟﻧظﺎم‬ ‫اﻟﻰ‬ ‫ﯾﻔﺗﻘر‬ ‫اﻟﻔرﯾق‬ .‫اﻟﻣرﺟو‬ ‫اﻟﻣﻌدل‬ ‫ﻣن‬ ‫اﻗل‬ ‫وﻧﺗﺎﺋﺟﮫ‬ ‫ﺳﯾﺊ‬ ‫وﺿﻊ‬ ‫ﻓﻲ‬ ‫ﻟدﯾك‬ ‫اﻟﺑﯾﻊ‬ ‫ﻓرﯾق‬‫اﻟﻌ‬ ‫و‬ ‫اﻟﺑﯾﻌﯾﮫ‬ ‫ﻣﮭﺎراﺗﮫ‬ ‫ﻣﺳﺗوى‬ ‫و‬ ‫ﻋﻣﻠﮫ‬، ‫ﻣﻠﯾﺔ‬
‫اﻟﻰ‬ ‫ﺑﺣﺎﺟﮫ‬ ‫اﻧت‬ ‫ﻛذﻟك‬‫اﻷھداف‬ ‫ﺗﺣﻘﯾق‬ ‫ﻓﻲ‬ ‫اﻟﺑﯾﻊ‬ ‫إدارة‬ ‫دور‬ ‫ﻣﺎ‬ ‫ﻋن‬ ‫اﻟﻌﻠﯾﺎ‬ ‫اﻹدارة‬ "‫"ﺗﺛﻘﯾف‬ ‫ﻣن‬ ‫ﻧوع‬‫ﻟﻠﺷرﻛﺔ‬ ‫اﻻﺳﺗراﺗﯾﺟﯾﺔ‬ ‫و‬ ‫اﻟﻌﺎﻣﺔ‬
51 - 100
• Your salesforce is seriously dysfunctional and in medical terms, would be in intensive care.
• Top management need to take ownership of the problem and, after appropriate diagnosis, take swift action to install the necessary
corrective action.
•‫اﻟﻌﺎﺟل‬ ‫و‬ ‫اﻟﺣﺎﺳم‬ ‫ﻟﻠﻌﻼج‬ ‫ﯾﺣﺗﺎج‬ ‫و‬ ‫اﺧﺗﻼل‬ ‫ﺣﺎﻟﺔ‬ ‫ﻓﻲ‬ ‫ﻟدﯾﻛم‬ ‫اﻟﻣﺑﯾﻌﺎت‬ ‫ﻗﺳم‬
•‫اﻟﻰ‬ ‫ﻟﻠﻣؤﺳﺳﺔ‬ ‫اﻟﻌﻠﯾﺎ‬ ‫اﻹدارة‬ ‫ﺗﺣﺗﺎج‬‫ان‬) ‫دﻗﮫ‬ ‫اﻛﺛر‬ ‫ﺑﺷﻛل‬ ‫ﺑﺣﺛﮭﺎ‬ ‫ﺑﻌد‬ ‫و‬ ،‫ﻋﮭدﺗﮭﺎ‬ ‫ﻓﻲ‬ ‫ﺗﻌﺗﺑرھﺎ‬ ‫و‬ ‫اﻟﻣﺷﻛﻠﺔ‬ ‫ﻧﺎﺻﯾﺔ‬ ‫ﺗﻣﺗﻠك‬sales effectiveness review‫اﻟﺧطوات‬ ‫اﻹدارة‬ ‫ﺗﺗﺧذ‬ ‫ان‬ ‫ﯾﺟب‬ (
‫اﻟﺻﺣﯾﺣﺔ‬ ‫اﻹﺻﻼﺣﯾﺔ‬
101 - 150
• You probably have a 'traditional' salesforce that is starting to feel the pain caused by a challenging marketplace.
• You have probably tried to move to selling business solutions rather than 'products' and have tried key account management with
limited or no success. However, at heart you are still essentially product oriented and internally focused.
•‫ﻣن‬ ً‫ﻻ‬‫ﺑد‬ ‫ﻣﺗﻛﺎﻣﻠﺔ‬ ً‫ﻻ‬‫ﺣﻠو‬ ‫ﻟﺗﺑﯾﻊ‬ ‫ﺧطوات‬ ‫اﺗﺧذت‬ ‫ﻋﻠﯾﮫ‬ ‫ﺑﻧﺎء‬ .‫اﻟﺳوق‬ ‫ﻓﻲ‬ ‫اﻟﻣوﺟودة‬ ‫ﺑﺎﻟﺗﺣدﯾﺎت‬ ‫اﻟﺷﻌور‬ ‫وﻓرﯾﻘك‬ ‫اﻧت‬ ‫ﺑدأت‬ .‫ﺗﻘﻠﯾدي‬ ‫ﺑﯾﻊ‬ ‫ﻓرﯾق‬ ‫ﻟدﯾك‬‫ا‬ ‫ﯾﺑدو‬ ‫ﻛذﻟك‬ .‫ﺑﮫ‬ّ‫ﻠ‬‫ﻣﻌ‬ ‫ﻣﻧﺗﺟﺎت‬ ‫ﺑﯾﻊ‬‫ﺗطﺑﯾق‬ ‫ﺑدأت‬ ‫ﻧك‬
‫ال‬ ‫ﻣن‬ ‫ﻧوع‬Key Accounts Management‫ﯾذﻛر‬ ‫ﻧﺟﺎح‬ ‫دون‬ ‫ﻟﻛن‬ ‫و‬.ً‫ﺎ‬‫داﺧﻠﯾ‬ ‫ﺗرﻛﯾزك‬ ‫ﻣﺎزال‬ ،‫ﺑﺎﺧﺗﺻﺎر‬‫ﻣﻌﻠﺑﮫ‬ ٍ‫ت‬‫ﻣﻧﺗﺟﺎ‬ ‫ﺗﺑﯾﻊ‬ ً‫ة‬‫ﺷر‬ ‫ﻣﺎزﻟﺗم‬ ‫و‬ ‫اﻟﻌﻣﯾل‬ ‫ﻋﻠﻰ‬ ‫ﻟﯾس‬ ‫و‬
151 - 200
• You have a well-run sales operation that does the basics quite efficiently. Your team is wrestling with the challenges of shifting to
value-based competition and creating a customer-focused organization.
Some progress has been made, and attempts at key account management are showing some promise.
•‫اﻟﻧﺟﺎﺣﺎت‬ ‫ﺑﻌض‬ ‫ﯾﺣرز‬ ‫و‬ ‫اﻟﺑﯾﻊ‬ ‫ﺑﺄﺳﺎﺳﯾﺎت‬ ‫ﯾﻘوم‬ ‫ﻓﻌﺎل‬ ‫ﻓرﯾق‬ ‫ﻟدﯾك‬
•‫اﻟﺿ‬ ‫ل‬ ّ‫اﻟﺗﺣو‬ ‫ھذا‬ ‫ﺗﺣدﯾﺎت‬ ‫ﯾﻛﺎﻓﺢ‬ ‫ﻣﺎزال‬ ‫اﻟﺑﯾﻊ‬ ‫ﻓرﯾق‬ ‫ﻟﻛن‬ ،‫ب‬ّ‫ﻠ‬‫اﻟﻣﻌ‬ ‫اﻟﻣﻧﺗﺞ‬ ‫ﻣن‬ ً‫ﻻ‬‫ﺑد‬ ‫اﻟﻣﺿﺎﻓﺔ‬ ‫اﻟﻘﯾﻣﺔ‬ ‫ﺑﯾﻊ‬ ‫اﻟﻰ‬ ‫ل‬ ّ‫اﻟﺗﺣو‬ ‫ﻓﻲ‬ ‫اﻟﻧﺟﺎح‬ ‫ﺑﻌض‬ ‫أﺣرزت‬.‫روري‬
201 - 250
• You have made significant progress towards developing a top-class sales force and customer-focused organization. Value-
based sales approaches are now used routinely and you have forged strong business partnerships with selected key accounts.
•‫ﻓرﯾ‬ ‫ﻟدﯾك‬ ‫ﻟﯾﻛون‬ ‫طرﯾﻘك‬ ‫ﻓﻲ‬ ‫اﻧت‬‫ﻣﺳﺗوى‬ ‫اﻋﻠﻰ‬ ‫ﻋﻠﻰ‬ ‫ﺑﯾﻊ‬ ‫ق‬‫ﻣﺟﺎل‬ ‫ﻓﻲ‬ ‫ﻧﺟﺎح‬ ‫ﻗﺻص‬ ‫ﻟدﯾك‬ ‫و‬ ‫اﻟﻌﻣﯾل‬ ‫اﺣﺗﯾﺎﺟﺎت‬ ‫ﻋﻠﻰ‬ ‫اﻟﺗرﻛﯾز‬ ‫ﻣن‬Key Accounts Management