It is, of course, entirely natural for sales leaders to focus heavily on outcomes. Often, the emphasis is exclusively on volume of sale. This means that when targets are missed, the immediate response is typically to add greater pressure: “Sell more!” But is that truly the solution to really improve cusomer service? Or is it better to address the underlying issues?
The fact is, if we simply push for more and better results without understanding why the numbers are down, we risk demotivating our teams, frustrating our customers, and damaging long-term performance. Instead, it makes sense to look a little deeper.
Beyond sales volume: Understanding the drivers
So how can we improve customer service and paralelly increase the effectiveness of the sales team? First, it’s important to recall the following calculation: Sales volume is a function of sales quality (effectiveness of each interaction) and sales quantity (number of interactions).
With this in mind, one tempting route to increasing sales could be to scale the team. Expanding headcount, however, is costly and often unrealistic. The better option? Improve the effectiveness of your existing sales force.
This is the essence of Sales Force Effectiveness (SFE).
1. Sales activity: Quantity matters – but it must be balanced
To ensure improved effectiveness, it is first vital to analyze the performance of individual members of your sales team. There is usually significant variation in activity levels across most sales teams. The key is to focus on every member of the team, not just the ones with the best numbers. High performers naturally tend to take on more and are expected to deliver more, especially if the targets are raised. Underperformers, on the other hand, often fly under the radar.
This imbalance leads to burnout at the top and complacency at the bottom.
Solution:
- Standardize expectations. Define baseline KPIs for customer meetings, calls, or demos. It might be unrealistic to ask the lowest performers to rise straight to the top, but pulling them up towards the middle can also be hugely valuable.
- Measure activity fairly. There is nothing more demotivating than being labeled an underperformer due to inaccurate or unbalanced metrics. In call centers, track call volume. In retail, use queue data.
- Raise the average, reduce variation. Pushing the top performers – often already highly motivated – is insufficient. Instead, it makes sense to reward progress throughout the group. Bringing the underperformers closer to the average and the average nearer the top is one of the very best ways to achieve greater overall results.
More meetings generally lead to more offers, which increases conversion opportunities. But activity alone isn’t enough.
2. Conversion rate = sales efficiency: Work smarter, not just harder
Once you have established your team’s input volume, the next step is to assess how they’re handling it. Indeed, even the most brilliant or committed salesperson is bound to have some areas ripe for improvement – which is why greater efficiency is always achievable. Start by asking three key questions: Are you you maximizing offers from each customer interaction? Are you managing conversion rates throughout the sales pipeline? What’s your closing rate, and how does it vary by rep?
Here, however, it is essential to go beyond mere discussion. You need to collect usable data and identify clear targets at every stage of the sales process.
Key actions:
- Map the sales process and identify key steps (e.g., first contact → proposal → application → close).
- Benchmark top performers. See where they outperform the average – then codify and share their best practices.
- Set ratio-based KPIs at each stage. Don’t just measure results; measure progression.
Inefficiencies often arise from more than just skill gaps – they can be due to poor tools, excessive admin, or unclear processes.
3. Collaborate across departments: Sales isn’t a solo sport
The sales process is about more than just the sales team – it concerns the whole organization. After all, salespeople can only meet with customers if they have customers to meet. Lead generation, marketing campaigns and customer relationship management (CRM) workflows all play a role. Operations and IT teams are also crucial – if you want to increase sales numbers across the board, smooth processes are vital.
To ensure success, focus above all on the following:
- Ensuring CRM is up to scratch: Customer relationship management systems must be user-friendly and help reps, not burden them.
- Sales and marketing in harmony: In order to be sure of consistent sales volumes, marketing should be aligned to feed sales with quality leads.
- Fully functioning back-office operations: Support functions must help optimizing the sales process, not obstruct it.
The sales team must work alongside other departments to reach their shared goals.
Conclusion: Manage the process, not just the numbers
True sales force effectiveness is concerned with persistent, long-lasting achievement, not just short-term gains. To achieve consistent success, however, requires the right combination of activity and efficiency.
A high-activity, low-efficiency team burns out fast. A highly efficient but low-activity rep won’t hit targets. The magic happens when you are able to achieve both – high activity and efficiency – in parallel over a sustained period.
Sales leaders must shift from target management to process management. By focusing on inputs and conversion, you enable your team to succeed through clarity and support – not just pressure.
Change the paradigm. Drive the inputs. Improve the process. The results will follow.
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