How Should I Structure My Sales Team to Meet Growth Goals?
John Spencer
Empowering CEOs, and holding companies of Manufactures and Distribution to grow and maximize value through hands-on sales leadership. I transform sales teams with discipline and accountability. Veteran-Owned
While the right sales structure is different for every organization, a successful sales team consists of specific role types that have unique skill sets.
It takes a very different combination of skills to keep current customers happy versus landing new accounts, and let’s not forget the internal support roles needed to keep salespeople selling.
“Right People, Right Seats”, also applies to your sales department.
In this article, I cover several areas for consideration when restructuring your Sales Team:
The Ideal Sales Structure
In the small and mid-sized company settings I’m typically engaged in, a common difficulty is when the current stage of growth doesn’t justify the ideal segmentation of specialized roles.
Even if you need to grow into your new sales structure, there is still significant value in mapping out the appropriate design and having some staff members fill dual roles initially.
How you organize your Sales Team depends on a myriad of factors. First you must consider the unique make-up of your sales environment.
Start by asking yourself these questions to shed light on foundational elements that your structure needs to accommodate.
The key is to have clarity on the differing roles to support your growth goals and to measure their performance individually.
This will give you visibility to recognize when achievement milestones justify staff expansion.
Hunter vs. Farmer Selling Roles
Just like one hardware tool isn’t right for every job, no one salesperson can effectively fulfill varying sales roles. For example, it is ideal to separate your Farmer and Hunter selling roles.
The Farmer maintains customer relationships and cultivates new opportunities within them.
The Hunter creates entry points in new target accounts to grow your customer portfolio in alignment with your growth strategy.
These two roles typically work in tandem, yet have very different functions. Together, they secure, grow and retain customers.
The objective for each role and their differing responsibilities aren’t difficult to grasp. The challenge is getting the right person into each seat.
The Farmer role is typically easier to fill than the Hunter because there is a much smaller candidate pool with the skills to be a successful Hunter.
The strong Hunters will always be sought after so it’s a good idea to make sure you have an attractive sales compensation plan to reward their efforts. If you need help in this area, please feel welcome to reach out. Or, check out my previous article, “How to Drive The Right Sales Behavior With Your Compensation Plan ”.
The Hunter is usually a driven, resilient person. They have to handle adversity well because they face a lot of rejection. Going toe-to-toe with competition means they can shrug off lost opportunities and get back to work. The good ones will take those losses as learning opportunities and apply the lesson to the next target.
领英推荐
Effective positioning of the right Hunters can dramatically change the trajectory of your business.
The Farmer is usually known as an account manager or something similar. They cultivate existing relationships so your company can take a “land and expand” approach when an experienced account manager is at the helm.
The Farmer isn’t simply an order taker, they work their relationships to uncover upsell opportunities and are effective at generating referrals.
Great Farmers can have tremendous long-term benefits for an organization. After your Hunter lands a new account, your Farmer ensures they stick around.
By maximizing the volume coming from your current accounts, typically the most profitable revenue source, net new customer campaigning can be positioned as a supplement to meet growth goals.
Proper Support for Sales Teams
Retaining your customers and landing new ones requires teamwork. When salespeople get lost in customer service activity, they cannot hit their goals. Act fast to save your team if they are drowning in post-sales activity or highly technical product demos.
No sales structure is complete without accounting for the support needed to keep your salespeople focused on selling.
Roles such as a Customer Service Representative, Sales Administrator and potentially a Sales Engineer, can all be integral to your company’s success because they allow your Hunters and Farmers to remain focused on high value sales activities.
When budget is tight, I’ve found success by implementing these roles as dual positions to get started on implementing a more strategic sales organization structure. In these cases, it’s important to clearly outline varying roles on separate position descriptions.
You’ll also need to work with dualling resources to designate time allocation toward each role to ensure reasonable performance expectations are established.
This gradual method of role expansion is practical from a financial standpoint and also creates career path opportunities for high performing members in other areas of the company.
The other key benefit of separating support functions from your selling roles is the customer’s perception of your business.
It changes for the better when they have a team assigned to them that allows for more timely accessibility, heightened expertise, and a stronger focus on overall performance.
Sales role separation projects organizational strength and gives the customer peace of mind that you truly have the resources to take care of their every need.
In addition, the reality of business is that sometimes you lose key employees. If you only have one person handling every aspect of a customer, that creates a vulnerability.
Let’s say the salesperson handling the account leaves to join a competitor. There is little stopping the account from following them out the door if that’s the only close relationship they had within your organization.
Establishing sales organization structure to enable a company’s sales scalability is at the heart of my fractional sales leadership specialty. I help businesses create the alignment they needed to meet their sales growth goals while keeping their current customers secure.?
If you’d like to learn how the strategies outlined in this article could apply to your business, please reach out. I would be happy to discuss how these concepts can help you unlock your growth potential.
Contact me through at (512) 808-6691 or [email protected] or book a call through my Scheduling Tool .
---------------------------------------------------------------------------------
I am part of a national group of Senior Sales Leaders who collaborate to share insights like the examples shown in this article. We formed because of our shared passion to help business leaders exponentially grow their revenue.