Sales is a poor word for what we do …
“Sales” is a big conversation right now in most companies. And it can be a challenging discussion, as managers try to figure out what exactly needs to be done to grow sales. Sales is hard to talk about. In fact, “sales” or selling are poor words for what sales operations and salespeople actually do. They conjure up an image of the people who do the work, rather than images of what the people should be doing.
If we want to grow sales, a good starting point is to define the whole job. Try this and see if it resonates:
Sales = Activity times Effectiveness
or
Sales = A x E.
Activity refers to the number of times we do something e.g. the number of lead-generating emails we send; the number of dials we make; the number of book appointments.
Effectiveness refers to how we do our work, e.g. the qualifying questions we ask about decision-makers and timings; the content of the opening three minutes of our conversation.
It’s a zero-sum game; if either A or E is at zero, it will lead to a zero result.
If we want our sales people to sell more, we need to help them to see where they stand – today - in terms of their A x E. Until this happens, they will not grow sales. Were we to do this today, for example, with a sample of 10 salespeople, here is the likely outcome:
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70% of the Team work this way
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20% of the Team work this way |
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Sales Results = A x E
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Sales Results = A x E
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Note: The missing “10%” are on A x E i.e. too little of both!
- Two Big Lessons: We salespeople instinctively choose A x E as our most common daily pattern. E seems the easiest. The typical symptom of E-based selling is focusing on one or very few opportunities until we’re forced to drop them. It works if the economy is supplying plenty of new opportunities, but it is very limited in a low growth environment.
- In the formula, A is more immediately open to influence than E: It can be changed quickly (E cannot). It is easier to change and is open to everyone on the team. And the more “A” we do, the better our “E” gets. But, A x E is the least instinctive choice for me as a salesperson, because A seems the hardest. And contrary to popular perception, “A” requires some finely tuned skills; try securing ten appointments next month with CEOs!
If you’re a manager, you now need to ask yourself these three questions:
1. What is the right level or balance of A x E for each sales role?
2. How do I get my salespeople to really see where they currently are in terms of A x E?
3. How do I support my salespeople in reaching the right balance between A x E?
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Selling is about A x E. All other discussions about sales are pretty much a distraction.
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The next time that a sales growth discussion comes up in your company, think A x E and the gaps in sales performance will start to emerge. Once this clarity comes about, solutions become easier. For example, you may need to increase lead generation capacity or even divide up roles, between A and E. When we hire salespeople, we assume that they come programmed with the right balance of A and E, but they nearly always focus only on E. Therefore, this little formula will even affect how we coach and who we hire.

































