If the organizational strategy is clear, sales strategies and goals can be derived and developed from the organization's overall direction. As John Byrnes has noted, "All companies have business plans, but often these plans, which feature mainly company and market analysis, sets of programs and numbers, are not adequate to guide a sales force." 1 All too often, complex business strategies end up being communicated simplistically as "Sell more!"

2. Is the sales strategy known and understood throughout the sales force?
While most organizations have articulated some form of a sales strategy, it has not always been communicated effectively to the rest of the organization. Research has determined that 35 - 40% of organizations do a poor job of communicating the strategy and goals in a way that makes them meaningful and understandable to others in the organization.3 Our own research has shown that even when a sales strategy has been defined, the knowledge and understanding of that strategy can vary widely throughout the organization. It can even vary between levels within the sales organization.

For a sales strategy to be understandable, it must be more than an opaque table of projections, forecasts, and numerical estimates. It must be a clear articulation of what the sales force is charged with doing, and communicate the reason accomplishment of that charge is critical to the organization. We often find that the "what" is not completely clear, and the "why" is often non-existent. Unfortunately, there is frequently an assumption at the senior level that says, "They should understand why this is important."

3. Does the sales force (sales managers and salespeople) have the capabilities required to execute the sales strategy?
This question should move the organization's focus to ground level. Does the sales force have the skills and knowledge to effectively execute and achieve the organization's specific sales strategy goals? Capabilities within these three areas should be assessed. (Examples taken from published assessment tools will be cited for illustration.)
A. Capabilities of the salespeople.
B. Capabilities of the first-line sales managers.
C. Senior sales management's commitment to provide necessary support for the field sales force.