Telemarketing Software Featured Article

Finding: Bigger Sales Achievable by Focusing on Sales Goals

November 17, 2014
By Steve Anderson - Contributing Telemarketing Software Writer

Is there anyone who doesn't want bigger sales? Even at the retail store clerk level, many find that a day goes by faster when there's plenty to do, and all the way to the C-suite, a higher level of sales is commonly a goal that just about anyone can get behind. But it's not always easy to produce those results, even in the best of times, and Westfair Online recently took a look at just what it takes to produce those bigger sales. It all starts with, as the report suggests, a focus on sales goals.

As a Westfair Online report noted, sales goals that start off the beginning of a year are just that, a start. In order to achieve a plan for the future, one always needs to be continually looking at the future, evaluating the moves made and deciding where to make changes as needed to reach those goals. Sales need constant management in order to grow properly, and though economic changes have a huge impact on just what kind of sales goals can be achieved, even these are only factors that impact the whole, not factors that make or break a season.

But the only real way to carry out sales growth is to make sales growth a constant and regular priority. Set clear and actionable goals, and let everyone in the organization know just what that individual's part is in reaching that goal. Make sure there's a means to report on progress toward that goal; the last thing that should happen is that no one checks on the progress toward the goal for the better part of a year and then, suddenly, find out that the goal is nowhere near in sight.

The best way to start out, according to the report, is to start from the goal and work backward to the present day. Whether it's a certain percentage of sales increased, or a new cut of the market share, or even just improved awareness, start from that point where the company should be, and move backward from there. Do what can be done to get everyone on board from the beginning, and move onward in that direction, with all oars pulling in the same direction, so to speak.

Be sure that there is regular time set aside to not only find out how progress is going toward the goal, but also if there are any changes needing to be made in that progress to ensure maximum response. Further, this regular investment of time helps to ensure that no one's forced to react at the last minute to new changes, and potentially make mistakes in haste that wouldn't have been made with more time on hand. The sooner small mistakes are corrected, or moves are made to make those corrections, the better off overall the whole operation is.

The point of the matter is to not only focus on what could be done, but rather, what needs to be done in order to get to that lofty height of “what could be done.” It's important to have a goal, but a goal needs to be worked toward in order to be achieved. It was once said that a goal without a plan is essentially just a wish, and wishes don't make a healthier bottom line. Granted, even with a good plan things can go wrong, but having that plan and sticking to it is perhaps the best route to improvements in the bottom line.