EVALUATE.

The initial step for an SFE program starts with the understanding of the existing situation within the sales organization. What are the strengths, weaknesses of the sales organization as a whole? What habits are exhibited by field personnel? Are sales personnel field activities aligned with head office strategies and tactics?

Evaluation of the sales force is conducted by the Madison Company SALES EFFECTIVENESS EVALUATION (SEE), a one-of-a kind, systematic, field based audit of the complete sales organization. As SEE is extensively conducted while on joint sales calls with sales representatives, entrenched habits are observed, which provides management valuable insight into what is actually happening in the field.

PLAN.

Upon completion of SEE the 2nd phase for SFE is the development of an action plan. Madison Company works in conjunction with the client to develop a comprehensive SFE action plan and delivery timetable.

The action plan needs to address: APPOINTMENT OF INTERNAL TRAINER (SFE COACH), FOUNDATIONS/CRM, TERRITORY, SALES TRAINING.

IMPLEMENT.

Upon development (and agreement reached internally) on the contents and schedule for the SFE plan, the 3rd phase for EPIC is its implementation as per agreed schedule.

One of the most important element is the early identification of the internal trainer (SFE Coach). Further, timing for FOUNDATIONS / CRM, territory and training activities also need to be aligned and phased to ensure maximum impact and successful delivery.

The implementation of the SFE plan must be closely monitored during this phase by senior management to ensure all projects are executed as planned by the various project teams or individuals assigned the various tasks.

CONTROL.

The 4th and final step for EPIC℠ is controlling the SFE program through follow up activities. This follow up effort ensures the reinforcement of new techniques, activities, methods and requirements previously established.

Specific milestones are set on a monthly, quarterly and annual basis. Management personnel and sales representatives are required to analyze progress compared to pre-set benchmarks and undertake corrective activities when needed. Additionally, through the systematic Field-On-The-Job Training (FOJT) process, sales personnel growth progress is quantitatively measured and modified to meet immediate developmental requirements