it’s worth considering even if you’ve had some solid sales with tough customers and are on track to make your numbers for this year. a swot analysis for a salesperson is great if you’re set on developing your career. if you want more responsibility, like the chance to sell to much larger accounts or become a sales manager, you first need to shine in your current position. part of that process requires you to undertake a swot analysis for a sales person. you’re probably reviewing the main parts of a swot analysis for your clients and prospects every day. think about what parts of the sales process are easy for you — cold calls — presentations, etc. your strengths will also be obvious in the form of praise you receive from your manager. thinking about what you need to work on can be difficult.
this can be one of the threats of a salesperson. have you reviewed videos of your presentations and compared yourself to others? create a list for this part of your analysis. if your goal is to greatly exceed the numbers you and your manager set this year, establish a way to do this. if so, ask your manager to put you on the account. identify which accounts pose your best opportunities for the consultative sales approach. monitoring threats is a key and ongoing part of a swot analysis for sales reps. if technology is rapidly changing and your industry faces disruption, identify which areas of the product or service you’re selling are likely to survive and emphasize them in your pitches. it’s even more important to be aware of new entrants in the market. a personal swot analysis for a salesperson can yield great benefits whether you’re struggling to make your numbers or you’ve already blown past them.
swot analyses are often used in business start-up planning to help assess the strengths, weaknesses, opportunities and threats inherent in a business proposal. swot analyses can be particularly effective in your sales organization. for a more organized discussion, it helps to think of the categories in terms of internal and external influencing factors. opportunities and threats are factors external to the sales organization that you may not have control over (think “reactive”). this will lead to more objective input and give all sales team members a chance to participate fully. staff from marketing, it and warehousing might all have some helpful insight that can be gleaned by including them in a swot analysis discussion.
another approach would be to do your swot analysis in two phases: 1) a swot analysis with only the sales team members. 2) invite other departments to review your analysis and provide input. if decisions are going to be made as a result of the swot analysis session, it’s important to be making those decisions on quantitative as well as qualitative information. • ideally, your business culture will create a session conducive to open, honest input from team members. (of course, it could be argued that this tip highlights a weakness in the sales organization, but that’s a topic for another article.) • if doing swot analysis with your sales team is a new idea, think of one particular decision you want to make in the sales organization and conduct a very focussed swot session just on that one topic. to discover how temporary, non-contract osm resolves sales issues and grows sales, contact me for a no-obligation chat.
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