Measures for assessing the effectiveness of a salesforce

Part A: Fully describe three (3) measures for assessing the effectiveness of a salesforce as a whole. Explain why they’re important, what they determine, and how sales managers apply these criteria to sales force performance evaluations.


Part B: Discuss ten (10) different purposes of an evaluation of salesperson performance and how each purpose affects the performance evaluation process.


Measures for Assessing the Effectiveness of a Sales Force and Purposes of Sales Performance Evaluation

The assessment of the effectiveness of a sales force comprises several approaches used to observe and evaluate the effectiveness of sales efforts. The results obtained enable adjustments to be made when it is determined that team effectiveness fails to meet a particular threshold. Given that there are both subjective and objective methods of assessment, it is important for the sales management to understand the strengths and weaknesses of various approaches in order to integrate those that will yield reliable and valid results. This paper aims to explore measures of assessing the effectiveness of a sales force and discuss purposes of sales performance evaluation.

Measures for Assessing the Effectiveness of a Sales Force as a Whole

Outcome-Based Measures

            Outcome-based measures assess the tangible outcomes of a sales team such as sales targets and profitability (Hair et al., 2020). As such, they are important in providing an objective way of determining the effectiveness of a sales force in comparison with previous performances, and with the performance of other teams. They determine results such as sales volume, sales margins achieved, number of orders won, market share, percentage of quota, and number of new accounts. Sales managers use this criterion to evaluate the performance of a sales force against predetermined targets, identify areas for improvement, and make informed decisions regarding strategy formulation and resource allocation.

Behavior-based Measures

            According to Hair et al. (2020) these measures focus on assessing behavior rather than results. For a sales team, these measures determine attributes such as product knowledge, selling skills, client relationship management, and sales pipeline management. They are important in providing information about how salespeople interact with clients, handle objections, and build client relationships which are essential determinants of customer satisfaction. Sales managers apply this criterion to provide feedback on individual performance, identify areas for improvement, and provide targeted training.

Professional Development Measures

            Professional development measures are important for assessing improvements in certain aspects of salespeople to enhance their effectiveness through continuous learning, skill enhancement, and career progression within the sales force (Hair et al., 2020). These measures assess individual salespeople’s efforts to improve their professional knowledge of the company and competitors, professional selling skills, and individual characteristics such as appearance, judgment, enthusiasm, and ethical code of conduct. Sales managers use professional development measures to assess certain characteristics of salespeople that are related to sales force performance. Continuous professional development increases the chances of salespeople becoming successful in the long run.

Purposes of an Evaluation of a Salesperson’s Evaluation

            Ingram et al. (2020) outline several purposes of a salesperson’s performance evaluation. One purpose is to ensure that compensation and other rewards align with actual performance. This purpose influences the evaluation process by highlighting the need for reliable performance metrics and objective assessment criteria. Another purpose is to identify salespeople with potential for promotion. This purpose guides the evaluation process to identify high-performing individuals who merit promotion to higher-level roles. Another purpose is to identify salespeople for termination and provide supporting evidence. This requires the evaluation process to objectively assess performance and provide evidence for underperformance or misconduct that warrants termination. Assessing individual salespeople’s training and counseling needs is another purpose. This purpose affects the performance evaluation process by incorporating skill gap assessments and identifying areas for improvement.

Providing information for human resource planning is yet another purpose. This purpose affects the evaluation process by ensuring that it provides essential data for workforce planning and talent management decisions. Another role is to establish criteria for recruiting and selecting future salespeople. It shapes the evaluation process by informing the selection criteria for future recruitment to ensure salespeople with the right traits and skills are hired. Communicating work expectations to salespeople is yet another purpose. This purpose affects the evaluation process by incorporating clear goals and standards that help align individual performance with organizational expectations. Another purpose is to motivate salespeople. This purpose affects the evaluation process by integrating feedback and recognition mechanisms that encourage salespeople to improve their performance. Another purpose is to help salespeople set career goals. This affects the evaluation process by incorporating mechanisms that help salespeople align their performance objectives with their long-term career aspirations. Finally, salespersons’ performance evaluation helps align a salesperson’s performance with the organization goals. It affects the evaluation process by establishing evaluation criteria that align with the organization’s strategic priorities.


            Assessing the effectiveness of a sales force as a whole requires the implementation of various measures that comprehensively determine the performance of salespeople in comparison with the established goals. Sales managers apply these measures in performance evaluations to gain a comprehensive understanding of the overall effectiveness and performance of the sales force. The information obtained is used to identify problems, determine their root causes, and suggest actions to solve them for organizational success.


Hair, J. F., Anderson, R. E., Mehta, R., & Babin, B. J. (2020). Sales force management. Hoboken, NJ: Wiley.

Ingram, T. N., LaForge, R. W., Avila, R. A., Schwepker, C. H., & Williams, M. R. (2020). Sales management: analysis and decision making. New York, NY: Routledge Taylor & Francis Group.

Santos, J. D. (2022). Sales management for improved organizational competitiveness and performance. Hershey, PA: IGI Global Publisher of Timely Knowledge.


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