First to establish a fair goal-setting process and develop a very visual dashboard for tracking achievement that tells a store’s story in a single glance. Before us, the few stores that tracked individual sales kept asking top sellers to sell more, while allowing those who weren’t pulling their fair share to stay, sometimes indefinitely.
First to identify key metrics in each industry, some of which had never been paid any attention. Before us, many stores didn’t have individual statistics—now referred to as metrics or KPIs.
First to make individual accountability a main management tool. Before us, managers were judged by a store’s performance. But we looked at the percentage of individuals who hit sales goals, thereby putting pressure on managers to work on improving every subpar individual. Without this, one great salesperson could carry a store and the manager could take credit.
First to formalize the path for coaching and progressive discipline. That way a manager had a roadmap to follow when improving both individual and store performance.
First to formalize training checklists. These increased the efficiency and effectiveness of onboarding new hires and made it so they were more productive and on the floor faster.
First to transform product knowledge training from merely training on products to training on how to sell them.
First to develop a self-study sales training program that guarantees comprehension through a series of tests and practical application checkouts.