About SOS

SOS is a self-assessment tool that takes the temperature on how well you perform in nine areas which are central when managing a sales organization.

Sales people and sales managers (or other job titles for personnel with sales responsibilities) answer in survey, how they work in these areas today. The survey will take about 20 minutes to complete and can be done on a PC, smartphone or tablet.

The responses are presented after having been analyzed, ranked and compared to our benchmarking database. All individual responses are anonymous to protect the integrity of the respondents.

The tool will indicate the areas where you already are doing well today. But the tool also indicates where there is an improvement potential – and what needs to be done in order to achieve this.

Short demo

A summary of the benefits of SOS for your organization and how the results are presented.

High performing sales teams

Engage all

Whether it’s the individual sales team or the entire organization, the teams will get great info on how they operate, based on the anonymous input from all sales people

Find your strengths and your improvement areas

SOS will tell you where you have improvement potential, and will give useful tips on how to do it.

Best practice

Compare how well you score compared to our proven best practice model and benchmark your results.

Track your progress

You can easily see how your performance develops over time. You can run as many surveys you want during the subscription period.

Value for money

The subscription fee is only 4 EUR per user and month (by user is meant participants in the survey and/or those viewing the results).

Proven model

The SOS is based on a proven model developed by the consultancy firm Sahlgren & Skog, and has been used in more than 150 sales organizations in 15 countries. The model covers nine different performance areas - or dimensions - that are central when managing a sales organization:

1. Territory management

Clear customer responsibilities between the sales people, how well the customer base is prioritised, and the process for balancing the sales districts.

2. Targets and follow-up

How targets are set and followed-up, the use of sales competitions, and how well the system of performance based remuneration works (if in use).

3. Visualizing the performance

How the results are presented, comparing the performance of individual sales people.

4. Forecasting

Forecasting of sales results by the sales force.

5. Business follow-up

Following up on how the sales people are driving their business opportunities and how well they are covering their sales districts.

6. One-to-one reviews

Individual, one-to-one, coaching of the sales force.

7. Activity levels and planning

Maintaining a high activity level in the sales force.

8. Joint field visits

Managers joining the sales people when meeting customers.

9. Performance improvement program

Handling the situation when sales people fall short in their performance.

An average score between 1 (lowest) and 5 (highest) per dimension is generated for each participating sales team (eg subsidiary, region, business unit). The focus of SOS is to ensure that the sales teams are performing well. For this reason, individual responses are not reported, as well as to ensure the anonymity of the respondent.

Benchmarking database

The score for each dimension is compared to the average score of all companies that SOS has in its benchmarking database. This average score is termed the 'benchmark' ('BM' ). A score below the benchmark is indicated in red color; a yellow color indicates a score over the benchmark; and a green color indicates a score over 3.7, a score which is considered a high value.

Literature

You can read more about the management principles of SOS in the book "Managing the sales organization: For the digital age" written by Anders Sahlgren och Erik Skog, which is available through all major book shops on-line (for example here).