---
title: "Eight Recommendations for Sales Performance Assessment"
description: "Based on extensive experience with numerous enterprises, the author argues that overly detailed and numerous sales assessment indicators are counterproductive. The article offers eight key recommendations for effective sales assessment, emphasizing that fewer indicators, a focus on process over results, and employee involvement in design lead to better outcomes."
author: "戈军珍"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
telephone: "+8615854817671"
published: "2018-10-12"
language: "en"
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# Eight Recommendations for Sales Performance Assessment

> Based on extensive experience with numerous enterprises, the author argues that overly detailed and numerous sales assessment indicators are counterproductive. The article offers eight key recommendations for effective sales assessment, emphasizing that fewer indicators, a focus on process over results, and employee involvement in design lead to better outcomes.

Click 'Read Original' for details.
In recent years, I have been in contact with a large number of enterprises and have served a considerable number of them. When providing services to enterprises, almost without exception, the issue of sales assessment is involved. Many business owners attach great importance to this issue and put forward various assessment requirements. A common situation is that business owners believe the more detailed the assessment and the more indicators, the better the effect, even hoping to design an assessment model that is as 'all-encompassing' as possible. In fact, such an understanding has significant problems.
To do sales assessment well, we should focus on the following eight aspects.
**First: Do not try to replace management with assessment**
Some enterprises have chaotic internal management and place their hopes on sales assessment, attempting to replace management with assessment. There is a clear difference between management and assessment. At best, assessment is a supplement to management, not a replacement. Management emphasizes prevention in advance, while assessment is supervision during the process and rewards and punishments after the fact. Replacing management with assessment is basically unworkable.
**Second: The fewer assessment indicators, the better the assessment effect**
Many managers believe that the more assessment indicators, the better the effect, so when designing assessment indicators, they try to be 'comprehensive' and cover every aspect of sales. This idea is extremely wrong. Effective assessment only needs to grasp a few key indicators that have a significant impact on performance. In practice, it will be found that the fewer assessment indicators, the better the effect.
**Third: Assessment should center on performance improvement**
When designing sales assessment, all starting points must center on performance improvement. The assessment indicators involved must be key links or indicators that have a significant impact on performance. Do not try to assess for the sake of assessment, nor try to reflect so-called 'perfection' while ignoring facts.
**Fourth: Adopt assessment measures that sales personnel can control**
When designing assessment, the various assessment measures included must be controllable by sales personnel, that is, sales personnel can effectively apply the specific assessment measures and through the implementation of the measures can have a significant impact on the results. Some measures are beyond the control of sales personnel, such as assessing the effectiveness of product trials. Such measures are beyond the control of sales personnel, making the assessment ineffective.
**Fifth: Assess the most important indicators, not the most urgent ones**
When designing assessment indicators, managers always try to include the most urgent indicators. Assessment cannot be comprehensive; it can only design the most important indicators that affect performance, such as customer development, implementation of investment promotion meetings, and sales tasks. Indicators like express delivery and door-to-door service, although urgent, are not important indicators and should be excluded as much as possible in the assessment.
**Sixth: Assessment should focus on process rather than results**
Managers like to assess results the most: reward if the result is achieved, punish if not. This kind of assessment has major flaws because many results, once formed, are irreversible, and losses cannot be recovered once incurred. **A rational assessment should try to design assessment indicators around a 'reasonable process'. Only with a reliable process can there be reliable results. Process assessment tests the confidence and ability of managers, while result assessment tests the confidence and ability of business personnel.** Often it is because managers are 'incompetent and lack confidence' that they adopt completely result-based assessment indicators.
**Seventh: Let sales personnel participate in assessment design**
Traditional assessment design is completed by managers and sales personnel are required to execute unconditionally. This approach seems to be less effective at the current stage. Letting sales personnel participate in the entire assessment design process has the benefit that sales personnel participate in the 'design of their own shoes, weaving a pair of shoes according to their own feet'. Such 'shoes' are suitable when worn on their own feet, and because the 'shoes' are woven by their own hands, they are fully aware of the various performance indicators of the 'shoes' and are more suitable for their own feet, rather than a pair of shoes given by the boss that looks good but is not suitable when worn.
**Eighth: Assessment should be linked to income**
The assessment results must ultimately be linked to employee income, so that sales personnel will have 'awe' for sales assessment and will take various assessment indicators seriously in actual work. A portion of employees' income must be calculated to increase or decrease based on the assessment results. **It must be reminded that do not try to use assessment as a means to reduce employee income. The main purpose of assessment is to improve performance, not to adjust income.**
**From October 23 to 24, during the Autumn Sugar and Wine Fair, the '2018 FMCG City Distribution Logistics Conference' hosted by New Distribution will be held.** At that time, we will invite industry big shots, FMCG warehousing and distribution experts, and distributors who have transformed to unified warehousing and distribution platforms to discuss and answer questions about the future development trends of FMCG city distribution logistics and practical cases of distributor transformation to unified warehousing and distribution, centering on the theme 'New Distribution, New City Distribution'. We hope to bring you different inspiration and thinking! The specific meeting topics are as follows:
**List of Participating Companies**
In no particular order
Hunan Zonglan Dian Dan Network Technology Co., Ltd.
Jingbang (Wuhan) International Freight Forwarding Co., Ltd.
Mengniu Dairy
Qinghai Hanxiang E-commerce Co., Ltd.
Unilever Service (Hefei) Co., Ltd. Shanghai Branch
Huicong
Hunan Xuan'ang Food Co., Ltd.
Guangzhou Tongdaoren Information Technology Co., Ltd.
Qingdao 888 Trading Co., Ltd.
Uni-President China Investment Co., Ltd.
Hunan Province Zhongxiang Gongpei Logistics Co., Ltd.
Shenglong Ingredients
COSCO Shipping Logistics Warehousing and Distribution Co., Ltd.
Guangxi Yongpai Liquor Industry Co., Ltd.
Shangqiu Kangrong Trading Co., Ltd.
Jinan Dingzhong Economic and Trade Co., Ltd.
Liaoning Bimai Agricultural Technology Co., Ltd.
Kunming Xiongjia Trading Co., Ltd.
Shaanxi Houheng Trading Co., Ltd.
Guangzhou Dingwo Enterprise Information Consulting Co., Ltd.
Shaodong Jiajiale Commercial Firm
Boda Trading
Industrial Bank Changsha Branch
Wuhan Muchen Convenience Store Chain Co., Ltd.
Fujian Fuxing Yuncang Logistics Co., Ltd.
Guizhou Yilimi E-commerce Co., Ltd.
Jiangxi Xiao Laoer E-commerce Co., Ltd.
Jinshankoufu
Shanxi Taihang Yuanjing Supply Chain Management Co., Ltd.
Shanxi Dezhun Supply Chain Management Co., Ltd.
Shaoyang Tongdeli Trading (Xiangbang Logistics)
Huanfu
Tongda Express City Distribution
Beijing Xinjingxiang Food Co., Ltd.
Wuhan Huizhong Tianhong Liquor Co., Ltd.
Changsha Paide Biotechnology Co., Ltd.
Chao'an Tuqiang
Guizhou Yihe Bopin Supply Chain Management Co., Ltd.
Jiangxi Kang'en Industrial Development Co., Ltd.
Xiangtan County Yisuhe Town Yuhua Paper Store
Luoyang Yuanlang Trading Co., Ltd.
Tongchuan Yaozhou Huayuan Supermarket Co., Ltd.
Hunan Yongfu Jiujiu Trading Co., Ltd.
Zhejiang Chengchengtong Logistics Co., Ltd.
Chongqing Kaiguo Materials Trading Co., Ltd.
Beijing Xianmaixianmai Data Technology Co., Ltd.
Hanchuan Qixing Trading Co., Ltd.
Tongxin Jiuzhiru Trading Co., Ltd.
Guizhou Meiwuguoguo Network Technology Co., Ltd.
Hubei Anjie Logistics Co., Ltd.
Hubei Kuaixiao Internet Technology Development Co., Ltd.
......
**Representatives of Distributor Transformation (Proposed)**
In no particular order
Rong Jun, Chairman of Jiangsu Huashang City Distribution Network Co., Ltd.
Wang Bo, Chairman of Hubei Yijiaren Logistics Co., Ltd.
Jiang Shuming, General Manager of Sichuan Chengdu Xingrenxing Trading Co., Ltd.
Liu Jichen, Chairman of Shandong Yunbang Warehousing and Logistics Co., Ltd.
Tu Mingyu, Chairman of Chongqing Lingyu Consumer Goods Supply Chain Management Co., Ltd.
Yang Su, Chairman of Guangzhou Zhongshan Wanrong Marketing Co., Ltd.
Yuan Xia, Chairman of Sichuan Bajie Supply Chain Management Co., Ltd.
Li Qiangyun, Co-founder of Hubei Pengdun Meiyitian Supply Chain Management Co., Ltd.
Zhang Jianyong, Chairman of Henan Xuchang Jiulegou E-commerce Co., Ltd.
Ma Haichao, Founder of Hebei Changyi Logistics Co., Ltd.
Meng Yucun, General Manager of Hebei (Chengde) Wulian Yuncang Co., Ltd.
Zhang Xun, Chairman of Xinjiang Urumqi Su'an Jinchi Logistics Co., Ltd.
Zhang Hailing, Chairman of Jilin Sansheng Lian'gou
Qiang Huitao, Founder of Hebei Dunjie Supply Chain Management Co., Ltd.
Liao Lei, General Manager of Hunan Damei Supply Chain Management Co., Ltd.
......
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