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People often ask us, “What should we do to drive our sales success?”

It’s a complicated question. It’s not easy to decide what to tackle, when to tackle it, what results the organization should be targeting, where you can get the biggest bang for your buck, and what it really takes to get those results without further analysis.

When we began analyzing sales forces two decades ago, we saw the need for an organizing framework to cut through all the complexity, and provide a lens through which to view a sales organization with a clear eye. The result: the Sales Performance Wheel.

Based on over 70 years of sales research and behavioral science, the Sales Performance Wheel provides a guide to help leaders analyze where they are now and where they need to be, and to make the decisions on how best to get there. The Wheel has been the central model in hundreds of sales organization performance analyses.

The Sales Performance Wheel categorizes the various influences on sales success into eight buckets. The first four concern the organization itself and the performance environment for the sellers. The second four categories relate directly to the people in sales and sales management roles.