不同公司的銷售配額差別很大
雖然銷售配額的作法在銷售行業中普遍存在，但它們所採取的形式在公司和公司之間可能有很大差異。
一個擁有少量銷售人員和少樣產品出售的小企業可能會設定一個非常簡單的配額作法——例如，每個銷售人員的目標是每季度銷售價值500萬台幣的產品。
另一方面，一個擁有數千名銷售代表和許多不同產品或服務的大公司可能會為不同的產品設定一個非常複雜的配額，包括100個產品A、50個服務B、20萬台幣附加服務，如擔保，等等。
銷售目標是基於所認知的市場潛力而制定
在一個分佈在廣闊的地理區域的大公司的不同辦公室，每個辦公室的目標可能會根據他們的感知潜力而有所不同。換句話說，一個傳統上擁有大量銷售和市場潜力的辦公室，其銷售人員的目標要比一個潛在客戶少的地區更高。
銷售配額可以設定為從每周到一年的時間段，但季度配額可能是最常見的。每季度一次，銷售人員有充足的時間將銷售策略與目標做成一致，製定銷售計畫。季度配額也有助於企業考慮產品的季節性。
如果一個特定的產品在夏季銷售比冬季好很多，那麼該公司在Q3中的配額要比Q4高，並且在不給銷售團隊造成太大壓力的情况下獲得更多的收入。
基於歷史數據設定銷售配額
銷售首長們通常會根據歷史數據，並結合他們在不久的將來對行業的預測，來設定配額。不幸的是，即使是最好的預測模型也會脫離現實，特別是當市場經歷突然和意外的變化。
例如，如果某個行業受到醜聞的影響，或者如果科技使某個產品過時，那麼銷售人員就不會有太多的機會去滿足那些沒有考慮到這些因素的配額。在這些情况下，假設銷售人員清楚地投入了他們的最大努力，銷售經理將被建議調整佣金支付，以減輕銷售團隊的痛苦。
作為一個經驗法則，許多銷售專家說配額是公平的，如果大約80%的銷售人員在大多數配額期間都能滿足。如果銷售團隊中不到80%的人在大部分時間內達到配額，那麼應該在未來調整銷售配額數字，但如果整個團隊總是達到或超過他們的配額，那麼他們就沒有受到足够的挑戰。
Understanding Sales Quota
Understanding Sales Quota
Sales quota or sales target is the amount of sales that the salesperson expects to meet within a given time frame. Almost all companies set sales quotas for their salesmen, because sales quotas not only ensure that salesmen know what they expect, but also are the easiest way to determine what commissions salesmen should receive.
Sales quotas vary greatly from company to company
Although the practice of sales quotas is common in the sales industry, the forms they take may vary greatly between companies and companies.
A small business with a small number of salespeople and a small sample of products for sale may set a very simple quota practice - for example, the goal of each salesperson is to sell products worth NT$5 million per quarter.
On the other hand, a large company with thousands of sales representatives and many different products or services may set a very complex quota for different products, including 100 products A, 50 services B, NT$200,000 additional services, such as guarantees, etc.
Sales objectives are based on perceived market potential
In different offices of a large company located in a wide geographical area, the goals of each office may vary according to their perceived potential. In other words, an office that traditionally has a lot of sales and market potential has a higher sales target than an area where there are fewer potential customers.
Sales quotas can be set from week to year, but quarterly quotas may be the most common. Once a quarter, salesmen have enough time to align their sales strategies with their goals and make sales plans. Quarterly quotas also help companies to consider the seasonality of their products.
If a particular product sells much better in summer than in winter, the company's quota in Q3 is higher than that in Q4, and it generates more revenue without putting too much pressure on the sales team.
Setting sales quotas based on historical data
Sales executives usually set quotas based on historical data and their forecasts for the industry in the near future. Unfortunately, even the best forecasting models can be divorced from reality, especially when markets experience sudden and unexpected changes.
For example, if an industry is affected by a scandal, or if technology obsoletes a product, salespeople will not have too many opportunities to meet quotas that do not take these factors into account. In these cases, assuming that the salesmen clearly put their best effort into it, the sales manager will be advised to adjust the commission payment to alleviate the pain of the sales team.
As a rule of thumb, many sales experts say that quotas are fair if about 80% of salespeople can meet them during most quotas. If less than 80% of the sales team meets the quota in most of the time, they should adjust the sales quota figures in the future, but if the whole team always meets or exceeds their quota, they are not challenged enough.
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