SMarketing Solutions

Insights · People, Process, Proof

Where is the execution gap?

The three elements rarely fail in exactly the same way. Looking at them together helps narrow where the execution problem may sit.

This is the diagnostic side of my framework. What People, Process and Proof mean, and what strong looks like, is on Approach.

Download the framework Go to the 10-question check

Diagnosis

When Proof is weak

People and Process may be in place, but the business is busy and partially blind.

You may see

  • Problems reaching leadership too late to correct
  • Store checks being collected but not consistently acted on
  • Reviews spending more time debating what happened than deciding what to do next
  • Difficulty connecting trade activity or promotions to execution and outcomes
  • Strong performance that cannot easily be explained or repeated

A simple diagnostic test

Ask which priority outlets or customers missed execution standard last week, why, and what action followed.

If the answer is difficult to produce quickly, investigate Proof.

Diagnosis

When Process is weak

Strong People and good Proof may exist, but execution depends too heavily on individual stars.

You may see

  • Results varying significantly between territories or teams
  • A small number of strong representatives or managers consistently carrying performance
  • The same execution problems returning month after month
  • New team members taking too long to become effective
  • Performance dropping when a strong manager or representative moves

A simple diagnostic test

Ask several representatives to explain how they plan a customer call, execute it and follow up.

If good execution depends on who you ask, investigate Process.

Diagnosis

When People are weak

Process and Proof may be in place, but completing the process is not producing the commercial outcome.

You may see

  • Standards being followed mechanically without stronger execution
  • Representatives completing activities but struggling to convert them into orders
  • Customer objections repeatedly stopping progress
  • Managers auditing compliance rather than improving performance through coaching
  • Launch materials reaching customers without the selling quality needed to secure strong execution

A simple diagnostic test

Observe the work itself.

If the process is being followed but commercial judgement, confidence or execution quality remains weak, investigate People.

Sequencing

When more than one is weak

When two or more areas are weak, the diagnostic establishes the sequence.

  • Building capability without a workable process gives people nothing consistent to apply.
  • Strengthening process without the capability to execute it can create compliance without better performance.
  • And without Proof, the business cannot see reliably whether either intervention is working.

The first intervention should address the constraint most responsible for the commercial gap, while strengthening the other elements needed to support it.

The 10-question execution check

Answer each question yes or no

A cluster of “no” answers indicates where to look more closely. There is no score. Your answers stay on this page and are not sent anywhere.

People
  1. 01

    Can our teams sell the priority portfolio and handle the most common customer objections without immediately trading away value?

  2. 02

    Are managers regularly observing and coaching execution in the field?

  3. 03

    Before a launch, can the frontline explain both what they are selling and why it matters to the customer?

Process
  1. 04

    Do priority customers and territories have plans clearly connected to our commercial priorities?

  2. 05

    Would teams in different territories describe the same core selling and execution standards?

  3. 06

    When execution falls below standard, is there a clear routine for correction and follow-through?

Proof
  1. 07

    Can we see quickly where priority customers or outlets are below execution standard?

  2. 08

    Does field evidence lead to a named action, owner and follow-through?

  3. 09

    Can we show what happened after a major promotion or launch, not simply what activity was completed?

All three
  1. 10

    When performance improves, can we explain why and repeat it elsewhere?

Next step

Book a conversation with your commercial leadership team.

Tell me about the commercial problem you need to solve. Every engagement starts with a conversation and is scoped by proposal.

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