Category: Sales/IT

Business Principle:
If you’re not monitoring, its probably not very efficient

The Issue

The Customer employed many sales people, covering various territories across the United Kingdom.

These sales people needed to visit their customers on a regular two to three-week cycle, to ensure that competitor pressure did not erode sales in what was a highly competitive market.

Whilst some autonomy had been granted to these people, there was too little measurement of individual sales results against the effort employed at the same time as rising competitor pressure and costs of sales.

In short, through lack of visibility in what the sales team were doing on a day to day basis, sales were shrinking, yet the number of staff was rising, in a low accountability environment.  

The Solution

Our Expert was asked for help, initially by assessing why sales were not rising despite sales team growth. Attention was spent reviewing the effectiveness of the sales team.

The Expert noted that whilst the sales staff certainly had to write up a report of the activity at the end of each day, these were often incomplete and partial records, as it was deemed frankly “a bit too much hard work” at the end of a “tiring” day.

There was also no particular planning in terms of which customers were visited and on what frequency. There was a natural predilection to visit “easy” customers, rather than more challenging ones. This extended to prospect as well as customer management.  In many ways, the sales team were dashing around like “busy fools”, often well-meaning but not effective enough.

Our Expert assisted by implementing a series of measures that included:-

Definition of sensible Key Performance Indicators relating to the sales team, including suggestions on when and how they should be collected.

The use of data and analytics to provide evidence based route planning for customer visits, based upon a series of factors which included geographical location and the customers’ propensity to be “under attack” by competitors – thus ensuring that sales resource was employed where it was most needed rather than where the sales team wanted to be.

In addition, a customised mobile CRM solution was implemented on the sales team’s mobile phones, designed to focus on speedy data capture removing any objections to use by the sales team. There was also automatic linking of vehicle journeys (and stops) to the customer’s known location; thus visits were in effect automatically recorded together with duration.

These changes resulted in improved sales revenues in excess of 25% from the same human resource/cost.  Secondary benefits were a more coherent sales team, lower vehicle mileage costs and of course sales leadership enabled by an ever current and accurate picture of the “battle ground”.

If you think your sales team could be more effective, then let us help you find out how to get greater sales from your current team. Talk with your own Part Time Fractional Expert and Call us today for a confidential chat.