THE EXPERT IN SALES MANAGEMENT EFFICIENCY

Grow in mature markets

1

Problem areas

  • An international organisation which locally has 45 sales personnel and 5 Regional Managers.
  • Locally there are no processes as we define them, just a succession of visits resulting in mediocre sales.
  • The Sales Personnel waste a lot of time on non-productive tasks (a fact clearly recognised by the CEO).
  • It is not clearly known which are the Commercial Levers that need to be activated to increase Results.
  • The Visit Objective and content is not defined and the managers do not know what the sales personnel do or how they do it.
  • In practice the Managers tend to support the failings of the Delegates in key activities to help them increase their competitive edge.
2

Challenge

Growth of 1% in a very mature market with known ferocious competition (tough price battle) and which decreases 2% per annum.

3

Solution

  • Redefinition of the Segmentation criteria to determine the "real" priority segments (they found it was not the clients that had the most potential).
  • Determining a Service Grading according to the Market Segment from a high level of personalisation (presence) to a lesser one (telephone).
  • Bringing forward the agreement of the Annual Plan from April to January with the new process (Sub-Process Negotiation).
  • Sales staff training so they have a high level of Commercial Speech in the main Stages of the Commercial Process.
  • Training of the Sales Managers (in this case Middle management) so they are able to follow the Model.
4

Results

  • Increase in the number of visits from 24 a month to 34 with a noticeable increase in Sales Efficiency in the visits = over 4950 more visits a year.
  • Identification of a new Sales Lever in an activity that brings a lot of value and stock reorganisation treated beforehand by profiles other than that of the Sales personnel when if allows it to have an influence on the position of the product in the warehouse and strengthens the client relationship.
  • Increase of 15% on average per visit.
  • 1.4% growth as opposed to the 1% budgeted.
  • Better control of the relationship Effort-Results.
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