30 Apr Increasing Sales Force Efficiency
A North American sales team, over a period of years, had to spend an increasing proportion of their time supporting corporate activities such as sales forecasting, new product development, general reporting, meetings and other such activities. This was resulting in an ever decreasing amount of time to work with customers and potential customers in an environment of demand for increased revenues.
Perform an analysis of where sales personnel were spending their time and determine how much non-value-added activity was being undertaken. Then, using this information, work with other corporate functions in addition to sales leadership to reduce the time spent on non-value-added activities.
A team led by a sales manager and supported by eMRI undertook an analysis of sales personnel time. It was determined that over 25% of the “non-customer” time was, in fact, non-value-added (redundant activities, communication issues, etc.). By reducing the non-value-added activities, an average of over 15% of the sales team’s monthly time was freed up to work directly with clients.