The outside sales force is the most expensive instrument in your sales organisation. It therefore needs perfect management to maximally utilise its active selling time. Read here about how to arrange the management of your outside sales organisation efficiently.
Good outside sales management is therefore decisive to get the most out of your outside sales organisation. This is why the outside sales management has to try to motivate the outside sales force team to closely pursue the defined targets. This is accomplished through a number of requirements, plans and the measuring of the right key indicators.
Do you always have an overview of which employee is taking care of which customers? Or if the right customers with the highest potential are getting visits? Do you have reliable information about how much in percent you could raise your employees’ productivity?
Your outside sales employees are always somewhere on the road with customers. This poses challenges in terms of your team’s flexibility and cooperation in the team, and with other areas of sales. Therefore, a permanent dialogue between the sales management and the sales team is important to change behaviour, measure success, and achieve a higher sales performance. Costs can be reduced with the gained transparency, motivation be raised and sales increased.
The first sales indicators that you should consult for the optimisation of your outside sales force management are customer attribution, analysis of sales potentials, and the number of customers per region. It is extremely important here to adjust the number of customers optimally to the capacity of the outside sales representative.
A careful analysis of the purchasing customer based on the CRM datasets and the knowledge of the outside sales representative are at the forefront for clustering the active customers by their potential. The analysis delivers company-wide consistent requirements for defining the frequency of visits to a customer.
For example, a customer with fully utilised potential is managed less intensely than customers with a high sales potential. The analysis also tells clearly which regions require realignment or which ones need to be managed jointly by inside sales and outside sales in a tandem sales model.
Lastly, the time expended and the costs incurred for the outside sales force must be weighed against the success accomplished by the outside sales force.