Face to Face Marketing and Door to Door Marketing
Professional Qualified Sales Experts present products and services, calling on companies using our proven door to door Marketing organizations , door-to-door sales technique and door to door Marketing organizations in mumbai.
We convert potential customers to sustainable clients in the shortest space of time( door to door sales, door to door Marketing organizations ). Our professional teams interact with customers, educating them on our clients’ products/services, as well as generating immediate sales or leads with interested customers.
Marketing and advertising budgets have come under increasing pressure. door to door Marketing organizations and Door-to-door sales is a low cost distribution channel, and is an effective way to gain more return on investment. It secures increased value with minimum spend, allowing access to a customer base which is not always reached by existing marketing strategies.
Through Door to Door sales, customers can choose the most suitable deals, especially because they have a chance to ask questions and have the offering clarified by our qualified sales experts in mumbai
We believe our experience, our sales ability and the detailed processes we have in place ensure we successfully launch new products to the market. Our sector experience and data insights ensure we are calling on the right outlets to maximise return on investment during the critical launch phase.
We have proven experience in launching challenger brands to the market along with well-established range extensions and completely new products.
We believe Fulcrum is the door-to-door-sales agency in pune best suited to owning the responsibility of launching your new product – why not give us a call to find out if we can help you?
I did door-to-door sales for nine years, in hundreds of different cities and towns all across the india. Through long, hard, agonizing trial and error, I eventually developed enough skill that I could take any product into any area on any day and make sales.
In the beginning, I struggled. But when I was about to give up on myself and quit (like 99.9% of people that try door-to-door sales do within their first few days), experienced salesperson to give me a chance to get on track.
What I saw that day changed my life forever.
I watched as the experienced salesperson drove to an area where he had previous sales success, and listened as he explained to me why he parked his car in the exact spot he did to start his day and laid out his exact plan of attack.
Within the first 10 minutes, I learned a valuable lesson that not only made my door-to-door sales career much easier, but has also been the key to bringing in millions of dollars in revenue for my own companies, and those of thousands of others I’ve consulted to:
A current customer is the easiest person to make a sale to – many, many times easier (and less expensive) than trying to get new customers.
Most business owners operate a risky, day-to-day, transactional business, believing that the reason for getting a customer is to make a sale. That’s their biggest problem: making nothing more than “a” sale to a customer. After that initial transaction, they simply hope that their product or service or location is good enough that they will get a repeat visit from that customer.
On the other hand, sharp business owners (and door-to-door salespeople!) know that the point to making a sale is to get a customer. We have systems put together to maximize the value of that customer by making future offers to them, so that they buy more of the same product or service, or a different version, or even an entirely different product or service.
In other words, we recognize that a current customer is the easiest person to sell to, and a prospect is the hardest and most-expensive person to sell to. Therefore, we concentrate on maximizing the value of every new customer we get.
If you want to grow your business during these challenging economic times (and even during boom times), your time and effort should be invested in working to turn prospects into customers and retain them to market to in the future.
While your marketing is doing its job to get you prospects, you need to be working on turning those prospects into customers. There are a few key ways to draw them in and seal the deal. You need to be:
Inviting
Informative
Enjoyable
The biggest fear of most new customers is the dreaded “buyer’s remorse.” You want to minimize this as best you can, and if you’ve provided a quality product or service that delivers on the marketing claims you’ve made, the risk will be lower.
However, returns can still occur. Here are the two most effective ways to deal with this:
Offer to refund money — no questions asked
Offer a bonus they can keep even if they return the product
These offers alone will also lessen the impact of buyer’s remorse, because the customer will trust you more just because you showed the confidence in your product or service to offer these options in the first place.
There are number of other ways to turn a prospect into a customer:
Offer a special price as an opportunity for them to test the market.
Offer a lower price with a legitimate reason, such as clearing out inventory to pay a tax bill, for your kid’s braces, or another tangible reason. (Added bonus: Customers love you for doing this, because it makes you so much more human to them.)
Offer a referral incentive.
Offer a smaller, less expensive entry-level product to build trust.
Offer package deals.
Offer to charge less for their first purchase if they become a repeat customer.
Offer extra incentives, such as longer warranties or free bonuses, if they order by a certain date.
Offer financing options, if applicable.
Offer a bonus if they pay in full.
Offer special packaging or delivery.
Offer “name-your-own-price” incentives.
Offer comparative data or other comparison tools.
Offer to let them trade up or upgrade to something better if they want.
Offer additional, educational information to help them make the decision.
The options are really only limited by your imagination and marketing skill. You can use these or other ideas to discover what works the best for your specific business, with your specific products, services and target market.
Even if you ever find yourself doing door-to-door sales.
marketing business in pune
B2B selling
The hardest thing about B2B selling today is that customers don’t need you the way they used to. In recent decades sales reps have become adept at discovering customers’ needs and selling them “solutions”—generally, complex combinations of products and services. This worked because customers didn’t know how to solve their own problems, even though they often had a good understanding of what their problems were. But now, owing to increasingly sophisticated procurement teams and purchasing consultants armed with troves of data, companies can readily define solutions for themselves.
In fact, a recent Corporate Executive Board study of more than 1,400 B2B customers found that those customers completed, on average, nearly 60% of a typical purchasing decision—researching solutions, ranking options, setting requirements, benchmarking pricing, and so on—before even having a conversation with a supplier. In this world the celebrated “solution sales rep” can be more of an annoyance than an asset. Customers in an array of industries, from IT to insurance to business process outsourcing, are often way ahead of the salespeople who are “helping” them.
But the news is not all bad. Although traditional reps are at a distinct disadvantage in this environment, a select group of high performers are flourishing. These superior reps have abandoned much of the conventional wisdom taught in sales organizations. They:
- evaluate prospects according to criteria different from those used by other reps, targeting agile organizations in a state of flux rather than ones with a clear understanding of their needs
- seek out a very different set of stakeholders, preferring skeptical change agents over friendly informants
- coach those change agents on how to buy, instead of quizzing them about their company’s purchasing process
These sales professionals don’t just sell more effectively—they sell differently. This means that boosting the performance of average salespeople isn’t a matter of improving how they currently sell; it involves altogether changing how they sell. To accomplish this, organizations need to fundamentally rethink the training and support provided to their reps.
Coming Up Short
Under the conventional solution-selling method that has prevailed since the 1980s, salespeople are trained to align a solution with an acknowledged customer need and demonstrate why it is better than the competition’s. This translates into a very practical approach: A rep begins by identifying customers who recognize a problem that the supplier can solve, and gives priority to those who are ready to act. Then, by asking questions, she surfaces a “hook” that enables her to attach her company’s solution to that problem. Part and parcel of this approach is her ability to find and nurture somebody within the customer organization—an advocate, or coach—who can help her navigate the company and drive the deal to completion.
But customers have radically departed from the old ways of buying, and sales leaders are increasingly finding that their staffs are relegated to price-driven bake-offs. One CSO at a high-tech organization told us, “Our customers are coming to the table armed to the teeth with a deep understanding of their problem and a well-scoped RFP for a solution. It’s turning many of our sales conversations into fulfillment conversations.” Reps must learn to engage customers much earlier, well before customers fully understand their own needs. In many ways, this is a strategy as old as sales itself: To win a deal, you’ve got to get ahead of the RFP. But our research shows that although that’s more important than ever, it’s no longer sufficient.
To find out what high-performing sales professionals (defined as those in the top 20% in terms of quota attainment) do differently from other reps, Corporate Executive Board conducted three studies. In the first, we surveyed more than 6,000 reps from 83 companies, spanning every major industry, about how they prioritize opportunities, target and engage stakeholders, and execute the sales process. In the second, we examined complex purchasing scenarios in nearly 600 companies in a variety of industries to understand the various structures and influences of formal and informal buying teams. In the third, we studied more than 700 individual customer stakeholders involved in complex B2B purchases to determine the impact specific kinds of stakeholders can have on organizational buying decisions.
Our key finding: The top-performing reps have abandoned the traditional playbook and devised a novel, even radical, sales approach built on the three strategies outlined above. Let’s take a close look at each.
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Strategy #1: Avoid the Trap of “Established Demand”
Most organizations tell their salespeople to give priority to customers whose senior management meets three criteria: It has an acknowledged need for change, a clear vision of its goals, and well-established processes for making purchasing decisions. These criteria are easily observable, for the most part, and both reps and their leaders habitually rely on them to predict the likelihood and progress of potential deals. Indeed, many companies capture them in a scorecard designed to help reps and managers optimize how they spend their time, allocate specialist support, stage proposals, and improve their forecasts.
Our data, however, show that star performers place little value on such traditional predictors. Instead, they emphasize two nontraditional criteria. First, they put a premium on customer agility: Can a customer act quickly and decisively when presented with a compelling case, or is it hamstrung by structures and relationships that stifle change? Second, they pursue customers that have an emerging need or are in a state of organizational flux, whether because of external pressures, such as regulatory reform, or because of internal pressures, such as a recent acquisition, a leadership turnover, or widespread dissatisfaction with current practices. Since they’re already reexamining the status quo, these customers are looking for insights and are naturally more receptive to the disruptive ideas that star performers bring to the table. (See the sidebar “How to Upend Your Customers’ Ways of Thinking.”) Stars, in other words, place more emphasis on a customer’s potential to change than on its potential to buy. They’re able to get in early and advance a disruptive solution because they target accounts where demand is emerging, not established—accounts that are primed for change but haven’t yet generated the necessary consensus, let alone settled on a course of action.
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One consequence of this orientation is that star performers treat requests for sales presentations very differently than average performers do. Whereas the latter perceive an invitation to present as the best sign of a promising opportunity, the former recognize it for what it is—an invitation to bid for a contract that is probably destined to be awarded to a favored vendor. The star sales rep uses the occasion to reframe the discussion and turn a customer with clearly defined requirements into one with emerging needs. Even when he’s invited in late, he tries to rewind the purchasing decision to a much earlier stage.
A sales leader at a business services company recently told us about one of the firm’s top sellers, who, asked to give an RFP presentation, quickly commandeered the meeting to his own ends. “Here is our full response to your RFP—everything you were looking for,” he told the assembled executives. “However, because we have only 60 minutes together, I’m going to let you read that on your own. I’d like to use our time to walk you through the three things we believe should have been in the RFP but weren’t, and to explain why they matter so much.” At the end of the meeting the customer sent home the two vendors who were still waiting for their turn, canceled the RFP process, and started over: The rep had made it clear to the executives that they were asking the wrong questions. He reshaped the deal to align with his company’s core capabilities and ultimately landed it. Like other star performers, he knew that the way in was not to try to meet the customer’s existing needs but to redefine them. Instead of taking a conventional solution-sales approach, he used an “insight selling” strategy, revealing to the customer needs it didn’t know it had.
Research in practice.
Drawing on data that include interviews with nearly 100 high performers worldwide, we developed a new scorecard that managers can use to coach their reps and help them adopt the criteria and approaches that star performers focus on. (See the exhibit “Prioritizing Your Opportunities.”) One industrial automation company we’ve worked with has effectively employed it, with a few tweaks to account for industry idiosyncrasies. When its managers sit down with reps to prioritize activity and assess opportunities, the scorecard gives them a concrete way to redirect average performers toward opportunities they might otherwise overlook or underpursue and to steer the conversation naturally toward seeking out emerging demand. (A word of caution: Formal scorecards can give rise to bureaucratic, overengineered processes for evaluating prospects. Sales leaders should use them as conversation starters and coaching guides, not inviolable checklists.)
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Strategy #2: Target Mobilizers, Not Advocates
As we noted earlier, in conventional sales training reps are taught to find an advocate, or coach, within the customer organization to help them get the deal done. They’re given a laundry list of attributes to look for. The description below, compiled from dozens of companies’ training materials, suggests that the ideal advocate:
- is accessible and willing to meet when asked
- provides valuable information that’s typically unavailable to outside suppliers
- is predisposed to support the supplier’s solution
- is good at influencing others
- is considered credible by colleagues
- conveys new ideas to colleagues in savvy, persuasive ways
- stands to personally gain from the sale
- will help reps network and connect with other stakeholders
We heard the same list, or a variation on it, from sales leaders and trainers the world over. It turns out, though, that this idealized advocate doesn’t actually exist. Each attribute can probably be found somewhere in a customer organization, but our research shows that the traits rarely all come together in one person. So reps find themselves settling for someone who has some of them. And when choosing an advocate, we’ve found, most reps walk right past the very people who could help them get the deal done—the people star performers have learned to recognize and rely on.
In our survey of customer stakeholders, we asked them to assess themselves according to 135 attributes and perspectives. Our analysis revealed seven distinct stakeholder profiles and measured the relative ability of individuals of each type to build consensus and drive action around a large corporate purchase or initiative. The profiles aren’t mutually exclusive; most people have attributes of more than one. Still, the data clearly show that virtually every stakeholder has a primary posture when it comes to working with suppliers and spearheading organizational change.
Here are the seven profiles we identified.
1. Go-Getters.
Motivated by organizational improvement and constantly looking for good ideas, Go-Getters champion action around great insights wherever they find them.
2. Teachers.
Passionate about sharing insights, Teachers are sought out by colleagues for their input. They’re especially good at persuading others to take a specific course of action.
3. Skeptics.
Wary of large, complicated projects, Skeptics push back on almost everything. Even when championing a new idea, they counsel careful, measured implementation.
4. Guides.
Willing to share the organization’s latest gossip, Guides furnish information that’s typically unavailable to outsiders.
5. Friends.
Just as nice as the name suggests, Friends are readily accessible and will happily help reps network with other stakeholders in the organization.
6. Climbers.
Focused primarily on personal gain, Climbers back projects that will raise their own profiles, and they expect to be rewarded when those projects succeed.
7. Blockers.
Perhaps better described as “anti-stakeholders,” Blockers are strongly oriented toward the status quo. They have little interest in speaking with outside vendors.
Our research also reveals that average reps gravitate toward three stakeholder profiles, and star reps gravitate toward three others. Average reps typically connect with Guides, Friends, and Climbers—types that we group together as Talkers. These people are personable and accessible and they share company information freely, all of which makes them very appealing. But if your goal is to close a deal, not just have a chat, Talkers won’t get you very far: They’re often poor at building the consensus necessary for complex purchasing decisions. Ironically, traditional sales training pushes reps into the arms of Talkers—thus reinforcing the very underperformance companies seek to improve.
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The profiles that star reps pursue—Go-Getters, Teachers, and Skeptics—are far better at generating consensus. We refer to them as Mobilizers. A conversation with a Mobilizer isn’t necessarily easy. Because Mobilizers are focused first and foremost on driving productive change for their company, that’s what they want to talk about— their company, not yours. In fact, in many ways Mobilizers are deeply supplier-agnostic. They’re less likely to get behind a particular supplier than behind a particular insight. Reps who rely on a traditional features-and-benefits sales approach will probably fail to engage Mobilizers.
Endless questioning and needs diagnosis are of no value to Mobilizers. They don’t want to be asked what keeps them awake at night; they’re looking for outside experts to share insights about what their company should do, and they’re engaged by big, disruptive ideas. Yet upon hearing those ideas, Mobilizers ask a lot of tough questions—Go-Getters because they want to do, Teachers because they want to share, and Skeptics because they want to test. Skeptics are especially likely to pick apart an insight before moving forward. That can be intimidating for most reps, who are apt to mistake the Skeptic’s interrogation for hostility rather than engagement. But star performers live for this kind of conversation. We spoke with one who said, “If the customer isn’t skeptical and doesn’t push me, then either I’ve done something wrong or she just isn’t serious.”
Research in practice.
We worked with star reps around the world to develop a practical guide to identifying Mobilizers. (See the exhibit “Finding the Right Allies.”) The first step is to gauge a customer’s reaction to a provocative insight. (For instance, reps at the industrial supply company Grainger start their conversations by citing data showing that a shockingly high share—40%—of companies’ spend on maintenance, repair, and operations goes to unplanned purchases.) Does the customer dismiss the insight out of hand, accept it at face value, or test it with hard questions? Contrary to conventional wisdom, hard questions are a good sign; they suggest that the contact has the healthy skepticism of a Mobilizer. If the customer accepts the assertion without question, you’ve got a Talker or a Blocker—the difference being that a Talker will at least offer useful information about his organization, whereas a Blocker will not engage in dialogue at all.
Read more
Next, the rep must listen carefully to howthe customer discusses the insight as the conversation progresses. Watch out for the customer who says something like “You’re preaching to the converted. I’ve been lobbying for this sort of thing for years!” If he sees the idea as a means of advancing his personal agenda—speaking mainly in terms of “me” versus “we”—that’s a strong signal that he’s a Climber. And Climbers can be dangerous. A number of star reps told us that Climbers aren’t obvious just to them; they’re obvious to colleagues and often cause widespread resentment and distrust.
Star performers never assume they’ve identified a Mobilizer until that person has proved it with her actions. Stars usually ask stakeholders they believe might be Mobilizers to set up a meeting with key decision makers or to provide information obtainable only by actively investigating an issue or conferring with colleagues. One star performer from a global telecommunications company explained to us that she always tests what her customer contacts tell her they can do. In particular, she asks them to invite senior decision makers, often from other functions, to follow-on meetings. If they fail to get the right people to attend, she knows that although they may aspire to mobilize, they probably lack the connections or the clout to actually do so.
Strategy #3: Coach Customers on How to Buy
Sales leaders often overlook the fact that as hard as it is for most suppliers to sell complex solutions, it’s even harder for most customers to buy them. This is especially true when Mobilizers take the lead, because they’re “idea people” who tend to be far less familiar than Talkers with the ins and outs of internal purchasing processes.
Having watched similar deals go off the rails in other organizations, suppliers are frequently better positioned than the customer to steer a purchase through the organization. Suppliers can foresee likely objections. They can anticipate cross-silo politicking. And in many cases they can head off problems before they arise. The process is part of the overarching strategy of providing insight rather than extracting it. Whereas most reps rely on a customer to coach them through a sale, stars coach the customer.
Most reps rely on a customer to coach them through a sale; star reps coach the customer.
In light of this fact, it’s instructive to reflect on how much time and effort sales organizations invest in equipping their reps to “discover” the customer’s purchasing process. Most carefully train them to ask a host of questions about how decisions are made and how the deal is likely to progress, assuming that the customer will have accurate answers. That’s a poor strategy.
Sales leaders find this notion deeply unsettling. How can a rep guide a customer through the purchasing process when he probably doesn’t understand the idiosyncrasies of the customer’s organization? Isn’t each customer’s buying process unique? In a word, no. One star rep we interviewed explained, “I don’t waste a lot of time asking my customers about who has to be involved in the vetting process, whose buy-in we need to obtain, or who holds the purse strings. The customers won’t know—they’re new to this kind of purchase. In the majority of my deals, I know more about how the purchase will unfold than the customers do. I let them champion the vision internally, but it’s my job to help them get the deal done.”
Research in practice.
Automatic Data Processing (ADP), a global leader in business outsourcing solutions, recently introduced a methodology designed to reorient its sales reps—and the entire company—around its customers’ purchasing processes. It’s called Buying Made Easy.
The goal is to reduce the burden on the customer by having sales reps follow prescribed steps, each with its own tools and documents to support customers throughout the process. Instead of representing a set of sales activities, as in traditional programs, the steps represent a set of buying activities (“recognize need,” “evaluate options,” “validate and select a solution”) along with recommended actions that will help salespeople guide the customer. Any conversation at ADP about the status of a deal takes into account what the customer has to do next and how ADP can help make that happen.
In addition, ADP has created verification steps to ensure that reps can accurately and fully document the customer’s purchasing progress. One verifier, for example, is the customer’s written commitment to run a presales diagnostic assessing the company’s exposure to risk and its readiness to move to an outsourced solution. Each verifier is a clear, objective indicator of exactly where a customer is in the purchasing process. It’s the end of traditional solution selling. Customers are increasingly circumventing reps; they’re using publicly available information to diagnose their own needs and turning to sophisticated procurement departments and third-party purchasing consultants to help them extract the best possible deals from suppliers. The trend will only accelerate. For sales, this isn’t just another long, hot summer; it’s wholesale climate change.
Many reps will simply ignore the upheaval and stick with solution selling, and their customers will increasingly rebuff them. But adaptive reps, who seek out customers that are primed for change, challenge them with provocative insights, and coach them on how to buy, will become indispensable. They may still be selling solutions—but more broadly, they’re selling insights. And in this new world, that makes the difference between a pitch that goes nowhere and one that secures the customer’s business.
Newsletters, Press Releases, and Writing for the Press
Press Releases and their Importance
The previous articles discussed the various aspects of media and the role of media in shaping public opinion. We had also discussed how press conferences and press meets are to be organized and listed some points for the successful media management strategies. Continuing in the same vein, this article discusses how newsletters, press releases, and writing for the press have to be done especially in the context of the digital revolution and the advent of electronic media. To start with, press releases form an integral component of media management strategies and are considered the interfacing point between the stakeholders and the press. As discussed earlier, press releases are preludes to press conferences as well as substitutes to press meets. If an individual, institution, or organization does not have the time to hold a press meet or if the matter is not weighty enough to have a press conference, a press release can take the place of the formal interaction. Apart from this, whenever press conferences have to be called, there has to be a press release that precedes it as the mediapersons must know the topic and the content to be discussed in the press meet. This is the reason why press releases are usually drafted by professionals who have experience in media management and public relations.
Writing for the Press
The second aspect of writing for the press is important for those in the writing profession, as they must know whom to approach and how to approach to begin a working relationship with media houses. For instance, not all media houses advertise regularly for positions and hence, the writers must know the points of contact in the media houses and approach them with their credentials in order to be considered for a position with them. They can also freelance which means that they take work on an ad hoc basis and not on a continuous basis. Writers must have their portfolios ready so that they can send it to the media contacts to be considered for writing work. The portfolio can consist of the resume, sample articles, and any other information that the writers feel would add value to their candidature.
Newsletters
In this electronic media driven environment, newsletters are an important component of ensuring the dissemination of information to the people. Hence, many organizations have full time employees working on producing newsletters that serve as a window to the external world and publicize the achievements of the organization. Taken together with pamphlets and other promotional material, newsletters form an integral component of the media management strategies.
Final Thoughts
Finally, one needs to be astute and savvy when dealing with the media as communication is important and the right message has to be sent out. There is no point in either overextending the message or underwhelming the message. The key to successful media management is to draft the right message and ensure that it reaches the targeted audience without noise or leakage creeping in.
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Articales from http://www.managementstudyguide.com
How Do You Know Your Sales Effectiveness Initiative Is Successful?
To determine the success of a sales effectiveness initiative, you need to define measurable objectives and a baseline where you currently stand relative to these objectives. The most common objective use to measure success is a revenue objective. It can easily be measured. So can the base line easily be established. Yet judging the success of the initiative by the attainment of the revenue objective, can lead to much debate. According to “The Complete Guide to Accelerating Sales Force Performance” by Andris A. Zoltners et al. the degree to which a sales force can influence revenue varies widely. This source also warns about using only one indicator (e.g. revenue per sales person) to measure performance.
Donal Daily in a recent post on the
Sales 2.0 Network blog, has suggested to also include ‘non revenue objectives’ when judging the success of sales effectiveness initiatives. Examples given for such objectives were among others : Better qualification or common sales language across the organization.. The reasons given for this suggestions are very plausible. Revenue is a lagging indicator. Especially when your revenue creation requires long sales cycles, it is too late for corrective actions with short term effect when you notice a deviation from the revenue objective. Tracking the behavior of the sales people through ‘non-revenue’ objectives along the sales cycle has a bigger chance for corrective actions impacting the outcome on short term..
Yet, I doubt that result oriented sales leaders would buy into this concept. They believe in outcome based sales force control systems. You recognize this type of leader by their actions They try to push sales people to higher performance by aggressive quota setting, lucrative incentives and tough and frequent forecast reviews.
Even with sales leaders seeing the value of the alternative use of behavioral based sales force control systems, I would not recommend the objectives as stated. As the objectives are not measurable, the success of an initiative is solely determined how these leaders judge ‘better qualification’ and ‘common language’. of the cited ‘non-revenue’ objectives.
What is needed is the transformation of these qualitative objectives into measurable leading indicators that sales leaders can accept as being unambiguous with respect to their impact on productivity. Presenting a logic how these productivity indicators can lead to higher revenue, might further help with their acceptance. To stay with the example of ‘a common language’; establishing a common language shortens the time sales managers need for example for deal reviews. Reports adhering to a standard template can be interpreted faster than reports structured as every salespersons feels best. Salespeople also profit from this gain in time. They spend less time in review meetings explaining their deals they are working on to sales management.
How this time (productivity) gain influences revenue is though up to managers and sales people. If managers use the freed up time for coaching and salespeople use the extra time for meaningful interactions with clients, it is plausible that at term this will lead to higher revenue. There are also many studies demonstrating the higher impact on performance of behavioral based sales force control systems compared to outcome based systems. Sales leader adhering to this type of systems should now be able to accept this additional objectives.
For people primarily adhering to outcome based sales force control systems, an extra effort is needed. They will first have to accept results of such studies and include at least some behavioral elements into their control systems before they will be able to better track the success of their sales effectiveness initiatives.
I am curious what practitioners have to say on this topic.
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