The 6 P`s of sales activity and management

© i-snapshot 2009

A sales management blueprintThe 6P’s of field sales management

© i-snapshot 2009

The 6P’s is a blueprint (or framework) that leaders of

outside sales teams choose when managing their teams.

Each P is representative of an element which leaders can measure and

influence to impact the levels of success of effort.

Dependant on the objectives of the sales team, some P’s are more

relevant than others………..

© i-snapshot 2009

Why would I want to measure performance?

to reduce recruitment costs to identify individual training requirements to assess the ROI

of training to identify best practice and replicate

spot under performers quickly timely and effective training

“We identify ‘master practitioners’ on the team and understand what they are doing well so that we can coach our average performers and improve their overall effectiveness of their calls.”

© i-snapshot 2009

And why would I want to measure productivity levels?

They may not be as high what you think they are they might be too high or too

low There may be “customer” behaviour variances that should be driven to accurately cost the effort of a conversion

“We thought our call rates were 5 per day, and we wanted to raise them to 6. We were really surprised to find out they were only 3 per day! They have now increased to 5, and sales followed.”

© i-snapshot 2009

A view of which products my teams are focussing on - why?

to ensure focus is in line with product strategy to measure which products

are more or less successful to identify gaps in product focus to

find out which products salespeople are favouring from and why

“We found out that certain individuals were pushing our older products, maybe ones which they felt more confident in, however this wasn’t in line with the new sales strategy. It was easily rectified, they were brought in for product training and we resolved this quickly.”

© i-snapshot 2009

Which ‘account’ types my teams are targeting. So what?

to ensure effort is in line with company’s growth strategy is the team cold calling or farming existing

accounts Are individuals spending time on small accounts rather than major accounts Are customers being touched as promised

“Our objective is to grow new business, as our customers were spending less, so our team splits their time 30% account management and 70% new business – I can only ensure that this is the case by accurate sales reporting”

© i-snapshot 2009

Which places my teams are targeting? What is the use of that?

to ensure effort is line with key market segments to measure which sectors are more or less

successful to identify gaps in coverage to identify individuals targeting pet sectors

“Using our existing sales data I’d identified that there were certain sectors that had a huge amount of potential, that we’d barely touched. To grow the business, our sales teams needed to spend time targeting these.”

© i-snapshot 2009

So why do I need a view of my pipeline?

To forecast sales identify less

effective parts of the sales process

Identify individual effectiveness within the process to spot future revenue gaps quickly

“A good pipeline view shows accurate data of individuals and their outcome against key milestones, which will pinpoint their sticking points, or if they are complying with the process. Very important when you need to measure the success of new practices.”

© i-snapshot 2009

IAIN JOHNSTON CONSULTING

i-SNAPSHOT SOUTH AFRICA

+27 (0) 11 469 3079+27 (0) 82 410 4440

www.i-snapshot.com

[email protected]

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