Is your field sales team in need of some additional resources? Have you been receiveing customer complaints about the quality of service they are getting from your sales reps? Is your sales team starting to complain about the workload? You know you need to increase the number of field sales reps on your team to carry the workload efficiently. However, your opinion isn't likely to be enough for a recruitment drive to be signed off on by senior management.
You need to be able to prove that additional headcount will have a positive impact on the business going forward. You can do this by answering the following questions.
- Is the company losing money by not having this hire?
- Are your customers suffering from overloaded sales territories?
- Will the new hire help you make better use of existing resources?
Let's look at how mapping the data can help you get your senior management to understand your findings better and quicker.
1. Is the company losing money by not having this hire?
This is probably one of the most important questions to answer clearly and concisely. No business person wants to be losing money, so if you can prove that there are opportunities being lost because of a lack of resources, then you have a good chance of getting your recruitment drive approved.
Losing money by not having a new hire is usually down to two main reasons:
- areas not being covered, or
- a field sales rep being overstretched with an unfair workload.
To validate an unfair workload, you can map your territories and apply a balancing analysis to identify territories that are overloaded and others that are over-served.
If you find that your company is losing money due to areas not being covered by the current workforce, you can run a proximity analysis to clearly display that there is a group of new customers and therefore new opportunity in a new area that does not have a dedicated sales rep.
2. Are your customers suffering from overloaded sales territories?
Customers are the bread and butter of any company and we all want to make sure they are happy and therefore continue to order from us. Many organizations use customer satisfaction surveys or Net Promoter Score (NPS) surveys to gauge how well they are doing at providing a good solution to their problems. If you've seen from the balanced workload analysis above that some of your territories are too large for one field sales rep to effectively cover, but your senior management still doesn't think its worth investing in new staff members, you need to prove the negative impact on the customer.
Have you received complaints from customers who feel unattended? Has your customer satisfaction rating taken a dip in the areas where sales reps are overloaded? These are two maps that you can show to your senior management to prove this negative impact.
The map above on the left displays all customers. They are color-coded to easily identify customers that have lodged complaints. The green pins are happy customers, no complaints logged. The orange pins are customers who lodged a complaint more than 90 days ago and the red pins are customers that have lodged complaints in the last 90 days.
The map above on the right shows the overall customer satisfaction rate per territory; green for happy and red for unhappy You can clearly see that the territories with the highest volume of customers have the lowest satisfaction rating. Should you split that territory and assign it to a new sales rep, customer’s will be seen more efficiently and the satisfaction rating should increase.
3. Will the new hire help you make better use of existing resources?
This comes back to sales reps that are overstretched with their current workload. They could be your top salesperson for Product A, which is a high-value sale, but is drowning in inquiries for Product B, so can't get the time to prospect for more Product A customers. This one is hard to prove on paper as a lot of it can be a feeling and anecdotal rather than data-driven. However, if you map your lead and new sales data and color code it by product type, it should be clear that there are opportunities out there for Product A, but Product B is monopolizing the sales rep's time.
If you recruit a new salesperson to specialize in Product B sales, then that will allow your Product A expert to put their best foot forward and close more high-value deals.
In the map below, Product A is displayed as a square pin and Product B is displayed as a circle pin. The existing customers are the large green pins. The opportunities are the smaller color-coded pins. Red pins indicate lost opportunities, green pins are opportunities being worked on, and yellow pins are new opportunity inquiries.
You can see from this map that there have been a number of Product A opportunities that have been lost, with only one being worked on at the moment and two new inquiries. Product B however, has a huge volume of inquiries and a larger volume of opportunities being worked on. There is definitely enough workload here for an additional salesperson to take on the Product B inquiries.
eSpatial is a provider of mapping software for field sales teams. From territory management and account management on the go, to advanced routing capabilities, we’re certain eSpatial will increase the efficiency of your sales team. Schedule a free demo with one of our experts to find out how eSpatial can help your field sales team achieve their goals and targets.