An organization can begin to consider how many salespeople are required to find out how the workload is currently allocated. It can begin with a record of everything done by the seller at this time. These include, among others, the search of new customers, service existing customers, new product demonstrations, taking orders again, and collecting bills. Data made further equipped with an examination of alternative measures that can be taken to task. For example, direct marketing via the telephone is an alternative to the salesman’s visit, especially on repetitive purchases. Salespeople can thus focus more on finding new opportunities. IBM, for example, changing sales patterns with greater emphasis on sales via telephone because of the cost to maintain a “blue suit” in the field of more than $ 200 per year. This means that the cost for a visit of more than $ 200.
Can the debt is collected by mail or telephone? Can a product be demonstrated at an exhibition or in the store? Only by asking such questions, then we can be sure we will not fall into the common trap, that is encouraging companies to make decisions and then search the data and the reasons supporting the decision. At this stage, the manager will concentrate on collecting relevant quantitative data and then using judgment and experience to help make decisions.
All these activities can be categorized based on the salesperson’s three basic activities. A salesperson do the following:
1. Contacting consumers
2. Take a trip
3. Perform administrative functions
These tasks form the so-called workload. If you decide what things are to be a reasonable workload for a salesman, the hours per month, then you can begin to measure how long it takes to complete a range of activities and workload that is being done today. These measurements can be performed independently by a third party or, preferably, by its own sales force. What they need for a simple measurement method is to record the distance traveled, time of start and end of the visit, and the type of outlet they visited. The data can then be analyzed to determine the average period of one visit to each type of outlet, the average distance traveled per month, and average speed according to the areas covered (whether urban, suburban, or rural). With the help petaaa, the company pilot can determine the time of visit, travel, and administrative activities for a particular konsemen. By doing such determination, then the company can make a balanced workload for each salesperson, and prepare, if necessary, a special time to look for potential new outlet. In addition to the above is certainly no way to measure the work Baban. A giant consumer goods company uses the department study to measure the effectiveness of its sales force.