Growth is an essential objective with most, if not all organizations. It can be achieved via acquisition and/or organically by increasing sales.
Because the sales profession is measured closely and often in objective ways, its related performance metrics are strong candidates to be partnered with our objective techniques for measuring human capital data. As a result, employers are able to detect specific scoring composites that differentiate sales achievement levels.
In internal sales or sales support positions, especially with hourly wage sales staff, employee retention is often a challenge. So many customers choose to examine the contrast in value structures between sales representatives with impressive tenures and those who separated from the organization at an early stage in their employment. Others may choose to combine call times, attendance, incomplete shifts, and/or call productivity figures for reconciliation with corresponding value structures.
With respect to field sales professionals, as one would imagine, sales performance data like percent of quota, top line sales, and ranking among peers is often calibrated with matching value structures. Some organizations may elect to emphasize certain product initiatives, and, to that end, will focus on particular product sales when comparing the coinciding value set data. The converse of that is also true. Consider organizations who are frustrated with sales team members who habitually only sell the company’s products that they’re familiar with. Those organizations will be interested in discovering the value structures of sales associates who can sell outside of their comfort zone, making it possible for them to market new product lines effectively.
You’ll also see particularity when enterprises have sales teams who concentrate on existing accounts, and different sales designates for developing new business. In this case, account growth, customer satisfaction surveys and renewal rates are often used for the inside sales team tasked with maintaining account relationships, whereas number of new accounts established, sales volume and percent of plan are often integrated with the value structure analysis of the outside salesforce who solicits new accounts.
In any/or all of these examples, customers who utilize our analytic services in this capacity can gain substantiated clarity regarding suitability, onboarding, and supervisory needs relevant to their salesforce. The significance of this information can help to boost sales by thousands of dollars per representative in an hourly wage call center sales group, and by millions of dollars per representative in a strategic field sales organization.