Sample Sales Force Enablement metrics include:

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Time Spent Coaching
Hour of Training per Full-Time Employee
$ on IT Systems per Full-Time Employee
Span of Control
So Which Sales Processes Do You Need?
Now that we have five crisply defined processes and the associated metrics, how do you know which processes you should implement? It is important to remember that not every sales process is applicable to every sales force.

We first suspected that company demographics should inform which processes are important for a particular sales force. For instance, if a company’s profits are highly concentrated in a handful of accounts, then that company must need account management processes.

However, we concluded that sales processes panama telegram data should never be selected at a company-wide level. The need for a specific sales process is determined by the nature of each distinctive selling role. That is, companies don’t need Account Management processes – only those salespeople who manage accounts need them.

Sales process selection is, therefore, not a decision to be made by examining the enterprise; it is a decision best made by examining the role. Below we provide rule-of-thumb guidelines for when a particular process is appropriate for a particular selling role.

Call Management processes when:
The salesperson has a low to moderate volume of highly varied customer interactions

Opportunity Management processes when:
The salesperson is targeting customers with complex buying processes (numerous buying stages and/or multiple buyers with different buying needs)

Account Management processes when:
The salesperson is pursuing opportunities over time with the same customer
There is an economic justification for the added layer of effort

Territory Management processes when:
The salesperson makes proactive customer contact and cannot service all potential customers.