A typical sales call, as it usually happens, is presented. Main sales call features in a highly fragmented retail network are listed. These features make it a challenge to address the marketing and promotion requirements, specially if sales reps have to work through a long list of products or several portfolios with many retailers. The sales organization, however, needs to ensure its practices and infrastructure are shaped and optimized toward overall organization objectives and strategy. To accomplish this, a sales force effectiveness scorecard is introduced, and best practice initiatives are suggested.

1. Sales Force Effectiveness (SFE)
in
Highly Fragmented Retail Networks
Dec 2011

2. Disclaimer
Copyright 2011, Amir H. Azadehnia. All rights reserved.
This presentation is based on information which the author, Amir H.
Azadehnia, believes is reliable, but the author does not represent or
warrant its accuracy. The opinions and estimates expressed here
represent the views of the author as of the date of this report. These
opinions and estimates may be subject to change without notice. The
author will not be responsible for any consequences associated with
reliance on any statement or opinion contained here.

3. Typical Point of Sales Practice
Visiting
the
Retailer
Receiving
Order
Order List
Prepared
by the Retailer
Review
of Product List with
the Retailer10 – 15 Sales Calls
per Day on Ave.
>100 Products May
Be Listed
• Not possible to go through all of the products in one sales call. Therefore, less
focus on specific/growth products
• Short sales call duration: usually less than 15 min
• Partially defined sales protocol & sales priorities
Practice Features
Sales Rep Scope

4. Sales Force Effectiveness Scores & Improvement Initiatives
SFE Components Aspects Status Improvement Initiatives
Sales Rep Techno-marketing skills
S&OP planning
Sales pitch preparation
Job prioritization
S&OP process set-up
Sales call protocol
Sales call planning
Organization Staffing
Sales and marketing strategy
aligned with suppliers and
customer requirements
Sales call protocol
Portfolio management
PLC management
Techno-marketing training
Objective setting and
performance monitoring
Compensation and reward
Having specialized sales reps for
promoting certain products
Sales call time and frequency optimization
S&OP process set-up
Sales call protocol
Sales call planning
Setting objectives and sales priorities
according to strategy
Customer loyalty programs and special
offers
Segmentation Markets and submarkets
Channels
End-users
Renegotiating terms for promoting certain
products
Identify markets and customer groups by
value and buying behavior
Tailored offers and sales call protocols
Area/Segment
Coverage
Local branches or sales reps Linking KPIs with sales and marketing
strategy and S&OP performance
IT Call note recording and
sharing
Order and sales registry
S&OP dashboard
High-tech solutions at point of
sales
Identify markets and customer groups and
tailoring suitable offers
Knowledge management
Simplify point of sales activities (web
ordering, RFID etc.)