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Chart the number of sales calls per day or week and see how long the lag (time frame) is for incoming sales orders. Track the sheer number of sales calls made by all sales personnel versus the rise in new sales orders. There will be a lag which you will be able to see over a few months.
Example:
You have five sales reps that make six contacts (average) per day.
Thus: (5 reps X 6 contacts/day (visits or calls) X 5 workdays/week) = 150 calls per week (now); change the number of calls to 7 / day, now the total sales calls are 175 / week.
175 calls/week / 150 calls/ week =1.167 or 16.7% increase in sales calls.
Measure Calls Versus Orders: Now measure this sales call increase against the level of sales order dollars and expect a corresponding increase in incoming customers’ purchase orders. There is always a time lag between these two activities but increased sales will come if your sales representatives are skilled and know how to close on sales orders.
Some Reps Need Training: Higher number of sales calls and more sales dollars indicate at least some of your reps are effective. Smaller increases for the effort mean you have sales representative problems; they are unaware how to close the sale. This is where a good sales manager steps in to assist and personally train through example.
Sales Managers Provide Guidance/Training: Your representatives need to be trained and observed by their boss. The job of the sales manager is to measure the effectiveness of all of his reps. He is to monitor their sales calls, watch their sharp or mediocre sales presentations and then successfully train and guide his subordinates to increase these lacking skills while raising sales orders.
Hire/Train/Terminate Quickly All At Minimal Cost: Some sales representatives will need training and observation by your good sales manager. If he is sharp, he will quickly hire sales people with potential, he will watch them in action, he will coach and influence them, he will determine who are keepers and who needs to be replaced and then, most importantly, he will do all of this quickly wasting minimal company funds. He will primarily do this since his own personal company compensation heavily depends upon his successful implementation of these vital management skills. He’s paid to do this, so if his reps make more money, he will also.
