From field service to
What the best channels for which products and which market/customers are, usually is little questioned, as historically grown. But does that always make economic sense?
To sell your products or services to the end customers, there are different paths or channels that can be used for this purpose. Usually there is a direct field sales, which not only goes directly to the end customer, but also sells to / via distributors or agents. Other possibilities include, for example, representatives, e-commerce, call centers, etc.
Sales channel analysis, area optimization, sales partner management are, for example, methods for building an effective and efficient sales channel management.
What do your sales partners do?
Sales Partner Analysis and-Management
Which sales partners (existing and potential) are best positioned for your company and products or services. And how should the selected partners be managed according to your needs? Learn more>>
Potential-oriented Area Planning
Sales Area Analysis and – Optimization
In field sales, time is literally money. In order for them to be able to fulfill their task, it is particularly important to design their workflows and processes efficiently. Learn more>>
Sales partner analysis and
What do your
Sales Partners do?
Which sales partners (existing and potential) are best positioned for your company and products or services. And how should the selected partners be managed according to your needs?
Anyone who works with sales partners (e.g. dealers, sales representatives, agencies) knows how difficult it is to get information about their customers (your end customers) or status from passed leads. No matter how intense the distribution partnership is, the interests of manufacturers, distributors and resellers vary widely on some points.
As a manufacturer, you want maximum transparency about the lead management process and end customers. As a reseller, on the other hand, you want many and high-quality new leads, garnished with information that promotes the sales process. Above all, you do not want a competitive situation. Neither with other sales partners nor with the manufacturer itself. But this is often the case when manufacturers operate with indirect and direct distribution side by side.
Consulting example “Sales Partner Management”
- Channel report (structure of channels, development, TOP dealers, competitive shares)
- Distributor satisfaction, criteria end customers
- Dealer profiles
- Potential and weakness analysis of the sales partners/status of the sales partnership
- Conflict analysis sales, direct vs. indirect/segments/areas
- Dealer rating
- Process definitions with partners
- Definition targets and metrics per distributor
- Planning and budget alignment
- RACI, timing, monitoring
© New Business Consulting GmbH
Sales Area Analysis and
in field sales means time ie. money. Your sales representatives complete customer visits, find new leads and take care of existing customers. In order for them to be able to fulfill this task, it is particularly important to design their workflows and processes efficiently.
Thus sales area reforms are a highly sensitive area in sales management. Sales managers should keep a close eye on two factors: Both the workload as well as customer potential must be allocated fair to the salespeople.
In order to identify the potential areas and increase of productivity within the field service or sales representatives, the existing customer structure of the sales areas mostly is taken as base. For optimal sales leadership, which takes into account all general conditions, a potential based area planning would be a good one. It identifies the existing potentials in the individual sales areas, based on the local specific sales indicators. In the modular principle, areas of the same potential (equal potential target groups) are generated from it.
Consulting example “Sales Area Analysis and Optimization”
- Regional distribution of A, B and C customers
- Regional differences in purchasing behaviour and causes
- Expenditure for existing customer support in the region and remaining time for attracting new customers?
- Number of potential customers, sales and market potential actually per region
- Which existing customers and target groups should be approached with which products and in which regions?
- Targets A and B customers re call frequency
- Reasonable split of “sales areas” according to sales-management-standards
- Analysis/potential of neglected regions
- Analysis of possible dealer/representatives or covering by internal service
- Optimization of the regions in terms of workload, potential, travel expenses
- Allocation of regions, customers and potentials
© New Business Consulting GmbH