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Products & Services Customer Service Customer Loyalty Management Cross-Selling

Engineering Sales Leads with Non-traditional Sales Forces

DB Image

ID: 4811


Features:

Metrics, Graphics


Pages/Slides: 31


Published: Pre-2014


Delivery Format: Online PDF Document


 

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Single User: Authorizes use by the person who places the order or for whom the order was placed.

Sitewide: Authorizes use of the report for a geographic site. All people at site can view the report for a year and copies can be printed.

Corporate: Authorizes use for the entire company for a year and copies can be printed. No limitations for usage inside the company.




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919-403-0251

  • STUDY OVERVIEW
  • BENCHMARK CLASS
  • SPECIAL OFFER

Study Overview

Companies are beginning to realize the untapped potential in generating sales leads though their remote workforce. These employees have often built trusted relationships with customers, which places them in a good position to suggest additional products which may be of value to the customers. Recent research by Best Practices, LLC with 16 companies has shown that field service employees are increasingly taking on more sales functions and can be a source of additional revenue for many companies. Any company which underutilizes its field service, customer service representatives, help desk or other customer-facing workforce can benefit from this study.

Key Topics

In this 31-slide presentation, Best Practices, LLC compiled innovative ideas and practices across a variety of industries that can be modified and implemented in a variety of non-traditional sales force programs. Key topics include:

  • Structure and size of non-traditional sales forces
  • Key selling challenges for non-traditional sales forces
  • Service-to-sales techniques and training programs
  • Customer lifecycle points of sales opportunities
  • Program performance and measurements
  • Expected growth rates
  • Incentives

Key Findings

  • Customers often trust the technician more than they do the sales force, so employees in non-traditional sales roles have a great opportunity to up-sell customers.
  • Nearly half of the benchmark partners have had non-traditional sales lead programs in place for less than one year.
  • Companies see great potential for sales growth through implementing non-traditional sales lead programs. After the initial year, most companies see sales growth rates of 5-15 percent.

Methodology

This benchmark study originated from a Best Practices, LLC benchmarking survey. It was conducted on behalf of a member of Best Practices, LLC's Global Benchmarking Council and was based on a survey with 16 benchmark partners across multiple industries.


Industries Profiled:
Financial Services; Telecommunications; Retail; Computer Software; Insurance


Companies Profiled:
Abu Dhabi Islamic Bank; British Telecom; Verizon; ADC; Aliant Inc.; Banamex; Banque Saudi Fransi; Bi-Lo LLC; Grumium Lab; KMD A/S; NIG; Ocuco; Philips Semiconductors; Ramco Systems; Ring 9 Inc.; RCN; Toshiba American Business Solutions

If you purchase Best Practice Database document(s), you will have 30 days from the date of purchase to apply some or all of the cost of the document(s) toward the cost of a Full Access Individual, Pharma, Group or University Membership. Write us at DatabaseTeam@bestpracticesllc.com or call David Guinn at 919-767-9179 if you have any questions.