electronic ink-designing a transformational sales team-case study
DESCRIPTION
When a multi-national European energy company asked Electronic Ink to assess their underperforming retail sales force our design researchers found ambitious and skilled sales reps who felt frustrated within a process they saw as counterproductive. We found a sea of sales data where the reps needed clear, filtered information to shape more strategic sales activities.TRANSCRIPT
Designing a Transformational Sales TeamSALES PROCESS INSIGHTS UNCOVER INNOVATION OPPORTUNITY
In the US:One South Broad Street, 19th Floor | Philadelphia, PA 19107Tel: (001) 215.922.3800 | www.electronicink.com
In the UK: 1st Floor Alderman's House, 34-37 Liverpool St . | London, EC2M 3UJTel: (+44) 20.3011.0113 | www.electronicink.com
When a multi-national European energy company asked Electronic Ink to assess their underperforming retail sales force our design researchers found ambitious and skilled sales reps who felt frustrated within a process they saw as counterproductive. We found a sea of sales data where the reps needed clear, filtered information to shape more strategic sales activities.
Electronic Ink mapped current sales activities from the perspective of sales representatives, customers, systems and data. Hours wasted calling on unqualified prospects; waiting around for the wrong contact; and delaying deals as they sifted through information to find standard pricing were all mapped and anno-tated. These insights drove the development of innovative activity models, information dissemination and system designs that transformed sales activities and outcomes.
Summary
5%Already aCustomer.
30%Boss notaround.
2%Cannotsign deal.
2%Price not accepted
3%Not anSME
53%In contract
5%Frustratedand gives up
2%Successful sale
40%Successful sale
BEFORE AFTER
10%Price notaccepted
Finding the right person to sell.
The Sales Transformation
25%Boss not around.
25%Still in contract
AFTER AFTER AFTER
Time for a Successful Sale
360% faster sales process
BEFORE
Market Share
Assuming the number of customers lost stays constant, along with 40 FSAs using the new tool, we estimate that EDF Energy could achieve 1200 sales per week. Assuming an average value of £2,500 leads to a figure of £3 million of extra sales/week.
Sales per WeekBEFORE
4 sales per week
Slow sales execution,with time wasted on poor prospects.
30 sales per week
90 mins
25 mins
750%increase in efficiency
of sales agents
6% market share
282,000customers
BEFORE
7.5% market share
339,000 NEW customers in a year