Identify The Key Drivers That Contribute to Success
Here’s an example. ACME Company usually observes the following monthly sales performance:
45 total leads x 20% close ratio x $11,667 avg. per sale = $105,000
ACME would like to double their monthly sales volume so they hire a consultant to drill down and develop a strategic approach to improvement. The consultant found ACME’s composite performance is as follows:
30 “self-generated leads” x 10% close ratio x $10,000 per sale = $30,000
15 “referred leads” x 40% close ratio x $12,500 per sale = $75,000
The Sales Department consists of a salesman named Joe (who does “cold-calling” and runs 100% of the leads in the field) and a support team that does “cold-calling” only. Joe and the support team are so effective at “cold-calling” that many of the leads don’t get seen. First, Joe books his “self-generated” leads and then takes as many of the sales team’s “referred leads” as possible.
New Process
Since “referred leads” have a higher close ratio and a higher price per sale, the consultant recommends that Joe stop “cold-calling” and spend his entire time running “referred leads.” The new results are as follows:
45 “referred leads” x 40% close ratio x $12,500 per sale = $225,000
Mission accomplished. Sales have doubled!
Conclusion
Is there something in your business you would like to improve? Take the time to drill down and discover the real drivers that contribute to success and change your business process.
AUG
About the Author:
Ken Moll is the Principal and Founder of Blue Elevator®. With professional experience spanning four decades, Ken has a breadth of foundational business knowledge rarely found – making him part of an elite class of professionals. Ken's passion is helping clients of Blue Elevator® get their “business to the next level™.”