Factfile 23
Building the new model
If crossing the great divide from the old coverage model to the new model seems like an arduous task, then congratulate yourself on seeing the issue realistically. It?s going to get worse before it gets better.
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In your new found quest for data, you may realise that it takes a sales rep the same amount of time and effort to configure and price a small order as a large order, so they just don?t bother to deal with the smaller orders, resulting in millions of dollars of lost opportunity.
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You may also discover your reps have created false addresses for orders so they can meet that quarter?s quota, resulting in artificially high production requirements.
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The meaningful yet sometimes shocking details you will learn about your sales model will not always be pretty, but they will be powerful.
While the desire and need for immediate results can be a driving force to heal all coverage ailments at the same time, experience has illustrated that a phased rollout of initiatives is a key element to success.
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The best approach is to design analysis-based executable plans in conjunction with controlled deployment and scaling of the new model. Changes of this depth and magnitude require tangible and demonstrable results to build the momentum for continued program support.
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You don?t have to do everything at once. Creating a new multi-channel empire in secret and expecting immediate acceptance and results when you throw the ?on? switch equals one big surprise party with your customers, sales reps and management as the very confused and unhappy guests of honour.
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The change will require equal parts analysis and execution to ensure your plan is relevant, well structured and actionable, with strong support from key stakeholders.