electronic ink-designing a transformational sales team-case study

Designing a Transformational Sales TeamSALES PROCESS INSIGHTS UNCOVER INNOVATION OPPORTUNITY

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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