The title of this post is supposed to be reductively simple: To increase sales, spend more time selling.
This morning I’m reading through old HBR articles on ‘selling.’ We do this to find the research, studies, and science, and then use that information to back our approach and/or innovate. Here’s a little ‘finding’ from a 2006 article: The New Science of Sales Force Productivity.
Another question that leading sales organizations ask themselves is, Are the field reps spending as much time as possible selling? When we measure salespeople’s “non-customer-facing time,” we find that it often amounts to more than half of their total hours. If sales executives uncover that kind of problem, they have a variety of tools at their disposal. They may be able to channel some of the reps’ administrative functions to support staff… They also may simplify the systems that the reps are expected to deal with. Several years ago, sales executives at Cisco set a goal of reducing reps’ nonselling time by a few hours a week and charged the IT department with making it happen. The improvement led to several hundred million dollars in additional revenue.
I’m sharing this because it looks so simple. And it IS that simple. The problem is that most social impact organizations hold – as a cultural point of pride – the ability for each person to wear many hats. I was on the phone last week with a director of development who said, “Our president expects EVERYONE in the organization to be on the front lines providing service at least three mornings per week.”
That’s a decision.
In addition, we often see front-line salespeople being tasked with other functions – like running events. Or, in health care, the ‘fundraising executives’ are often asked to be at every health care system executive meeting (often this takes the BEST sales person offline for 40% of the month!).
These organizations are all trying to find ‘new ways to raise money.’
Our advice is not ‘innovative.’ It’s simple: Free up more time for your SALES PEOPLE to FOCUS on SELLING.