In FMCG industry, Sales Force Effectiveness (SFE) metrics can be as complicated as one wants to make them. There is no perfect answer that fits all, but there are some bare essentials. We genuinely want to know what works for you as a sales leader. So do respond. Put your comments on this blog.
However as a starter, we are just summarizing what hundreds of customers and prospects desired as we interacted with them over the period. Metrics presented here are the absolute essentials.
Before we go into each one of these, let’s not forget all this measurement is required for Sales and that is the biggest metric to be watching out for.
How many total stores a front line sales personnel has visited in a day. Depending on your product line and retail store landscape in a particular area, you might have set a benchmark number.
How many total stores a front line sales personnel has visited in a day. Depending on your product and retail landscape in a particular area, you might have set a benchmark number. Do keep in mind though too low a number of productive call is also a sign of ineffective route planning and beat scheduling.
Active Retailer Count Growth
No brainer…it’s a good measure of how fast your territory manager is helping you penetrate in a territory with the help of his field force. Make sure you ignore the stores that were added but did not provide any sales.
Beat Plan and Adherence
Both whether a Territory Manager has done beat scheduling or not and the adherence by front line sales reps is a metric to track. Simply keep an eye on number of stores available v/s store scheduled in a week v/s stores actually visited by sales reps
First three metrics by the number of available resources
SFE metric for managers can simply be what they achieve on the first 3 metrics per person in the front line field force. E.g. Total Productive Calls achieved by a Zonal Sales Manager per field force personnel that he has hired or his area/territory managers have hired.