ComputAbility – Sales Goals 1607
ComputAbility – Sales Goals 1607

ComputAbility – Sales Goals 1607

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  • Pages: 8 (3652 words)
  • Published: November 3, 2018
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ComputAbility, a mail-order company, began in 1982. An

authorized reseller of computer software and hardware,

ComputAbility offers their clients over 50,000 products.

The company has built their reputation on a foundation of

competitive prices and quality service. In August of 1997,

Creative Computers, also a mail-order company, acquired

ComputAbility. The acquisition provided a number of

benefits to the company, primarily a larger product

selection to offer to customers.

Currently, ComputAbility employs 60 + people with plans

of adding on 20 to 30 more sales representatives and

support staff during the next year. Prior to February of

1998, all of the sales representatives were in the inbound

division. This division handles all incoming sales calls.

Majorities of these calls are from individual consumers.

Creative Computers had started their company the same

way, but found the growth potential was in the business

sector. In February of 1998, ComputAbility started their

corporate sales division, an area already underway at

Creative. This division of the company was created to

develop relationships with business clients, and become the

primary way of increasing company profit. Computability

added a dedicated trainer to the staff at the same time the

corporate division was started. This individual”s primary

responsibilities were to train new hires in the areas of sales,

product knowledge, company policies and procedures and

computer systems.

Although there was a solid training program in place,

including ongoing new product training from manufacturers,

the company was not profiting at an acceptable rate.

ComputAbility experienced a decrease in sales and profits

during the first year after the acquisition. The expectation ...

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was that the acquisition should have provided the tools

necessary to increase sales. So what could be the

problem? Although ComputAbility sales representatives

now had more tools available to them, something was still

missing.

Creative Computers decided to test a sales training

program for the corporate sales division. There are a

number of sales training tools available. Tools range from

books and seminars to dedicated sales training company

programs. Management decided to work with a company

who had developed a sales training program. The initial

step was for top management to go through the training to

see if it was worth the time and money investment. After

extensive research, the sales training program, from this

point forward called “Discovery”, was adopted. Creative

Computers hired the company who developed

“Discovery,” to train the company”s internal trainers and

select corporate sales representatives. After the initial

training, the company trainers conduct Discovery for all

remaining and new employees.

The training program consists of five courses, each

containing one to three modules. The modules focus on

techniques for cold calling, probing the company needs,

developing client relationships, and account and time

management. Representatives are given metrics (daily

goals) in the following areas; number of calls, talk time

(amount of time the representative spends on the

telephone), and dollar. The following goals show the

expectations given to the employees during the first 6

months the training was in place:

Calls: 80-120 calls per day

Talk Time: 3.5-4 hours per day

Dollars: $3000 – $28000 gross profit

(determined by months of employment)

The company wh

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created Discovery developed the

metrics of calls and talk time. The dollar goals were

determined by ComputAbility.

Discovery has been in place for approximately 9 months.

ComputAbility has experienced a few issues regarding the

metrics. The first issue deals with the number of calls the

sales representatives are required to make. Representatives

have expressed to management that the goals are not

realistic and do not allow for development of client

relationships. As a result of the first issue, the company is

finding that not all representatives are following the

program. This typically occurs after a few weeks on the

job. At this point, the company needs to analyze if the

Discovery program is effective; are the metrics given

realistic? In addition, the determination needs to be made if

Discovery is followed, it leads to the representatives”

success. This is very difficult to analyze because as

mentioned earlier, not every corporate sales representative

is thoroughly following the program. It is also important to

measure other factors that may be hindering their

performance or assisting in their success, such as length of

employment. The best way to determine the effectiveness

of the Discovery program is to research proven sales

training programs and techniques, analyze existing sales

numbers in relation to the metrics and weigh additional

factors that may influence the end result.

RESEARCH

Telesales is the offering of goods and/or services by the

telephone, fax, television, computer, or other electronic

media (Zajas, Church, 1997, p.227). Telesales has several

advantages such as low cost personal contact, flexibility in

responding to customer needs, and flexibility in adjusting

the sales campaign. When telesales is integrated into a

company”s total marketing process by qualifying leads,

increasing response from catalogs and direct mail, and

maintaining contact with direct marketers most valuable

asset, their customer base, it can increase sales efficiency

and profits (Stone, 1995).

Telesales requires managers who are effective at getting

others to market and sell effectively over the telephone.

Managers with limited telesales experience are susceptible

to a number of problems: establishing unrealistic goals,

pushing high pressure tactics, writing inflexible, unworkable

scripts, failing to recognize or cope with burnout, neglecting

to collect information systematically, and committing too

many resources before testing a concept (Harlan,

Woolfson, Jr., 1991, p.8). ComputAbility has experienced

some of the above problems by relying on the established

“Discovery” metrics. Who developed them? How does

management know they are measurable? A telesales

manager should test every new program by personally

making calls and keeping the statistics to use as

benchmarks to ensure that unrealistic goals are not set

(Harlan, Woolfson, 1991).

An effective telesales manager must have patience and

develop enough rapport with their team to listen to

problems that are both work and non work related, in

order to prevent possible burnout. A manager needs to

sense when boredom or frustration with the job sets in. A

few months into the Discovery program, many of the sales

representatives (titled Account Executives at

Computability) were becoming frustrated. Managers called

a meeting to determine the cause and found the daily micro

managing of the numbers and hence the people, was adding

to the

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