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ANZ Telco
This case study demonstrates the effectiveness of PEP in the sales area of a telecommunications organisation.
Background
The client was the telephone sales division of a large Australia/NZ telecommunication company. The division consisted of 50 internal sales people responsible for selling advertisements up to $5000 in a directory publication.
What was happening?
Each sales person was responsible for one or more “books” for different regions and/or cities. Many of these books closed at the same time, placing the sales person under the twin pressures of a concrete deadline and multiple inputs.
What were the client’s concerns?
As well as the Telco being under general competitive pressure, this division had to produce - its record was under market benchmarks. The division’s manager was convinced that the output of the sales people could be improved if they were able to focus their attention on their selling role. The key to this would be more efficient working practices.
Desired outcomes
Before implementing PEP, the division manager and PEPworldwide developed a number of specific measures by which the success of the program would be determined, to be combined with a number of existing performance measures. These included improvements in:
- the number of sales closed
- the percentage of portfolios closed (a portfolio is the total accounts managed by an individual sales person)
- the percentage of closing of target sales revenue
- the timeliness in completing requested work, and
- submitting sales reports.
The content of the program was tailored to ensure that these outcomes were met.
Our results
As a result of the improving their personal work processes through PEP, the participants were better organised, enabling them to spend more time in planning their calls and actually listening to clients and establishing their real needs. They also planned their overall work better and began their sales campaigns much earlier in the cycle, identifying milestones and accountabilities for their supervisors.
The performance improvements were dramatic as demonstrated by the table below:
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Measure
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Before PEP
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After PEP
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Number of sales closed (per month)
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270
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567 (+110%)
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Portfolios closed
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41%
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61% (+50%)
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% closing of targeted sales revenue
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44%
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63% (+45%)
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Timeliness in completion of requested work
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71%
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100% (+45%)
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Submitting sales reports
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57%
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100% (+95%)
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Another very important outcome was that the team were able to plan their work more effectively, which meant that they avoided the last minute ”panic” with all the books closing at the same time.
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