Strategic Sales Research (SSR) identifies client expectations of sales and measures the performance of sales representatives against expectations.
The fundamental purpose of strategic sales research is to understand how sales force performance drives specific client behaviours in the marketplace. In turn, this understanding directs the prioritisation of scorecard and other initiatives needed to enhance operating profit and other financial results.
Our strategic sales research process is rooted in expectations theory; that is, the notion that client behaviour is in a large measure predicated on the degree to which clients feel that their expectations have been attended to and met.
This idea is closely related to perceived value and the client experience.
Our diagnostic process begins with two key steps shown below: Determine the expectations clients have of an ideal sales person for a given industry, product or service (qualitative research). Measure the gap between ideal performance against these expectations and your sales force’s perceived performance (quantitative research).
Many organisations combine Strategic Sales Force Research (SSR) with Strategic Customer Research (SCR); the two research methods can be done at the same time with the same customers.
Having finally had our proposal accepted by our client, a signature on the contract seemed like a mere formality. That’s when we were stung by the email from the clients purchasing department; to secure the Purchase Order, they would be looking for a 20% reduction in price.
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