Alan Peyton, Managing Director of CPM Ireland, explores the challenges of matching resources to tasks in a field sales team model, but also the line between service delivery versus performance driving activities in this insight paper and argues that many resource plans focus on achieving service levels such as call coverage at the expense of incremental value creation.
Field sales team and field merchandising team delivery is arguably one of the most dynamic service models in operation. Primarily reliant on the skill and motivation of people (as opposed to processes), with constantly changing objectives and priorities, high levels of competition and all of this in what is called the Fast Moving Consumer Goods (FMCG) industry. No wonder Sales Leaders have so many sleepless nights.
Although when it comes to delivering field services there are a myriad of moving parts, perhaps one of the most pertinent and frequently asked questions is about how best to manage the sometimes conflicting variables of resource capacity and task completion, further underpinned by the need for performance results that deliver an acceptable Return on Investment.
There is no easy answer to this question, but there are potentially some important guiding principles that can help support a more effective approach.
If you are interested in downloading the insight paper click here and obtain tips on how to develop performance driven field marketing and field sales teams; strategies to deal with Priorities vs. Resources as well as a practical task matrix templates to use for your field service resource.