![]() Sales Force Efficiency and Effectiveness (SFE&E) ProjectsĬompanies with sales forces that call upon numerous customers and signify standard services and products are appropriate contenders for sales force efficiency and effectiveness (SFE&E) projects. Nonetheless, since Category 2 projects have a greater impact on selling processes directly and the field sales force, they bring about resolutions and enhancements that make marginal growth and sustainable and significant revenue. The projects included in Category 2 are much more capable of generating revolutionary results as they are considerably more challenging and complex when it comes to gathering dependable quantitative data, distinguishing reliable processes, gauging root causes, and employing solutions. The processes included are can be repeated in a coherent manner.Īlthough Category 1 projects create improvements in the effectiveness of internal processes, they may not be able to solely produce revolutionary results that attribute Lean Six Sigma initiatives. Moreover, metrics and data based on the process performance are easy to gather and classify. Very often companies find it easy, to begin with, Category-1 projects, as they are easy to map, identify, and visualize. These project areas primarily concentrate on improving sub-processes in favour of or related to field sales. The first four project areas are included in Category 1. These project areas can be classified into two types or categories. Effectiveness and efficiency of the sales force.Based on experience and best practices of companies like Xerox, Honeywell, Johnson & Johnson, GE, and others, six types of projects signify the productivity for early projects. Many organizations are clueless about applying Lean Six Sigma principles and ascertaining the right type of project for sales operations. ![]() ![]() Selecting an Appropriate Project Focus Area In addition, success stories of innovators and industry leaders prove that this methodology is not only effective but also helpful in providing practical guidelines for employing Lean Six Sigma in sales operations. Many businesses have now been successful in executing Lean Sigma in sales and gaining benefits that have been obvious only in case of organizational processes and functions. Even though it is the last business area to be added, it is already turning out to be of great value. Sales departments are the latest addition to the lot. Over the years, a wide range of organizations and industries have been effectively executing Six Sigma and Lean in engineering, manufacturing, as well as business processes such as customer service, administration, and finance.
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