ABSTRACT

Purpose: The purpose of this study is to examine the relationship between salesperson call frequency and account potential. In sharp contrast to conventional wisdom, in two case studies, we show that there is no relationship between call frequency and account potential. We conclude with a discussion of reasons why this may be the case.

Design/Methodology/Approach: We provide results from two case studies. Using internal data from the firm and survey data, study 1 focused over 150 nurses in the United Kingdom who used a specific medical device with their patients. Here we asked the nurses a battery of approximately 40 questions. We combined this data with National Health Service on procedures performed at each hospital (a measure of account potential). Study two involves a different medical device maker. Here we examine monthly contact and compare it to account potential.

Findings: Study 1 finds that contact frequency at the the lowest account potential quartile was statistically lower than each of the remaining quartiles. However, the second lowest quartile of had the exact same monthly contact frequency as the highest quartile of accounts even though the underlying potential of former is approximately one-third (36%) that of the highest quartile of hospitals. Study 2 finds a similar pattern. In particular, when we looked at monthly contact frequency for companies in account potential quartiles 1-2-3 and compared it to the highest account potential quartile, we again found no statistical difference between the two groups.

Practical Implications: Sales reps in these two studies were not visiting the accounts with the highest potential. When sales reps are “re-allocated” to the highest potential accounts – sales increase dramatically.

Originality/Value: Simple reallocation of the sales rep’s time can have significant implications for revenue growth. We provide some logic – that can be tested – on why sales reps may engage in this sub-optimal behavior.

摘要

目的：本研究的目的是检查销售人员呼叫频率和客户潜力之间的关系。与传统观点形成鲜明对比的是，在两个案例研究中，我们证明了通话频率与潜在客户之间没有任何关系。最后，我们讨论了可能是这种情况的原因。

设计/方法/方法：我们提供了两个案例研究的结果。使用公司的内部数据和调查数据，研究1重点研究了英国的150多名护士，这些护士与患者一起使用了特定的医疗设备。在这里，我们向护士们询问了大约40个问题。我们将此数据与国家卫生服务局在每家医院进行的程序结合在一起（衡量潜在的帐户）。研究二涉及不同的医疗设备制造商。在这里，我们检查每月的接触并将其与潜在客户进行比较。

结果：研究1发现，最低帐户潜在四分位数的联系频率在统计上低于其余四分位数。然而，尽管前者的潜在潜力大约是医院最高四分位数的三分之一（36％），但其第二低四分位数的月接触频率与最高四分之一的账户完全相同。研究2发现了类似的模式。特别是，当我们查看帐户潜在四分位数1-2-3中公司的每月联系频率并将其与最高帐户潜在四分位数进行比较时，我们再次发现两组之间没有统计差异。

实际影响：这两项研究中的销售代表没有访问潜力最大的客户。当销售代表被“重新分配”到潜力最大的客户时，销售量将急剧增加。

创意/价值：简单地重新分配销售代表的时间可能会对收入增长产生重大影响。我们提供了一些逻辑（可以测试），以说明销售代表为何会参与这种次优的行为。