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Optimizing sales orce mobility - White Paper
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Optimizing movements, beore, during and ater they are undertaken, remains without
a shadow o a doubt one o the main levers or improving mobile sales orce operations.
The stakes are high, knowing that mobile workers requently spend more than a third
o their time on the road. Beyond the simple matter o time saving and transport costs,
the stakes relate to other eects such as improving the companys carbon ootprint,
improving management eciency, reducing stress at work, reducing team turnover
This white paper provides a global perspective on this problem, a perspective that
goes ar beyond merely looking or the best route between two appointments or even
taking it to the next level o the best visit schedule.
In the process, it aims to identiy the chain o operations involved and establish the
broad principles o the solutions that make it possible to optimize mobile sales orce
eciency by better managing the territorial aspects o movements and business
organizations.
Presentation
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Presentation....................................................................................... 3
Sales orce mobility........................................................................... 5
Beore, during and ater the business relationship...........................5
- One process, our phases ..................................................................5
- The role o geography........................................................................6
Practice and organization o mobile sales ........................................7
- Customer infuence ...........................................................................7
- The three main types o organization...................................................9
Optimizing mobility ......................................................................... 10
The potential benets o geo-optimization.....................................10
- Improve customer satisaction..........................................................10
- Increase the companys business eciency .......................................10
- Ensure the companys economic, environmental and
social objectives .............................................................................11
The two principles o geo-optimization..........................................11
- Incorporating the geographical dimension into the veryheart o the system ..........................................................................11
- Going beyond geolocalization ..........................................................12
Geo-optimization o mobility solutions............................................13
Feedback ......................................................................................... 14
Success actors in an optimization project....................................14
Sectorization: the key to an ecient business organization..........14
Agenda
4
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Sales force mobility
6
- Operations management is the phase o actually making the calls. It calls or the
previously established schedule to be revisited in real time. It is the responsibilityo the sales sta themselves.
- Call monitoring and analysis is essentially down to the sales managers, the aim
being to highlight areas or improving the process and its tools.
The role o geography
Geography is a very important dimension in the eciency o the mobile sales orce call
process. Its role can be highlighted in each phase o the process:
Sectorization
Balanced territories in terms o the
number o customers, prospects or
call locations and realistic in terms o
the travel capacity combine to ensureoperational eciency.
Geo-optimization o itineraries
Based on an organization which
makes it possible, generating call
schedules that minimize travel and
maximize productive time cultivating
the customer relationship delivers an
unquestionable competitive advantage.
Mobile assistance
On the ground, access to inormation
on calls and itineraries and real time
movement routing using geolocalization
tools provide organizational andplanning activities with a seamless
logic.
Geo-reporting
Analyzing operations as they unold
and their compliance with the work
as it was planned makes it possible
to identiy problem territories and
movements and dene process
improvements, which may extend to
changing the organization itsel.
Mobile worker
organization
Call
Planning
Operations
management
Monitoring and
analysis
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Practice and organization o mobile sales
Reality, both as it is experienced by organizations and in the running o mobile sales
orces, diers markedly rom one company to another and rom one market to another.
It is strongly infuenced by the market itsel, namely how the customers operate and
the way in which they interact with the sales personnel, but also by the companys
history and type o management.
Customer infuence
The types o practices customers generate
are dened by two variables: their ability
(or desire) to plan calls in advance and their
ability (or desire) to adhere to scheduled
appointments.
These variables generate our types o
practices associated with the customers
proles:
RigidFlexible
MethodicalAnarchic
Call planning
Schedule
adherence
strong
strong
weak
weak
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When it comes down to detail, these proles requently correspond to identiable
types o company and organization:- Anarchic: the call is not really planned. The customer is generally present and
available and has no predetermined agenda to which he adheres, apart rom a
number o red lines (opening hours, delivery hours, peaks in activity). This is,
or example, requently the case or certain small businesses.
- Flexible: calls have to be planned but they are however airly requently
modied. They can thereore cause signicant waiting time or time overruns.
The salesperson must be able to adapt. This is the case, or example, o small
and medium enterprises that avour operational reactivity. This practice is also
requently as a result o a company culture.
- Methodical: the time and date is o minor importance just as long as it is
scheduled and adhered. In this case, planning is possible, along with any
adjustments provided they are thought o suciently in advance. The level o
planning is low inasmuch as there is no recurrence. Examples are to be ound in
large companies and administrative organizations.
- Rigid: here, sticking to a schedule requently imposed by the customer is an
important condition o his satisaction. This case is to be ound in companies
with a strong process culture. It also occurs when the call is a highly committing
act or the customer. This is especially the case with appointments associated
with an end to end business transaction: taking an order and merchandising in
the retailing sector, signing a contract or installing a service in the home.
Sales force mobility
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The three main types o organization
The way in which mobile sales orces are organized can dier greatly rom one
company to another. This dierence is driven by two actors: the reedom o action
granted to the sales people and, correspondingly, the level o support provided by
associated tools or services (telesales or customer relationship, or example).
Ultimately, three types o organization can be distinguished depending on the share o
the overall process or which the sales orces are responsible:
The less the responsibility, the greater the number o assistance and management
tools required, in particular with a view to acilitating communication to do with call
scheduling. In the most restrictive case (the operators), the organization is thereore
handed over to the operations managers and support services (planners and call
centre, or example).
Depending on the situation, the sales persons mobility and thus his ability to cover
the territory to best eect - will thereore be his responsibility or entrusted to operators
upstream or down. By the same token, depending on the type o customer he is up
against, his ability to organize himsel to best eect is greater or lesser. In all such
cases geographical optimization tools that enable journeys optimized, calls ina logical sequence, optimizing itineraries, adapting the organization and their
perormance monitored are proving to be powerul drivers o economic efciency.
independents
look after the market approach in its entirety
locals
look after a territory
operators
look after the contact
Mobile worker
organization
Call
Planning
Operations
management
Monitoring and
analysis
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The potential beneits o geo-optimization
Geo-optimization o the way mobile sales orces are organized and operate consists
in using techniques and tools that make it possible to optimize the geographical
dimension evident in each phase o the commercial process. Specically, the benets
accruing to companies that have developed this type o approach all into three
categories.
Improve customer satisaction
This issue is now the main priority o companies concerned with enhancing their value
through greater leveraging o their customer portolio.
The resulting options are as ollows:
complete the task on time, rst time, every time ;
ensure the best t between the prole o the parties and the customers or
prospects needs ;
reduce and adhere to appointment time windows ;
cut times, delays and missed service levels ;
cut the time between the appointment request and the appointment itsel.
Increase the companys business eciency
This internal objective is directly within the mobile sales process area o responsibility.
It corresponds to the ollowing options:
increase the number o appointments per mobile worker within a given time slot ;
reduce unproductive time and time
spent in vehicles ;
increase turnover by sales person ;
invoice customers earlier by aster call
planning ;
improve the working conditions or the
parties involved.
Optimizing mobility
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Ensure the companys economic, environmental and social objectivesFinally, and in a broader context, geo-optimization makes it possible to address a
whole array o company objectives, such as:
reducing mileage and time spent in vehicles (a gain o at least 30% or companies
that have adopted this approach) or a given number o appointments ;
reducing penalties resulting rom ailure to meet service levels ;
reducing the time spent scheduling and conrming appointments ;
the best sizing o the mobile workorce by means o variable hours contracts and
subcontractors ;
simulating planning in order to be able to optimize headcount, making it possible
to deliver a given number o appointments ;
reducing CO emissions ;
reducing stress and the accidents that go with it ;
reducing turn-over.
The two principles o geo-optimization
Incorporating the geographical dimension into the very heart o the
system
To derive the greatest possible benet rom the capacity or geographical optimization,
work on this dimension must not be in isolation but at the very heart o the decision-
making and operational business system.
Very simply: each customer and prospect must be assigned a geographical territory
that allows analysis o market coverage, creation o an optimal sectorization concept
and the execution o perectly designed call schedules. This geographical dimension
can then be turned to advantage throughout the process and by all those involved in
the debate. The telesales operator who will be able to locate appointments near to one
another, the managers who are going to tailor territories to ensure realism and balance
in the number o customers and prospects, the sales people who are going to be able
to reschedule their itineraries in real time.
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Going beyond geolocalization
The key principle o geo-optimization is to integrate the geographical dimension into
the process and put it at the very heart o the system.
Many companies have improved their mobility by providing their sales orces with
tools enabling them to optimize sometimes in real time their movements or
even itineraries. In these instances, however, the geographical dimension is edited
downstream and without reerence to the dimensions o time (the appointment diary)
and customers (the customers attributes and value, explaining in particular the priority
he has been given in the diary).
Conversely, geo-optimization aims to consider the three key dimensions o the sales
process simultaneously: time, customers, geography.
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From geolocalization to geo-optimization
Optimizing mobility
The journeys geographical dimen-
sion is oten not really optimized until
ater the journey (the sales and ope-
rations directors oer GPS devices
to their mobile orces).
Ideally, the geographical dimension
is optimized concurrently with the
journey decision. The improvement
is greatly enhanced, inasmuch as
the appointments are arranged rom
the outset in the order that acilitates
geographical proximity.
Contact Contact
Mobility
MobilityDiary
Diary
Inormation
Inormation
customer /prospect
customer /prospect
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Geo-optimization o mobility solutions
Geomarketing solutions allow the potential o an area to be
studied, current perormance to be measured and to look at the
required sectorization and organization to address the market in
the best possible way.
Combining the concepts o balanced potential, drive time between
customers and prospects, history or even contiguous territories,
automatic sectorization tools acilitate the generation o an ideal
sales map.
Combining diary, customer
value and geography, geo-
scheduling systems make it
possible to create and modiy
itineraries while incorporating
geographical considerationsar upstream, rom the moment
the appointments are made
Whether they eature geolocalization components or not, mobile
assistance systems provide all the necessary inormation or
managing the geographical dimension in operation: directing
movements, dynamic rerouting, searching or nearby customers/
prospects
Reerred to as geographical Business Intelligence, reporting
systems eaturing a geographical unction provide an ideal view
o the geographical eectiveness o the way in which its activity is
organized.
Mobileworker
organization
Call
Planning
Operations
management
Monitoringand
analysis
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Success actors in an optimization project
Optimizing mobile activities requires true integration o the geographical dimension into
processes and business systems.
Users and experts present the major phases in acilitating this integration.
Their experience: BHV, Atos Origin, JPGo and GeoConcept.
Watch the video: http://www.geoconcept.com/optimization-success.html
Sectorization : the key to an eicient business
organization
Out o balance, unrealisticsales territories are usually unsuited to eective coverage
o the market. Decision makers and experts present and discuss the critical actors in
building and maintaining an ecient organization.
Their experience: BERNER, IMS Health and GeoConcept.
Watch the video (only available in rench): http://www.geoconcept.com/
Sectorisation-commerciale.html
Each proession has its own problems and solutions.
See the eedback rom my sector: http://v2.geoconcept.com/-Feedback-.html
Feedback
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Geoptimization & Geomarketing
Knowing and analyzing its territory means taking the best advantage o it. Installation,
targeting, sales development, delivery, customer loyalty Geomarketing puts the
geographic intelligence at the heart o the processes and inormation systems.
GeoConcept designs a complete range o expert solutions, rich o unctionalities and webapplications making easier exchanges between the parties involved within the enterprise.
Geoptimization & Mobility
The eciency o the mobile orces is mainly based on the way they manage their space:
balanced and realistic sectoring, eective rounds, and optimized allocation o
resources to sites. GeoConcept develops solutions which generate an important source o
value, productivity and savings, and adapted to meet the dierent businesses and problems
related to mobility.
For 20 years, GeoConcept has been creating and deploying solutions or optimizing the
geographical dimension o companies and organizations.
GeoConcept SAs solutions have attracted more than 10,000 customers spanning very
dierent sectors: Point P, Lyreco, Dell China, Systme U, Socit Gnrale, IMS Health,
Berner, Osaka City Hall, Geneva Industrial Services, Paris Fire and Rescue Department,
Darty, Pizza Hut, Citron, BMW, LOral, Orange
Contact us or a presentation on implementing real lie mobile sales orce solutions:
www.geoconcept.comCration:CitronAile