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<td colspan="14" align="left" valign="top" bgcolor="#FFFFFF" ><h1>How Many Education Salespeople Do You Really Need?</h1>
<h2><span class="default">Precisely as many as the market opportunity
can support.</span></h2>
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<p><span class="default">OK, but short of hiring to the point
of diminishing returns, how do you decide how big the opportunity
is? Here’s a simple approach we’ve found that works:</span></p>
<p><span class="default">A. Begin with the minimum annual dollar
volume an account must offer to justify field sales attention,
say $40,000;</span></p>
<p><span class="default">B. Then divide by the average spending
per individual trained (this is a people business, right?).
Let’s say for your sort of training that comes to $400.
So $40,000 divided by $400 is 100. So an account (or site)
needs 100 individuals who require the sort of training you
offer in order to justify field sales attention;</span></p>
<p><span class="default">C. Let’s say you can identify
2000 sites with a population of 100 or more in the job function
you serve. Now you need to eliminate sites that don’t
qualify as part of your served market. For instance, if you’re
selling high-ticket sales training, you might want to knock
out SICs having to do with retailing, basic industry SICs
that sell through distributors and the non-profits. Then you
might want to eliminate all non-headquarters sites (if headquarters
are where the decisionmakers are). Whoops, now you’re
down to 200 sites;</span></p>
<p><span class="default">D. Now you need to multiply the number
of sites by the number of sales calls required to adequately
address the opportunity they offer. You’ll want to segment
the opportunity here, "awarding" more sales calls
to sites with larger potential. You may also want to budget
more calls to sites you already do business with. Let’s
say you wind up with a total requirement of 2000 face-to-face
sales calls – that’s an average of 10 per qualified
site. (You may also want to budget for phone contacts –
but let’s keep things simple.);</span></p>
<p><span class="default">E. Now you simply divide the total
sales calls required by how many calls your typical salesperson
can realistically make. Let’s assume that’s 150
calls per year, or an average of about 3 per week. (Be sure
and reflect the time your salespeople spend in non face-to-face
activities like account planning and reporting, supervision
of custom development projects, delivery quality assurance
and personal development);</span></p>
<p><span class="default">F. Dividing the 2000 sales calls you
require by an average of 150 calls per salesperson works out
to 13.3 salespeople. So if you have six salespeople, you can
probably afford to add a few. And if you have 15 salespeople
– then you need to be looking at how to increase the
size of the opportunity, not the size of your sales organization;</span></p>
<p><span class="default">So how do you handle sales call budgeting
if you sell customer education through systems or software
reps? And what sort of approach should you use if your sales
team includes telesellers? And how can you grow education
sales revenue if adding more salespeople isn’t warranted?
We’ll address all of these topics and more in future
issues.</span></p>
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