[Latest Case Studies] Comparison and Definition of Face-to-Face and Non-Face-to-Face Sales

basic information

By flexibly utilizing both face-to-face and non-face-to-face interactions according to the customer's situation, it becomes possible to approach them at the optimal timing. By increasing touchpoints through non-face-to-face methods and only visiting high-quality leads in person, sales efficiency is significantly improved. Learning successful patterns from the latest case studies allows for the application to one's own sales organization, thereby shortening the trial-and-error implementation period. Centralized management of face-to-face and non-face-to-face data visualizes bottlenecks and unnecessary activities throughout the entire sales process. Clarifying roles facilitates smooth collaboration between departments, allowing negotiations to progress without confusing the customer. Not only are travel time and costs reduced, but sales representatives can also focus on essential tasks, enhancing job satisfaction. 【Strengths and Features】 ■ Design of a hybrid strategy based on the latest case studies for face-to-face and non-face-to-face interactions ■ Clarification of lead paths to strengthen collaboration among various sales channels ■ Scientific definition of activities based on data to enhance sales productivity

Price information

Is your company optimizing the distinction between face-to-face and non-face-to-face sales? "PROBiZZ" is offering a free【case study】that explains the optimal definitions and utilization methods for face-to-face and non-face-to-face sales based on the latest examples. This book condenses the roles, collaboration rules, and specific outcomes necessary for successfully implementing a hybrid system. Let this case study help your company build a system that dramatically enhances sales productivity. Download the materials and realize data-driven sales reform.

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Applications/Examples of results

- An IT service company, which had been inefficient by handling both face-to-face and non-face-to-face sales, implemented measures under the guidance of "PROBiZZ" to establish clear definitions and lead path criteria for face-to-face and non-face-to-face sales. As a result of focusing non-face-to-face sales on initial training and improving accuracy, the overall lead time for sales was reduced by 30%, gaining a competitive advantage in the market through increased speed. - A manufacturing company, where customer data was only in the heads of individual representatives and not utilized organizationally, executed measures with the support of "PROBiZZ" to create an operational flow that centralized face-to-face and non-face-to-face activity data into SFA. As a result of optimizing the activity levels of each channel based on data, sales costs were reduced, and profitability improved with an increase in profit margins. - A financial company, where the quality of deals generated by the non-face-to-face sales department varied and friction arose with the face-to-face sales department, implemented measures under the guidance of "PROBiZZ" to unify KPIs and evaluations between departments and introduced joint training. This fostered an organizational culture that facilitated smoother collaboration between departments.