Average daily retail shoppers to brick-and-mortar retail store staff ratio

3.5.1 - Manage leads/opportunities (10182) - Generating leads of prospective customers to grow the organization's business. Identify viable customers based on customer and market research. Discover leads through IT applications, cold calling, reference/network development, or other sales and business development techniques. Employ a scoring model qualify the prospective customers into leads, and prioritize them.

3.5.1.1 - Identify potential customers (10188) - Identifying people who can be converted into customers. Leverage personal and professional networks, business research over databases and directories, and secondary research.
3.5.1.2 - Identify/receive leads/opportunities (10189) - Qualifying the prospective customers into credible leads by gauging their behavior against the organization's offering. Triangulate leads to increase the efficiency of sales and marketing efforts. Build a detailed profile of the prospects. Determine what products/services they already use, if they have decision-making authority, their views on the products/services they already use, how prone they are to switch, if the organization's solution better in some attributes than those prospects currently use, etc.
3.5.1.3 - Validate and qualify leads/opportunities (18115) - Reviewing the set of potential customers and sales opportunities. Approve the leads that meet company requirements on new businesses.
3.5.1.4 - Match opportunities to business strategy (11773) - Aligning sales leads with business objectives.
3.5.1.5 - Develop opportunity win plans (18116) - Creating plans about how to close leads and win sales opportunities.
3.5.1.6 - Manage opportunity pipeline (20011) - Overseeing and planning the acquisition of new customers.
3.5.1.7 - Determine sales resource allocation (10209) - Planning the distribution of personnel across various sales functions. Match the capabilities of individual employees with the skill sets needed for specific roles. Seek assistance from HR.
3.5.1.8 - Manage customer sales calls (10184) - Managing the entire sales process, from using leads to open sales to closing sales and creating records. Govern all sales activities. Make sales calls based on leads and preparatory work (drafting terms of the sale, creating proposals, suggesting prices, etc.). Close the sale, along with any administrative activities related to data entry and the processing of the sale.
- 3.5.1.8.1 - Perform sales calls (10190) - Communicating with customers and prospects with the intent of creating sales opportunities. Reach out to existing and prospective customers through alternate media and networking channels, apart from cold calling/emailing.
- 3.5.1.8.2 - Perform pre-sales activities (10191) - Capitalizing on sales calls by pitching on bids and closing deals. Outline the nature and scope of the work, draft agreement terms, prepare proposals and agreements, and propose timelines and prices.
- 3.5.1.8.3 - Manage customer meetings/workshops (20012) - Arranging and leading meetings, seminars, workshops and training events with customers to educate them about current offerings, best practices and technological advances to provide more value to customers and to increase their attrition and loyalty.
- 3.5.1.8.4 - Close the sale (10192) - Formalizing a sale by reaching an agreement on terms of the deal. Negotiate on the price, and reach a consensus on the terms and conditions.
- 3.5.1.8.5 - Record outcome of sales process (10193) - Completing all the paper-work associated with the sale of its products/services. Exchange any pertinent legal/financial information required for completing the sale, signing of a contract/work-order, and issuing copies of bills/invoices.

3.5.2 - Manage customers and accounts (10183) - Managing the customer's expectations, with the intent of responsibly increasing the sale of the organization's products/services. Create a systematic method for governing sales, using sales forecasts and customer management measures. Develop a blueprint to manage relationships with customers and the data it holds on them, as well as the sale of its products/services to these customers. Devise a recipe for handling the organization's key customers in order to manage their expectations with tact and responsibility while maximizing revenue.

3.5.2.1 - Select key customers/accounts (20013) - Choosing principal clients that are vital for the company.
3.5.2.2 - Develop sales/key account plan (11173) - Creating a plan for managing the accounts of key customers in order to better maintain relationships with them. Chart a scheme for managing sales. Create a plan for administering accounts of the significant and most important customers of the organization. Coordinate the accounts of principal clients.
3.5.2.3 - Manage sales/key account plan (20014) - Handling the accounts of important clients.
3.5.2.4 - Manage customer relationships (11174) - Managing the organization's relationship with its customers, by systematically coordinating interactions over multiple touch points, on a regular basis. Coordinate the organization's efforts to reach out to its customers. Create and manage effective touch points for interactions from the customers, which could include emails, social-media interactions, newsletters, and direct conversations.
3.5.2.5 - Manage customer master data (14208) - Managing the corpus of data relating all customers acquired over time. Manage the storage, maintenance, access, revision, and usage of all data on customers. Ensure its security, and determine legitimate use cases that are beneficial to the organization.
- 3.5.2.5.1 - Collect and merge internal and third-party customer information (16598) - Gathering the data about customers. Combine the information available locally with the data obtained from external sources.
- 3.5.2.5.2 - De-duplicate customer data (16599) - Eliminating redundant information in customer data.

3.5.3 - Develop and manage sales proposals, bids, and quotes (11779) - Understanding and refining the customer requirements as provided in a RFP (Request for Proposal) or RFI (Request for Information). When compiling the response, they must take into consideration whether the requirements are a match with the strategic or tactical plans of the organization and whether they are able to submit a bid/proposal that is competitive based on an understanding of the offerings of other competing organizations. The next step will be to define the pricing and scheduling of the proposed solution and determine whether the proposal will be profitable for the company if accepted. The bid is then submitted and a notification of whether or not it was successful is received.

3.5.3.1 - Receive Request For Proposal (RFP)/Request For Quote (RFQ) (11781) - Accepting procurement proposals.
3.5.3.2 - Refine customer requirements (11780) - Clarifying the details about procurement requests, such as the scope, timeline, data sources, type and characteristics and evaluation criteria for the goods or services to be delivered, and any additional terms, conditions or special requirements.
3.5.3.3 - Review RFP/RFQ request (11782) - Evaluating individual price and delivery solicitations for their strengths and weaknesses. Analyze how closely the submitted bids respond to the requirements outlined in the RFPs.
3.5.3.4 - Perform competitive analysis (11783) - Comparing the proposals submitted by different bidders in terms of cost, efficiency and value.
3.5.3.5 - Validate with strategy/business plans (11784) - Assessing the business strategy, forecasted performance, financing and cash flow of the proposals.
3.5.3.6 - Understand customer business and requirements (11785) - Deepening knowledge about the customer's field of operation and business needs.
3.5.3.7 - Develop solution and delivery approach (20015) - Creating a plan with detailed steps about how produce and deliver the goods or services.
3.5.3.8 - Identify staffing requirements (11787) - Determining the needs for internal resources and vacancies.
3.5.3.9 - Develop pricing and scheduling estimates (11788) - Establishing predicted delivery costs, fees and timelines.
3.5.3.10 - Conduct profitability analysis (11789) - Reviewing profitability data. Analyze systematically all relevant metrics and parameters. Report findings and make recommendations for changes to operational strategies.
3.5.3.11 - Manage internal reviews (20016) - Overseeing the internal review process.
3.5.3.12 - Manage internal approvals (20017) - Obtaining required company-internal authorizations.
3.5.3.13 - Submit/present bid/proposal/quote to customer (11790) - Delivering the proposal to the potential client.
3.5.3.14 - Revise bid/proposal/quote (20018) - Amending bids, proposals or quotes with more accurate time, cost or delivery estimates.
3.5.3.15 - Manage notification outcome (11793) - Handling proposals depending on whether they were accepted or rejected.

3.5.4 - Manage sales orders (10185) - Taking, receiving, processing, and acknowledging new customer orders or amendments to outstanding customer orders. Monitoring status from order receipt to customer delivery/customer invoicing.

3.5.4.1 - Accept and validate sales orders (10194) - Receiving and confirming orders from customers. Verify that no extra expenses have to be disbursed on part of the organization for labor or inventory when processing the order.
3.5.4.2 - Collect and maintain account information (10195) - Collecting and maintaining all account information. Collect information about the purchase, servicing, return, and/or commitment of any products/services on part of the organization to its customers. Bring together information from various organizational divisions, and update periodically.
- 3.5.4.2.1 - Administer key account details (10201) - Managing essential information of customer accounts.
- 3.5.4.2.2 - Retrieve full customer details (10202) - Obtaining detailed information about customers.
- 3.5.4.2.3 - Modify involved party details (10203) - Altering information about involved parties.
- 3.5.4.2.4 - Record address details (10204) - Documenting address information.
- 3.5.4.2.5 - Record contact details (10205) - Documenting contact information.
- 3.5.4.2.6 - Record key customer communication profile details (10206) - Providing information about important business rules regarding communicating with customers.
- 3.5.4.2.7 - Review involved party information (10207) - Revising information about involved parties.
- 3.5.4.2.8 - Terminate involved party information (10208) - Dismissing information about involved parties.
3.5.4.3 - Determine availability (10196) - Ascertaining the volume or scale of products/services to provide to customers to fulfill sales orders. Check the finished products stored in warehouses, the production capacity, and (in the case of services) the processing speed, as well as work force availability.
3.5.4.4 - Determine fulfillment process (10197) - Devising a blueprint for order fulfillment. Create a schematic flow encompassing all activities to deliver orders to the customers. Outline a procedure for satisfying these orders by answering questions about what needs to happen in sequence to realize an order.
3.5.4.5 - Enter orders into system (10198) - Analyzing all data relating to sales orders by entering it into a centralized repository, and using the insights generated to create opportunities for cross-/up-selling. Maintain up-to-date records of sales, along with current status. Include all sales activity with relevant information about the associated customers, and identify patterns in the data. Glean insights from these patterns to persuade customers to purchase additional offerings or upgrade purchased products/services.
3.5.4.6 - Identify/perform cross-sell/up-sell activity (17404) - Utilizing customer inquiries as opportunities to either provide a comparable service to the one in question, offer additional complimentary service, or suggest a service that is better than what was initially offered.
3.5.4.7 - Process back orders and updates (10199) - Processing any unfulfilled orders, and updating the status of any orders that have been accepted and are being attended to. Deliver on any purchase orders that remain unserviced due to temporary unavailability of the product/service. Manage any updates to the sales orders. Revise their status in the order system.
3.5.4.8 - Handle sales order inquiries including post-order fulfillment transactions (10200) - Attending to any queries received from the customers, even after a sales order has been serviced. Deploy ad hoc personnel for managing these enquiries.

3.5.5 - Manage sales partners and alliances (10187) - Managing the organization's partners and alliances, with the objective of maximizing revenue. Train partners regarding the organization's portfolio of products/services. Craft sales forecasts. Examine their performance. Manage all data held by the organization on these partners.

3.5.5.1 - Provide sales and product/service training to sales partners/alliances (10211) - Imparting guidance and instruction to sales partners/alliances concerning products/services. Distribute literature about the organization's products/services. Conduct workshops. Disseminate useful media content to engage and enlighten partners. Create communities through group engagements.
- 3.5.5.1.1 - Provide certification enablement training (20019) - Provide training and certification to develop strategies for marketing-driven sales.
- 3.5.5.1.2 - Manage certifications and skills (20020) - Reviewing, processing and issuing certifications and accrediting skills and competencies.
- 3.5.5.1.3 - Provide support to partners/alliances (20021) - Backing sales partners and strategic alliances.
3.5.5.2 - Provide marketing materials to sales partners/alliances (18641) - Distributing marketing materials and sales brochures to entities that the company partners with.
3.5.5.3 - Evaluate partner/alliance results (10214) - Examining the performance of its partners/alliances in selling its products/services. Use metrics such as growth in revenue generated, conversion rate, and total outreach to customers for assessing the performance results.
3.5.5.4 - Manage sales partner/alliance master data (14209) - Managing the repository of data relating to the organization's partners/alliances over time. Store, maintain, access, revise, and use all data on partners/alliances. Manage data. Ensure its security. Determine legitimate use cases that are beneficial to the organization.

3.5.6 - Manage sales workforce (21426) - Managing of a sales team; not only from a personnel management point of view, but also through the sales cycle with sales professionals.

3.5.7 - Perform sales at physical outlets (21427) - Execution of sales at physical / brick and mortar locations.

3.5.8 - Perform field sales (21428) - Execution of sales within field/remote locations. This could be any location that is not part of a headquarters location.

3.5.9 - Perform digital sales (21429) - Execution of sales in an online environment.

Available Tools:

APQC Process Classification Framework (PCF)

Assessments

Average daily retail shoppers to brick-and-mortar retail store staff ratio

Benchmark Data

Compute this Measure

Key Terms

Staff Productivity

Measure Scope

Cross Industry (7.3.0)