Number of sales FTEs per $1 billion revenue
This measure calculates the number of full-time equivalent employees (FTEs) for sales (exclude marketing and trade activities), per $1 billion revenue. It is part of a set of Process Efficiency measures that help companies optimize the performance of their "market and sell products and services" process by minimizing waste and refining resource consumption.
Benchmark Data
Sorry! Not all users have access to all of our resources.
Want to unlock access to all of our resources?
Learn about MembershipMeasure Category:
Process Efficiency
Measure ID:
104486
Total Sample Size:
2,836 All Companies
Performers:
| 25th | Median | 75th |
|---|---|---|
| - | - | - |
Key Performance
Indicator:
No
Indicator:
Compute this Measure
Units for this measure are FTEs.
Number of FTEs who perform the sales function / (Total business entity revenue * 0.000000001)
Key Terms
Total Annual Revenue/Net Revenue
Total annual revenue is net proceeds generated from the sale of products or services. This should reflect the selling price less any allowances such as quantity, discounts, rebates and returns. If your business entity is a support unit and therefore does not directly generate revenue, then provide the revenue amount for the units you support. For government/non-profit organizations, please use your non-pass-through budget. For insurance companies the total annual revenue is the total amount of direct written premiums, excluding net investment income. Note: Business entity revenue needs to only include inter-company business segment revenue when the transactions between those business segments are intended to reflect an arm's length transfer price and would therefore meet the regulatory requirements for external revenue reporting.
FTE - (full-time equivalent employee)
To calculate the number of full-time equivalents employed during the year for each respective process or activity, you must prorate the number of employees and the hours spent performing each process/activity. Assume that a full-time worker represents 40 hours per week. Provide the average number of full-time equivalents employed during the year for each respective process. Include full-time employees, part-time employees, and temporary workers hired during peak demand periods. Allocate only the portion of the employee's time that relates to or supports the activities identified for an applicable process. Prorate management and secretarial time by estimating the level of effort in support of each activity, by process.
For example, a part-time secretary in the finance department for XYZ, Inc. charges all of his time to finance department activities. He works 20 hours per week. The secretary splits his time evenly supporting employees working in the general accounting process and the financial reporting process. Thus, his time should be allocated by process. So, if he works throughout the year and supports these two processes, his time would be split evenly as:
20hrs/40hrs = .5FTE * 50% for general accounting = .25FTE for general accounting
20hrs/40hrs = .5FTE * 50% for financial reporting = .25FTE for financial reporting
Process efficiency
Process efficiency represents how well a process converts its inputs into outputs. A process that converts 100% of the inputs into outputs without waste is more efficient than one that converts a similar amount of inputs into fewer outputs.
Measure Scope
Cross Industry (7.3.1)
-
3.1 - Understand markets, customers, and capabilities (10101)
-
3.1.1 - Perform customer and market intelligence analysis (10106)
-
3.1.1.1 - Conduct customer and market research (10108)
-
3.1.1.1.1 - Understand consumer needs and historical behaviors (10114)
-
3.1.1.1.2 - Predict customer purchasing behavior (21424)
-
-
3.1.1.2 - Identify market segments (10109)
-
3.1.1.2.1 - Determine market share gain/loss (10115)
-
-
3.1.1.3 - Analyze market and industry trends (10110)
-
3.1.1.4 - Analyze competing organizations, competitive/substitute products/services (10111)
-
3.1.1.5 - Evaluate existing products/services (10112)
-
3.1.1.6 - Assess internal and external business environment (10113)
-
-
3.1.2 - Evaluate and prioritize market opportunities (10107)
-
3.1.2.1 - Quantify market opportunities (10116)
-
3.1.2.2 - Determine target segments (10117)
-
3.1.2.2.1 - Identify under-served and saturated market segments (18941)
-
-
3.1.2.3 - Prioritize opportunities consistent with capabilities and overall business strategy (10118)
-
3.1.2.4 - Validate opportunities (10119)
-
3.1.2.4.1 - Test with customers/consumers (10120)
-
3.1.2.4.2 - Confirm internal capabilities (10121)
-
-
-
-
3.2 - Develop marketing strategy (10102)
-
3.2.1 - Define offering and customer value proposition (11168)
-
3.2.1.1 - Define offering and positioning (11169)
-
3.2.1.2 - Develop value proposition including brand positioning for target segments (11170)
-
3.2.1.3 - Validate value proposition with target segments (11171)
-
3.2.1.4 - Develop new branding (11172)
-
-
3.2.2 - Define pricing strategy (10123)
-
3.2.2.1 - Conduct pricing analysis (13169)
-
3.2.2.2 - Establish guidelines for applying pricing and discounting of products/services (10124)
-
3.2.2.3 - Establish pricing targets (19999)
-
3.2.2.4 - Approve pricing strategies/policies and targets (10125)
-
-
3.2.3 - Define and manage channel strategy (20000)
-
3.2.3.1 - Determine channels to be supported (20001)
-
3.2.3.2 - Establish channel objectives (20002)
-
3.2.3.3 - Determine channel role and fit with target segments (10127)
-
3.2.3.4 - Select channels for target segments (10128)
-
3.2.3.5 - Identify required channel capabilities (20003)
-
3.2.3.6 - Evaluate channel attributes and potential partners (10126)
-
3.2.3.7 - Orchestrate seamless customer experience across supported channels (20004)
-
3.2.3.7.1 - Define omni-channel strategy (16590)
-
3.2.3.7.2 - Define omni-channel requirements (16591)
-
3.2.3.7.3 - Develop omni-channel policies and procedures (16592)
-
-
3.2.3.8 - Develop and manage execution roadmap (20005)
-
-
3.2.4 - Analyze and manage channel performance (20006)
-
3.2.4.1 - Establish channel-specific measures and targets (16573)
-
3.2.4.2 - Monitor and report performance (16574)
-
3.2.4.3 - Monitor and report events influencing factors (16575)
-
3.2.4.4 - Analyze channel performance (16500)
-
3.2.4.5 - Develop plan for channel improvements (16501)
-
-
3.2.5 - Develop marketing communication strategy (16848)
-
3.2.5.1 - Develop customer communication calendar (16849)
-
3.2.5.2 - Define public relations (PR) strategy (16850)
-
3.2.5.3 - Define direct marketing strategy (16851)
-
3.2.5.4 - Define internal marketing communication strategy (16852)
-
3.2.5.5 - Identify new media for marketing communication (16853)
-
3.2.5.6 - Define new media communication strategy (16854)
-
3.2.5.7 - Define point of sale (POS) communication strategy (16855)
-
3.2.5.8 - Define communication guidelines and mechanisms (18627)
-
-
3.2.6 - Design and manage customer loyalty program (18924)
-
3.2.6.1 - Define customer loyalty program (20007)
-
3.2.6.2 - Acquire members to customer loyalty program (18925)
-
3.2.6.3 - Build engagement and relationship with members (18926)
-
3.2.6.4 - Monitor customer loyalty program benefits to the enterprise and the customer (16633)
-
3.2.6.5 - Optimize loyalty program value to both the enterprise and the customer (18927)
-
-
-
3.3 - Develop and manage marketing plans (20008)
-
3.3.1 - Establish goals, objectives, and measures for products/services by channel/segment (10148)
-
3.3.2 - Establish marketing budgets (10149)
-
3.3.2.1 - Confirm marketing alignment to business strategy (10155)
-
3.3.2.2 - Determine costs of marketing (10156)
-
3.3.2.3 - Create marketing budget (10157)
-
3.3.2.4 - Determine projected ROI for marketing investment (17683)
-
-
3.3.3 - Develop and manage pricing (20593)
-
3.3.3.1 - Understand resource requirements for each product/service and delivery channel/method (20009)
-
3.3.3.2 - Determine corporate incentives (18948)
-
3.3.3.3 - Determine pricing based on volume/unit forecast (10163)
-
3.3.3.4 - Execute pricing plan (10164)
-
3.3.3.5 - Evaluate pricing performance (10165)
-
3.3.3.6 - Refine pricing as needed (10166)
-
3.3.3.7 - Implement promotional pricing programs (11495)
-
3.3.3.8 - Implement other retail pricing programs (11496)
-
3.3.3.9 - Communicate and implement price changes (11497)
-
3.3.3.10 - Achieve regulatory approval for pricing (17684)
-
-
3.3.4 - Develop and manage promotional activities (20010)
-
3.3.4.1 - Define promotional concepts and objectives (10167)
-
3.3.4.2 - Develop marketing messages (10159)
-
3.3.4.3 - Define target audience (10160)
-
3.3.4.4 - Plan and test promotional activities (10168)
-
3.3.4.5 - Execute promotional activities (10169)
-
3.3.4.6 - Evaluate promotional performance metrics (10170)
-
3.3.4.7 - Refine promotional performance metrics (10171)
-
3.3.4.8 - Incorporate learning into future/planned consumer promotions (10172)
-
-
3.3.5 - Track customer management measures (10153)
-
3.3.5.1 - Determine customer lifetime value (10173)
-
3.3.5.2 - Analyze customer revenue trend (10174)
-
3.3.5.3 - Analyze customer attrition and retention rates (10175)
-
3.3.5.4 - Analyze customer metrics (10176)
-
3.3.5.5 - Revise customer strategies, objectives, and plans based on metrics (10177)
-
-
3.3.6 - Analyze and respond to customer insight (16613)
-
3.3.6.1 - Monitor and respond to social media activity (16627)
-
3.3.6.2 - Analyze customer website activity (16614)
-
3.3.6.3 - Analyze customer purchase patterns (16615)
-
3.3.6.4 - Develop business rules to provide personalized offers (16616)
-
3.3.6.5 - Monitor effectiveness of personalized offers and adjust offers accordingly (16617)
-
-
3.3.7 - Develop and manage packaging strategy (10154)
-
3.3.7.1 - Plan packaging strategy (10178)
-
3.3.7.2 - Test packaging options (10179)
-
3.3.7.3 - Execute packaging strategy (10180)
-
3.3.7.4 - Refine packaging (10181)
-
-
3.3.8 - Develop go-to-market strategy (21425)
-
3.3.9 - Manage product marketing content (16629)
-
3.3.9.1 - Manage product images (16630)
-
3.3.9.2 - Manage product copy (18130)
-
-
-
3.4 - Develop sales strategy (10103)
-
3.4.1 - Develop sales forecast (10129)
-
3.4.1.1 - Gather current and historic order information (10134)
-
3.4.1.2 - Analyze sales trends and patterns (10135)
-
3.4.1.3 - Generate sales forecast (10136)
-
3.4.1.4 - Analyze historical and planned promotions and events (10137)
-
-
3.4.2 - Develop sales partner/alliance relationships (10130)
-
3.4.2.1 - Identify alliance opportunities (10138)
-
3.4.2.2 - Design alliance programs and methods for selecting and managing relationships (10139)
-
3.4.2.3 - Select alliances (10140)
-
3.4.2.4 - Develop customer trade strategy and customer objectives/targets (11465)
-
3.4.2.5 - Define trade programs and funding options (11521)
-
3.4.2.6 - Conduct planning activities for major trade customers (11466)
-
3.4.2.7 - Develop partner and alliance management strategies (10141)
-
3.4.2.8 - Establish partner and alliance management goals (10142)
-
3.4.2.9 - Establish partner and alliance agreements (18629)
-
3.4.2.10 - Develop promotional and category management calendars (trade marketing calendars) (11522)
-
3.4.2.11 - Create strategic and tactical sales plans by customer (11523)
-
3.4.2.12 - Communicate planning information to customer teams (11468)
-
-
3.4.3 - Establish overall sales budgets (10131)
-
3.4.3.1 - Calculate product market share (17682)
-
3.4.3.2 - Calculate product revenue (10143)
-
3.4.3.3 - Determine variable costs (10144)
-
3.4.3.4 - Determine overhead and fixed costs (10145)
-
3.4.3.5 - Calculate net profit (10146)
-
3.4.3.6 - Create budget (10147)
-
-
3.4.4 - Establish sales goals and measures (10132)
-
3.4.5 - Establish customer management measures (10133)
-
-
3.5 - Develop and manage sales plans (10105)
-
3.5.1 - Manage leads/opportunities (10182)
-
3.5.1.1 - Identify potential customers (10188)
-
3.5.1.2 - Identify/receive leads/opportunities (10189)
-
3.5.1.3 - Validate and qualify leads/opportunities (18115)
-
3.5.1.4 - Match opportunities to business strategy (11773)
-
3.5.1.5 - Develop opportunity win plans (18116)
-
3.5.1.6 - Manage opportunity pipeline (20011)
-
3.5.1.7 - Determine sales resource allocation (10209)
-
3.5.1.8 - Manage customer sales calls (10184)
-
3.5.1.8.1 - Perform sales calls (10190)
-
3.5.1.8.2 - Perform pre-sales activities (10191)
-
3.5.1.8.3 - Manage customer meetings/workshops (20012)
-
3.5.1.8.4 - Close the sale (10192)
-
3.5.1.8.5 - Record outcome of sales process (10193)
-
-
-
3.5.2 - Manage customers and accounts (10183)
-
3.5.2.1 - Select key customers/accounts (20013)
-
3.5.2.2 - Develop sales/key account plan (11173)
-
3.5.2.3 - Manage sales/key account plan (20014)
-
3.5.2.4 - Manage customer relationships (11174)
-
3.5.2.5 - Manage customer master data (14208)
-
3.5.2.5.1 - Collect and merge internal and third-party customer information (16598)
-
3.5.2.5.2 - De-duplicate customer data (16599)
-
-
-
3.5.3 - Develop and manage sales proposals, bids, and quotes (11779)
-
3.5.3.1 - Receive Request For Proposal (RFP)/Request For Quote (RFQ) (11781)
-
3.5.3.2 - Refine customer requirements (11780)
-
3.5.3.3 - Review RFP/RFQ request (11782)
-
3.5.3.4 - Perform competitive analysis (11783)
-
3.5.3.5 - Validate with strategy/business plans (11784)
-
3.5.3.6 - Understand customer business and requirements (11785)
-
3.5.3.7 - Develop solution and delivery approach (20015)
-
3.5.3.8 - Identify staffing requirements (11787)
-
3.5.3.9 - Develop pricing and scheduling estimates (11788)
-
3.5.3.10 - Conduct profitability analysis (11789)
-
3.5.3.11 - Manage internal reviews (20016)
-
3.5.3.12 - Manage internal approvals (20017)
-
3.5.3.13 - Submit/present bid/proposal/quote to customer (11790)
-
3.5.3.14 - Revise bid/proposal/quote (20018)
-
3.5.3.15 - Manage notification outcome (11793)
-
-
3.5.4 - Manage sales orders (10185)
-
3.5.4.1 - Accept and validate sales orders (10194)
-
3.5.4.2 - Collect and maintain account information (10195)
-
3.5.4.2.1 - Administer key account details (10201)
-
3.5.4.2.2 - Retrieve full customer details (10202)
-
3.5.4.2.3 - Modify involved party details (10203)
-
3.5.4.2.4 - Record address details (10204)
-
3.5.4.2.5 - Record contact details (10205)
-
3.5.4.2.6 - Record key customer communication profile details (10206)
-
3.5.4.2.7 - Review involved party information (10207)
-
3.5.4.2.8 - Terminate involved party information (10208)
-
-
3.5.4.3 - Determine availability (10196)
-
3.5.4.4 - Determine fulfillment process (10197)
-
3.5.4.5 - Enter orders into system (10198)
-
3.5.4.6 - Identify/perform cross-sell/up-sell activity (17404)
-
3.5.4.7 - Process back orders and updates (10199)
-
3.5.4.8 - Handle sales order inquiries including post-order fulfillment transactions (10200)
-
-
3.5.5 - Manage sales partners and alliances (10187)
-
3.5.5.1 - Provide sales and product/service training to sales partners/alliances (10211)
-
3.5.5.1.1 - Provide certification enablement training (20019)
-
3.5.5.1.2 - Manage certifications and skills (20020)
-
3.5.5.1.3 - Provide support to partners/alliances (20021)
-
-
3.5.5.2 - Provide marketing materials to sales partners/alliances (18641)
-
3.5.5.3 - Evaluate partner/alliance results (10214)
-
3.5.5.4 - Manage sales partner/alliance master data (14209)
-
-
3.5.6 - Manage sales workforce (21426)
-
3.5.7 - Perform sales at physical outlets (21427)
-
3.5.8 - Perform field sales (21428)
-
3.5.9 - Perform digital sales (21429)
-