Best Practices, LLC Completes Study into Key Drivers of Sales Force Automation Success.

CHAPEL HILL, N.C.--(BUSINESS WIRE)--Dec. 9, 1998--Best Practices, LLC has completed a landmark study into the factors that drive Sales Force Automation (SFA) success -- and failure. The study profiles the technology integration and implementation in place at 18 top-performing companies in nine industries, ranging from financial services to high technology and pharmaceuticals.

The study found that Sales Force Managers uniformly recognize the benefits of Sales Force Automation and are clamoring for help to maximize the impact of their systems. The report from the study, available now from Best Practices, LLC, serves as a guideline to help managers choose the right systems and implement them successfully.

"Top companies are turning to Sales Force Automation to grow sales, reduce costs, improve profits, and enhance productivity," said Jason Richardson, manager of the SFA project and a senior associate at Best Practices, LLC. "This research enables sales force planning teams to think creatively and comprehensively about the objectives of their own SFA initiatives."

The project found that companies with effective SFA systems experience a cascade of success: high-performing systems enable reps to target, plan, and schedule their efforts more effectively, leading to better prioritization and enhanced productivity. Integrated SFA systems also ease the gathering and use of customer information, which reinforce high service levels and enhance customer retention, cross-selling, re-selling and up-selling -- all of which drive individual sales performance. SFA systems provide sales managers the information and communication systems they require to be more effective coaches. Consequently, successful SFA systems have a double barrel effect: they improve the performance of both sales managers and sales representatives. These improvements foster a faster, more effective sales process -- resulting in more sales, better utilization of resources, and most importantly, a better bottom line.

For example, several benchmark partners noted that securing management buy-in is key to the success of SFA initiatives. One director of Sales and Marketing Information Systems spent three years selling his SFA project before it was finally approved and budgeted. The key action that finally gained the support of senior management was building a cross-functional team to serve as the project champion. The team members, including salespeople from the field, regional sales managers, and members of the marketing and IT organization, brought together their different perspectives to build a strong business case. Three issues were highlighted: problems with existing sales tools and systems, features of SFA systems that would solve these problems, and financial research indicating the potential return on every dollar invested in the new system. This collective voice caught the attention of senior management, and the SFA implementation that resulted has had a far-reaching impact on the company's competitiveness.

The Best Practices, LLC team interviewed executives at Fortune 500 companies that employ Sales Force Automation as a key component in their sales and service business models. Benchmark partners shared the top lessons learned -- as well as the top challenges they faced -- in implementing and managing the automation of their sales force. These valuable company-specific lessons serve as a road map to ensuring SFA success.

The Sales Force Automation report consists of a multi-industry review of Sales Force Automation applications and key SFA vendors, profiles of 30 top companies effectively using SFA applications, and best practices in key operational areas identified through interviews with benchmark partners. The project report's "Lessons Learned" section contains compelling improvement opportunities arranged into five categories: Building Corporate Buy-In, Ensuring Business Alignment, Optimizing Systems Design, Managing Implementation & Utilization, and Managing Continuous Improvement.

Top lessons learned include such practices as:

-- Achieve by-in at all levels before, during, and after initial implemention

-- Insure SFA system design and implemention are aligned with strategic business goals

-- Provide optimal levels of initial and continuous training

-- Provide continuous maintenance and support to maximize system usage and impact

-- Implement a continuous improvement plan

Every practice throughout the report is paired with a best practice explanation, a company example, and implementation-ready advice for moving forward in your SFA system.

For more information on this Sales Force Automation 1998 Report, contact Jason Richardson of Best Practices, LLC at 919.403.0251.

ABOUT BEST PRACTICES, LLC

Located in Chapel Hill, NC, Best Practices, LLC provides clients with access and intelligence for achieving world-class excellence. The firm's work is based on the simple yet profound principle that organizations can chart a course to superior economic performance by studying the best business practices, operating tactics, and winning strategies of excellent companies. Serving diverse economic sectors worldwide, Best Practices' industry specializations include pharmaceuticals, financial services, telecommunications, media, and utilities. For more information on Best Practices, LLC, contact Jason Richardson at 919.403.0251 or [e-mail], or visit the website at http://www.best-in-class.com.