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Sales and Marketing Management, Setting Sights with Statistics "Robert Clyne had a problem. As district manager of business sales in Southwestern Bell Telephone's Western Oklahoma sales region, his region was 'absolute last' in sales compared to other regions in 1993. In addition, Southwestern Bell's management gave his region a 40% increase in its sales quota with no corresponding budget increase." "Clyne's 16-person sales team sold small business telephone equipment and services to a customer base of about 650 active accounts. The selling cycle averaged near three months, but could last up to a year. Clyne and his team had ideas on how to turn things around-increasing the individual call rate to get salespeople in front of customers more often, expanded office hours by setting flexible work hours, streamlining proposals-but didn't know where to start." "Fortunately, around that same time, Clyne attended a seminar conducted by QualPro, a quality management and implementation firm, which offered a way to test some of the changes he wanted to make and some of his assumptions about what would work, in a relatively short period of time..." "Clyne and his sales team used these and other finding to revamp and refocus their sales efforts. The result? By the end of 1994, sales for the region were increased by $1.5 million, and Clyne's region jumped from last place to second place in total sales for all of Southwestern Bell." Request a reprint of the entire article. Sales and Marketing Management, Turning Small Ideas into Big Results "Pacific Bell Telephone Corporation's consumer markets division has a luxury that few companies enjoy: 30 million customers call it every month. The California company's agents answer calls from residential customers when they have questions about bills, want to set up service at a new residence, or report that a line isn't working. But Pacific Bell executives wanted to increase the revenues from those incoming calls by maximizing sales of additional services..." "So they decided to conduct a few experiments, with the help of QualPro, a process improvement consultancy based in Knoxville, Tennessee. QualPro touts multivariable testing, or MVT, a scientific method for testing several variables at once to determine their effect on any kind of business operation. Most people think quality improvement efforts only help with heavy-duty manufacturing processes...But QualPro has discovered in recent years that its process can also help its clients solve marketing and sales problems." "...QualPro aims to eliminate the guesswork-and the politics-that usually factor into such decisions by conducting a series of tests..." Request a reprint of the entire article. |
Since 1982, QualPro has used Multivariable Testing (MVT®) with 1000+ companies to test 100,000+ improvement ideas. MVT® tests between 20 and 40 ideas simultaneously, accurately predicting the bottom-line impact of potential process changes in as short as 12 weeks. Take existing process initiatives, like Six Sigma, to a whole new level. All process improvement tools and approaches (TQM, DOE, Six Sigma, Re-Engineering, SPC) can be enhanced through the use of Multivariable Testing® by QualPro.
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QualPro, Inc. • P.O. Box 51984, Knoxville, Tennessee 37950 • 800.500.1722 • 865.927.0491 • 865.927.0495 fax © 2006, All Rights Reserved, QualPro, Inc. |