Vijay Vishwanath

Leader, Global Consumer Products practice

Over the past few years, a number of leading consumer products companies thoughtfully built their sales capabilities to meet the new requirements for in-store success. And as they invested to gain the shopper insights required to optimize store assets, adopted a “store-back” point of view for every critical product and brand decision, and built systems to ensure that sales reps execute according to plan, they realized they’ve developed business routines and processes that actually convert sales from an art to a science.

The traditional way to gauge the effectiveness of salespeople was often by performance metrics that were less directly in their control—like volume of orders and store margins. But by tracking sales reps on activities that impact volumes and sales, such as their ability to maintain store facings in the highest-potential stores, ensure placement of must-carry SKUs, or implement promotional hot spots, these leading consumer products companies have built a system that measures things sales reps can control and improve, making everybody a winner.

In this new world, sales reps are guided to bring a brand’s strategy to the front line while also eliminating the anxiety and variation related to ill-informed choices in complex environments. Because they are measured against activities within their grasp, they feel more empowered. They behave more like owners of their own business, working harder toward realistic and achievable rewards, taking their responsibilities more seriously, and eventually becoming more successful and happier in their jobs. This scientific way of restoring order turns sales into a meaningful source of employee satisfaction—and a distinctive competitive advantage.

Companies that follow this path find it also delivers another huge bonus: As performance becomes measurable, it opens up the potential for setting and upgrading yearly targets from individual sales reps to districts and regions to deliver continuous improvement. So consumer products executives who had relied on the experience curve for years to build on their own success in functions like manufacturing and procurement now find that the experience curve can be equally applied in—of all unexpected places—sales.