How do you determine best organization structure for an inside sales group needing to scale? Our team of 15 inside reps are each paired with an outside sales person. They are 50% compensated on the combined quota and 50% their own. The products are capital expenses for large companies. The incoming volume is extremely high and sales are mostly generated from existing customers. It is time to segment the work differently to allow reps to make more outbound calls for new business instead of reacting to the incoming. With a wide variety of products, territory, and industry there is much debate about how to scale the group. What is the best method for determining whether there should be dedicated hunters, reps for product lines, major account managers, or a mix? If anyone has a similar organization that would like to compare notes on occasion I would like to collaborate.

Posted by: Anonymous
Posted: December 21st, 2015
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