Internally, BusinessprocessingCo. altered its sales performance metrics.
previously, the sales force had been measured only on bookings results, with no consideration given to order quality or customer renewal rates.
Now, the company established metrics that encouraged that most profitable activities.
for example, businessProcessingCo. found that there was a clear cause-and-effect relationship between the number of meetings a sales rep had with local CPA firms and the number of referrals it received; referrals, in turn, led to demos and sales.
to drive the process,salespeople were expected to contact a certain number of CPAs in their territory every week.
what's more, businessprocessingCo. paid commissions only for deals matching the ideal client profile.