The field force has been a central component of sales organizations in many sectors for decades - especially in the healthcare industry. However, one frequently discussed KPI is increasingly causing controversy: contact frequency / calls per day. In this blog post, we shed light on why simply counting visits is no longer up to date and how a more results-oriented approach can revolutionize sales.

The initial situation: Traditional contact targets for sales reps

In the healthcare industry, where the sales force traditionally plays an important role as a salesperson and consultant, contact frequencies have long been an integral part of performance management. These targets provided clear orientation, both for sales representatives and for capacity planning:

• Capacity planning: The number of planned contacts per day or week helps to calculate the size of the team. Such specifications and calculations worked well in a world where sales representatives mainly made personal visits.
• Orientation for the employee: Contact targets give an idea of what is expected during the working day.
• Simple measurement: The measurement of contacts is simple, fast and generally accepted.

However, this approach is increasingly showing its weaknesses - especially in a world where sales are becoming increasingly hybrid and customers often have no need or time for personal visits.

The problems with contact frequencies

Quantity instead of quality: A sales representative who completes his eight planned visits a day, for example, may meet the contact target - but that says nothing about the quality of these contacts. A visit without real added value for the customer is just a number in the statistics.

1. Quantity instead of quality: A sales representative who completes his eight planned visits a day, for example, may meet the contact target - but that says nothing about the quality of these contacts. A visit without real added value for the customer is just a number in the statistics.
   
2. Lack of focus on results: When contact goals are the main focus, the actual goals - increasing sales, customer loyalty or improving rankings - take a back seat. Visits alone do not generate sales if they are not effective.
   
3. Rigid guidelines and reality: Everyday field service is often dynamic: customers cancel appointments, unforeseen tasks arise. A rigid system of contact frequencies, particularly on a daily basis, does not do justice to this reality. Instead, chaotic days or variance in the number of contacts could even be indicators of authentic sales work.
   
4. Challenges posed by omnichannel marketing: Modern customers expect companies to make optimum use of all available channels - from personal visits and telephone calls to digital meetings or emails. This variety of contact options significantly increases the complexity of monitoring.
   
5. Unnecessary pressure: The pressure to fulfill a certain number of visits sometimes leads to hectic work, hasty visits or risky behavior on the road to reach the last customer quickly. This is neither effective nor sustainable.
   
6. Artificial intelligence: With the first AI agents working alongside sales representatives, the definition of input will be redefined. Mass will not replace class. Used correctly, the input of an individual sales representative can be significantly increased if you can play the full range of contacts with AI.

A new approach: results-oriented management in the sales force

The solution lies in a consistently results-oriented sales force. Instead of counting visits, the focus should be on the following aspects:

Output Monitoring:
Key performance indicators such as trained staff, improved product placements or increased facings in pharmacies are clear indicators that make success in the field measurable. Such KPIs have a direct influence on sell-out and therefore on long-term success. Monitoring based on daily or weekly outputs provides a more precise basis for evaluating the field service. It's about what was achieved, not just how often someone was on site.

Trust in the employees:
Managers need to trust their teams and focus on results. As long as sales representatives deliver good results, the exact number of contacts should be of secondary importance. Trust creates motivation and strengthens personal responsibility. However, consistent action must also be taken if the system is deliberately exploited by employees. Personal responsibility is not a one-way street and must be practiced in both directions.

Flexibility in everyday life:
The sales team needs the freedom to organize their working hours in such a way that they can optimally respond to customer needs. Rigid contact requirements tend to be a hindrance here and attract the wrong talent.

Conclusion: The future of the sales force is results-orientedt

Contact frequencies are a relic of the past and should no longer dominate the management of the sales force. Instead, the focus must shift to measurable results and outcomes. This requires not only a rethink at management level, but also greater self-confidence on the part of sales representatives to commit to a results-oriented model.

Such a change strengthens the role of sales, increases effectiveness and ensures that the sales force maintains its position as a valuable lever for corporate success, even in an increasingly complex world.