Assessing Sales Resources: Sales Resource Allocation Benchmarking Study


For further information, contact
Deck Murray
55 Corporate Drive
Trumbull, CT 06611
Dechert-Hampe Consulting

Assessing Sales Resources: Sales Resource Allocation Benchmarking Study

TRUMBULL, CT, June 2006 – How many people do I need to effectively run my sales organization and what level of sales support do I need to have in place?

Gone are the days when you could merely evaluate your closest competitor, or mirror a company of comparable size.

Recent findings from the DHC Sales Resource Allocation Benchmarking Study show that today’s companies are taking a strategic approach to resource allocation and organization development. While benchmarking remains a key ingredient in any assessment of sales resources, it must be carefully designed to ensure that the right companies are being benchmarked for the right reasons. Sales resource allocation needs to be based on a variety of factors that are important to each company and the way it goes to market (e.g. competitive strategy, product portfolio, category dynamics and what other comparable and/or competitive companies are doing).

The study shows that while absolute headcount (and dollars per headcount) increases with company size, the relative allocation of external vs. internal resources does not vary significantly (on average 57% external vs. 43% internal). Larger companies and companies that participate in multiple product categories and/or numerous trade channels have a higher percentage of internal resources.

Smaller and mid-sized companies devote internal resources to core sales support groups (category leadership, sales planning, customer development, and sales analysts) but do not have the breadth of internal support that large companies do in such areas as customization, co-marketing, sales communication and sales learning.

Sales resources allocated to account teams vary dramatically across companies. Smaller companies typically only field a Wal-Mart team while larger companies field an average of eighteen separate account teams. Companies that go to market through brokers field fewer account teams as they look to their broker partners to field account teams. HBC/GM companies tend to have fewer account teams than food companies since some of their key customers are in the drug class of trade, where account teams are less prevalent.

For more information on the study results, “Assessing Your Sales Resources: A Comparative Guide” contact Deck Murray from our Connecticut office at 516.449.3272 or click here to download study.

Dechert-Hampe & Co. (DHC), an independent management-consulting firm, provides Sales and Marketing services to the consumer products and services industries. DHC works with clients to deliver integrated, customer-focused solutions, and to generate increased ROI on their sales and marketing investment through services like: Consumer & Market Research, Category & Customer Insights & Solutions, Strategy & Planning, Process & Productivity Optimization, Organization & Performance Management and Tools & Models.


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