How many accounts does each of your account executives manage?
Have they worked on those accounts recently, or are they just sitting there?
What would happen if you moved inactive accounts from a rep's name?
Often, when we audit a CRM, there's little consideration for accounts per rep, engagement per rep, and a strategy for distributing accounts fairly and effectively.
Typically, there's a generic account/lead rotation where leads remain indefinitely in the rep's name.
In a recent case, I found some reps sitting on 3,000-4,000 accounts, including most of the high-value ones, while others struggled to hit their quota with a book full of low-value accounts.
Why does this matter?
A passive approach to account management means important accounts aren't worked effectively. Reps may sit on good accounts, blocking others from working on them and allowing more proactive competitors to win the business.
This is unfair to newer sales reps, highly wasteful, and ensures most opportunities are missed as the available accounts are simply too large to work actively.
This can lead to several issues, such as reps "locking in" accounts and waiting for opportunities to come to them or claiming the...
