Field representatives using Repsly complete over 100,000 client visits every week. Latin America leads the world in number of client visits per representative, accomplishing an average of 9.59 each day. Europe and the United States are nearly tied with 7.95 and 7.32 daily client visits, respectively. Field representatives in the Asia Pacific region complete an average of 6.09 client visits per day, and those in Africa manage 5.44 visits per day. One can infer that Latin American field representatives are 20.6% more productive than Europeans, and 31% more productive than Americans.

Despite the fact that Latin American field representatives visit 78% more clients in a given day than African field representatives, those in Latin America report 25% less working time each day compared to their African counterparts; field representatives in Latin America work for 208 minutes each day, whereas those in Africa work for 278 minutes. The huge discrepancy between the number of visits completed by Latin American and African field representatives could be attributed to the amount of time that representatives spend with each client. Latin Americans typically spend 17 minutes with a client while Africans invest 37 minutes in a single visit.

Takeaways

Knowing how many client visits a field representative completes in a day can help managers identify differences across a team, changes over time, or gaps between an organization and others in its industry. Tracking this metric can reveal much about the productivity of individual representatives. For example, two field representatives working as part of the same team are visiting a vastly different number of clients each day, it’s worth further investigating into why that is.

Disparities between how many clients representatives visit per day could result from a number of factors, one of which is training issues. A representative may need more targeted coaching from management in order to achieve their visit goals. Another factor to consider is the amount of administrative activities that representatives have to finish each day; time spent doing paperwork could be time spent meeting with a client. Yet another factor that affects this metric is travel time in between client visits. In some cases, disparities might be unavoidable if one representative is visiting clients that are located close together in an urban setting and another representative must complete visits that are spread out across a more rural area.

However, poorly maintained territories are another reason for disparities in this metric that could be remedied by managers. The types of activities being completed at visits play a role in the number of clients a representative is able to meet with each day. Using the example of a service business, a representative performing an installation may take more time at a visit than a representative who is performing routine maintenance.

Similarly, the type of client that representatives are meeting with could affect how much time they spend at a visit. For instance, third party merchandisers who perform marketing functions at small local retailers are likely to take less time at these locations than they are at big box stores. Finally, variations between regions could be related to cultural differences in how business is conducted around the world. The length of the workday or level of rapport representatives are expected to develop with clients have a direct bearing on the number of visits they execute every day.

It is true that certain determinants of this metric are inevitable. However, many of the factors listed above lie within managers’ spans of control. Utilizing this metric effectively helps managers to understand how efficient their field teams are and where there is room for improvement. Additionally, tracking this metric provides organizational leaders with a means of checking the health of their business as it compares to others in its region.

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