The synthetic sales-productivity time allocation
Activity becomes a productivity input only after the work category, opportunity set, time boundary, output, and validation path are named.
| ID | Work category | Observed event | Unit | Productivity interpretation | Validation needed |
|---|---|---|---|---|---|
| P-01 | Customer-facing opportunity work | Meeting linked to active opportunity | 2.0 hours | Candidate productive selling time | Opportunity stage evidence and meeting purpose |
| P-02 | Research and qualification | Account research note with next event | 1.0 hour | Productive only under declared qualification rule | Next-event completion and opportunity-set link |
| P-03 | Administration | CRM field correction | 0.5 hour | Necessary effort; not selling output by default | Work taxonomy and downstream data use |
| P-04 | Automation | Sequence sends 48 emails | 0.1 hours observed | Activity count; human selling time not inferred | Delivery, reply, qualification, and human review |
| P-05 | Internal coordination | Pricing review for one deal | 1.5 hours | Opportunity support work; classification depends on output rule | Decision record and stage movement |
| P-06 | Unobserved | Calendar gap with no event record | Unknown | Missing observability; do not call zero productive time | Time sample or instrument improvement |
Swipe or scroll horizontally if the table is wider than your screen.
Reference & Evidence
Source: Author's synthetic time-allocation table grounded in Johnson and Bharadwaj (2005) and Jelinek, Ahearne, Mathieu and Schillewaert (2006). Categories, hours, observed events, and validation states are illustrative.
Each line is a claim from the register this journal publishes against, resolved from the register at build time.
- A The sample, verbatim: "using data from salespeople in 168firms they assess the moderating effects of environmentallevel motivational factors and firm level ability factors" Johnson & Bharadwaj. (2005) ·
JB05-C1 - A The finding is called paradoxical by the authors themselves: "digitization has the paradoxical effect of improving salesperson effectiveness and heightening job insecurity concerns" Johnson & Bharadwaj. (2005) ·
JB05-C2 - A The design is in the title: "a longitudinal examination of individual organizational and contextual factors on sales technology adoption and job performance" Jelinek, Ahearne, Mathieu & Schillewaert. (2006) ·
JAMS06-C1 - A Adoption and performance are linked in the same design: "sales technology adoption and job performance", longitudinally rather than cross-sectionally Jelinek, Ahearne, Mathieu & Schillewaert. (2006) ·
JAMS06-C3 - B Sales productivity is a declared relationship between productive selling output or time, an opportunity set, and a time boundary Author framework grounded in JB05-C1 and JAMS06-C1 ·
V06-OWN-C1 - B Productive selling time is time classified as customer or opportunity work under an explicit rule, not every logged activity Author framework ·
V06-OWN-C3 - B The six-row time-allocation table is illustrative and includes no employee record, time-tracking export, quota, or sales result Author synthetic object ·
V06-OWN-C6 - B Technology adoption or activity logging does not by itself establish productive time, output, causality, or a universal productivity gain Author negative boundary grounded in JB05-C2 and JAMS06-C3 ·
V06-OWN-C9
Grades: A, verified against the printed page of the primary source · B, primary source, text layer only · C, authoritative secondary · D, reported.
Related exhibits
-
The CRM adoption release card
From the essay CRM adoption is knowledge integration, not a rollout
-
The digitization paired-outcome review card
From the essay Digitization changes sales effectiveness and job insecurity
-
The synthetic sales-enablement metric ladder
From the essay What are sales enablement metrics? Measure behavior change before activity