chapter five territory management. territory u a territory u geographically defined area u assigned...
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TERRITORYTERRITORY
A territory geographically defined area assigned to a sales person present customers potential customers
SALES FORCE SALES FORCE PRODUCTIVITYPRODUCTIVITY
A crisis-- In the last ten years, selling
costs have risen almost twice as fast as average sales volume per salesperson
HOW SALESPEOPLE HOW SALESPEOPLE SPEND THEIR TIMESPEND THEIR TIME
Face-to-Face Selling = 30% Telephone Selling = 21% Waiting / Travelling = 20% Administrative Duties = 17% Service Activities = 12%
SALES FORCE SALES FORCE PRODUCTIVITYPRODUCTIVITY
How can we improve productivity? Focus on high volume
accounts Focus on selling time
COST PER CALLCOST PER CALL
Cost per call is a function of number of calls per day number of days available to
make calls direct selling expenses
Direct Selling Expenses # Calls per day X # Days to
Sell
COST PER CALLCOST PER CALL
Example (see Table 5.1; page 230)
Total Direct Expenses = $90,250
205 days to sell; average 3 calls per day
Cost per call = $90,250 / 205 x 3 = $146.75
BREAK EVEN SALES BREAK EVEN SALES VOLUMEVOLUME
The sales volume necessary to cover direct selling expenses
Breakeven Volume is a function of: Cost per call Number of calls to close Sales costs as a percentage of
sales
BREAK EVEN SALES BREAK EVEN SALES VOLUMEVOLUME
Cost Per call X # of Calls to Close
Sales costs as a % of Sales
BREAK EVEN SALES BREAK EVEN SALES VOLUMEVOLUME
See Table 5-2; page 231Electronics Industry--Cost per call = $133.30--Number of calls to close = 3.9--Sales Costs as a % of sales = 12.0Breakeven volume = $133.30 x 3.9 / .12 = $4,332.25
TERRITORY TERRITORY IMPLICATIONSIMPLICATIONS
Perform a customer by customer analysis!
Assess selling strategy
ALLOCATION OF ALLOCATION OF SELLING EFFORTSELLING EFFORT
Consider the time we spend with customers!
Single Factor Models Portfolio Models Decision Models
SINGLE FACTOR SINGLE FACTOR MODELSMODELS
Easy to develop and use Classify accounts into categories based
on one factor, such as market potential Assign all accounts in the same
category the same number of sales calls Decisions are made on the basis of one
factor. Differences among accounts are not taken into consideration
SINGLE FACTOR SINGLE FACTOR MODELMODEL
CATEGORY AVG SALESCALLS-1998
AVG SALESCALLS-1999
A 25 32
B 23 24
C 20 16
D 16 8
PORTFOLIO MODELSPORTFOLIO MODELS
Accounts are classified into categories of similar attractiveness for receiving sales call investment.
Selling effort is allocated so that the more attractive accounts receive more selling effort.
ACCOUNT ACCOUNT ATTRACTIVENESSATTRACTIVENESS
Account Opportunity The account’s need for and
ability to purchase the product High / Low
Competitive Position The strength of the relationship
between the firm and the account Strong / Weak
PORTFOLIO MODEL PORTFOLIO MODEL SEGMENTSSEGMENTS
Strong Competitive Position/High Account Opportunity
“Core Accounts” Accounts are very attractive due to
strong competitive position Accounts should receive a heavy
investment of selling effort to maintain/improve competitive position
PORTFOLIO MODEL PORTFOLIO MODEL SEGMENTSSEGMENTS
Weak Competitive Position/High Account Opportunity
“Growth Accounts” Accounts are potentially attractive
due to high opportunity Additional analysis required to
identify accounts where competitive position can be improved. Target these accounts
PORTFOLIO MODEL PORTFOLIO MODEL SEGMENTSSEGMENTS
Strong Competitive Position/Low Account Opportunity
“Drag Accounts” Accounts moderately attractive;
future opportunities are limited Accounts should receive an effort
sufficient to maintain current position
PORTFOLIO MODEL PORTFOLIO MODEL SEGMENTSSEGMENTS
Weak Competitive Position/Low Account Opportunity
“Problem Accounts” Accounts very unattractive Accounts should receive a minimal
of selling effort. Less costly forms of marketing might be considered (telemarketing, direct mail) and/or the elimination of account coverage
PORTFOLIO MODEL PORTFOLIO MODEL EXAMPLEEXAMPLE
HI AO / STRONG CPAvg Calls 1998: 6 .1Avg Sales: $8,615Num ber: 49
HI AO / W EAK CPAvg Calls 1998: 3 .5Avg Sales: $247Num ber 35
LO AO / STRONG CPAvg Calls 1998: 5.8Avg Sales: $2,990Num ber: 20
LO AO / W EAK CPAvg Calls 1998: 3.3Avg Sales: $130Num ber: 56
DECISION MODELSDECISION MODELS
Examine accounts on an individual basis
Allocate sales calls to accounts that promise the highest sales returns
The objective is to achieve the highest level of sales and to increase sales calls until marginal costs equal marginal returns
DECISION MODEL DECISION MODEL EXAMPLEEXAMPLE
# PEOPLE MGLPROFIT
MGL SALESCOSTS
100 $85,000 $75,000
101 $80,000 $75,000
102 $75,000 $75,000
103 $70,000 $75,000
MANAGING MANAGING TERRITORY TERRITORY PROFITABILITYPROFITABILITY
Allocation of Effort Mix of Products Sold Price Concessions
ROUTE MANAGEMENTROUTE MANAGEMENT
Route should be circular Route should never cross itself Don’t use same route to go to
and from a client Customers in neighboring
areas should be visited in sequence
TIME MANAGEMENTTIME MANAGEMENT
Telephone interruptions Drop in visitors Crises Meetings Lack of objectives Indecision/procrastination Poor communications
TIME MANAGEMENTTIME MANAGEMENT
Get control of your time! Set goals and objectives Set priorities Develop a daily “to do” list Focus on the most important
tasks
MANAGEMENT’S MANAGEMENT’S ROLEROLE
Close Supervision Hands-off Management Management
Recommendations
FROM THE INTERNETFROM THE INTERNET
The granddaddy of time management sites:
http://www.relibrary.com/10tm1.htm
FROM THE INTERNETFROM THE INTERNET
See what a consultant says about improving sales force productivity at: http://www.brickerinc.com/netgain.htm