sales organization structure and sales force deployment
TRANSCRIPT
Sales Organization Structure and Sales Force Deployment
Sales Organization Structure and Sales Force Deployment
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 4:Sales Organization Structure and Sales Force Deployment
Concepts of Sales OrganizationConcepts of Sales Organization
• A sales organization assists the sales manager to carry out needed tasks efficiently and effectively to achieve results
• The basic concepts of the sales organization are:• Degree of centralisation• Degree of specialisation• Line or staff positions
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 4:Sales Organization Structure and Sales Force Deployment
Sales Organization ConceptsSales Organization Concepts
SpecializationThe degree to which individuals perform some of the required tasks to the exclusion of others. Individuals can become experts on certain tasks, leading to better performance for the entire organization.
CentralizationThe degree to which important decisions and tasks performed at higher levels in the management hierarchy. Centralized structures place authority and responsibility at higher management levels.
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 4:Sales Organization Structure and Sales Force Deployment
Sales Force Specialization ContinuumSales Force Specialization Continuum
Some specializationof selling activities,
products, and/orcustomers
All selling activitiesand all products toall customers
GeneralistsGeneralistsCertain selling activities for certain products for certain customers
SpecialistsSpecialists
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 4:Sales Organization Structure and Sales Force Deployment
Span of Control vs. Management LevelsSpan of Control vs. Management Levels
• Span of control refers to the number of individuals who report to each sales manager
• The larger the span of control, the more subordinates a sales manager must supervise
• Management Levels define the number of different hierarchical levels of sales management within the organization
• Span of control is inversely related to the number of sales management levels
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 4:Sales Organization Structure and Sales Force Deployment
Flat Sales Organization
Span of Control
Ma
na
ge
men
t Lev
els
National Sales
Manager
District Sales
Manager
District Sales
Manager
District Sales
Manager
District Sales
Manager
District Sales
Manager
Span of Control vs. Management LevelsSpan of Control vs. Management Levels
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 4:Sales Organization Structure and Sales Force Deployment
Tall Sales Organization
National Sales Manager
Span of Control
Ma
na
ge
men
t Lev
els
District Sales
Manager
District Sales
Manager
District Sales
Manager
District Sales
Manager
District Sales
Manager
District Sales
Manager
Regional Sales Manager
Regional Sales Manager
Span of Control vs. Management LevelsSpan of Control vs. Management Levels
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 4:Sales Organization Structure and Sales Force Deployment
Line vs. Staff PositionsLine vs. Staff Positions
• Line Sales Management positions are part of the direct management hierarchy within the sales organization
• Line Sales Managers have direct responsibility for a certain number of sub-ordinates & report directly to management at the next highest level in the sales organization
• These managers are directly involved in the sales generating activities of the firm
• Staff Sales Management positions are not in the direct chain of command
• They are not involved in sales generating activities
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 4:Sales Organization Structure and Sales Force Deployment
National Sales Manager
Regional Sales Managers
District Sales Managers
Sales Training Manager
Sales Training Manager
Salespeople
Staff Position
Line Position
Line vs. Staff PositionsLine vs. Staff Positions
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 4:Sales Organization Structure and Sales Force Deployment
Simple Product Offering
Simple Product Offering
Complex Range of Products
Complex Range of Products
Customer Needs DifferentCustomer Needs Different
Customer Needs SimilarCustomer Needs Similar
Market-Driven
Specialization
Product/Market-Driven
Specialization
Geography-Driven
Specialization
Product-Driven
Specialization
Customer and Product Determinantsof Sales Force Specialization
Customer and Product Determinantsof Sales Force Specialization
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 4:Sales Organization Structure and Sales Force Deployment
Geographic Sales OrganizationGeographic Sales Organization
National Sales Manager
Zone Sales Managers (4) Zone Sales Managers (4)
District Sales Managers (20)
Salespeople (100) Salespeople (100)
District Sales Managers (20)
Eastern Region Sales Manager Western Region Sales Manager
Sales Training Manager
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 4:Sales Organization Structure and Sales Force Deployment
Product Sales OrganizationProduct Sales Organization
National Sales Manager
Office FurnitureSales Manager Office StationerySales Manager
District Sales Managers (10)
Salespeople (100) Salespeople (100)
District Sales Managers (10)
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 4:Sales Organization Structure and Sales Force Deployment
Market Sales OrganizationMarket Sales Organization
National Sales Manager
Zone Sales Managers (4)
District Sales Managers (25)
Salespeople (150)
District Sales Managers (5)
Commercial AccountsSales Manager
Government AccountsSales Manager
Sales Training Manager
Salespeople (50)
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 4:Sales Organization Structure and Sales Force Deployment
Functional Sales OrganizationFunctional Sales Organization
National Sales Manager
Area Sales Manager Telemarketing Sales Manager
Regional Sales Managers (4)
Salespeople (160)
Telemarketing Sales Executives (2)
District Sales Managers (16)
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 4:Sales Organization Structure and Sales Force Deployment
Comparison of Sales Organization Structures
Comparison of Sales Organization Structures
OrganizationalStructure Advantages Disadvantages
Geographic
• Low Cost• No geographic duplication• No customer duplication• Fewer management levels
• Limited specialization• Lack of management control over product or customer emphasis
Product
• Salespeople become experts in product attr. & applications• Management control over selling effort
• High cost• Geographic duplication• Customer duplication
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 4:Sales Organization Structure and Sales Force Deployment
Comparison of Sales Organization Structures
Comparison of Sales Organization Structures
OrganizationalStructure Advantages Disadvantages
Market
• Salespeople develop better understanding of unique customer needs• Management control over selling allocated to different markets
• High cost• Geographic duplication
Functional• Efficiency in performing selling activities
• Geographic duplication• Customer duplication• Need for coordination
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 4:Sales Organization Structure and Sales Force Deployment
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 4:Sales Organization Structure and Sales Force Deployment
Salesforce DeploymentSalesforce Deployment
1. How much selling effort is needed to cover accounts and prospects adequately so that sales and profit objectives will be achieved?
2. How many salespeople are required to provide the desired amount of selling effort?
3. How should territories be designed to ensure proper coverage of accounts and to provide each salesperson with a reasonable opportunity for success?
Sales Force deployment decisions can be viewed as providing answers to three interrelated questions.
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 4:Sales Organization Structure and Sales Force Deployment
Interrelatedness ofSales Force Deployment Decisions
Interrelatedness ofSales Force Deployment Decisions
How much selling effort is needed to cover accounts and prospects adequately so that sales and profit objectives will be achieved?
How many salespeople are required to provide the desired amount of selling effort?
How should territories be designed and salespeople assigned to territories to ensure proper coverage of accounts and to provide each salesperson with a reasonable opportunity for success?
Allocation ofSelling EffortAllocation ofSelling Effort
Sales ForceSize
Sales ForceSize
TerritoryDesign
TerritoryDesign
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 4:Sales Organization Structure and Sales Force Deployment
Single FactorModels
Single FactorModels
Easy to Develop and UseEasy to Develop and Use
Difficult to Develop and UseDifficult to Develop and Use
LowAnalyticalRigor
LowAnalyticalRigor
HighAnalyticalRigor
HighAnalyticalRigor
PortfolioModels
PortfolioModels
DecisionModels
DecisionModels
Analytical Approaches toAllocation of Selling EffortAnalytical Approaches toAllocation of Selling Effort
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 4:Sales Organization Structure and Sales Force Deployment
Single Factor ModelsSingle Factor Models
• Easy to develop and use/low analytical rigor
• Accounts classified into categories based on one factor, such as market potential
• All accounts in the same category are assigned the same number of sales calls
• Effort allocation decisions are based on the analysis of only one factor and differences among accounts in the same category are not considered in assigning sales call coverage
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 4:Sales Organization Structure and Sales Force Deployment
Single Factor Model ExampleSingle Factor Model Example
Market PotentialCategories
ABCD
Average Sales Calls toan Account Last Year
25232016
Average Sales Calls toan Account Next Year
3224168
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 4:Sales Organization Structure and Sales Force Deployment
Portfolio ModelsPortfolio Models
• Account Opportunity - an account’s need for and ability to purchase the firm’s products
• Competitive Position - the strength of the relationship between the firm and an account
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 4:Sales Organization Structure and Sales Force Deployment
Portfolio Model Segments and StrategiesPortfolio Model Segments and Strategies
Competitive PositionCompetitive Position
Segment 1Segment 1 Segment 2Segment 2
Segment 4Segment 4Segment 3Segment 3
StrongStrong WeakWeak
Lo
wL
ow
Hig
hH
igh
Acc
ount
Opp
ortu
nity
Acc
ount
Opp
ortu
nity
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 4:Sales Organization Structure and Sales Force Deployment
Decision ModelsDecision Models
• Simple Basic Concept - to allocate sales calls to accounts that promise the highest sales return from the sales calls
• Optimal number of calls in terms of sales or profit maximization
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 4:Sales Organization Structure and Sales Force Deployment
Sales Force Size: Key ConsiderationsSales Force Size: Key Considerations
• Sales Productivity - the ratio of sales generated to selling effort used– In early stages, the addition of salespeople increases sales
considerably more than the selling costs. As salespeople continue to be added, sales increases tend to decline until a point is reached when the costs to add a salesperson are more than the revenues that salesperson can generate.
• Salesforce Turnover– Is very costly
– Should be anticipated
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 4:Sales Organization Structure and Sales Force Deployment
Sales Force Size: Analytical ToolsSales Force Size: Analytical Tools
Salesforce size = Forecasted sales / Average sales per person
The Breakdown Approach is used to determine the number of salespeople needed to generate a forecasted level of sales. This approach is easy to develop. However, it is weak conceptually. The concept underlying the calculations is that sales determine the number of salespeople needed—putting “the cart before the horse.”
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 4:Sales Organization Structure and Sales Force Deployment
Sales Force Size: Analytical ToolsSales Force Size: Analytical Tools
The Workload Approach determines how much selling effort is needed to adequately cover the firm’s market. Then the number of salespeople required to provide this amount of selling effort is calculated. This approach relatively simple to develop and is sound conceptually.
Number of salespeople = Total selling effort needed
Average selling effort per salesperson
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 4:Sales Organization Structure and Sales Force Deployment
Sales Force Size: Analytical ToolsSales Force Size: Analytical Tools
The Incremental Approach is the most rigorous for calculating salesforce size. Its compares the marginal profits and marginal costs associated with each incremental salesperson. The major advantage is that it quantifies the important relationships between salesforce size, sales, and costs. However, this method is difficult to develop, and it cannot be used for new sales forces where historical data and accurate judgments are not possible.
# of Salespeople Marginal Contribution Marginal Cost100101102103
$85,000$80,000$75,000$70,000
$75,000$75,000$75,000$75,000
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 4:Sales Organization Structure and Sales Force Deployment
Designing TerritoriesDesigning Territories
• Territories consist of whatever specific accounts are assigned to a specific salesperson. The territory can be viewed as the work unit for a salesperson.
• Territory Considerations– Trading areas– Present effort– Recommended effort
Ingram LaForge Avila
Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach
Module 4:Sales Organization Structure and Sales Force Deployment
Territory Design ProcedureTerritory Design Procedure
FinalizeTerritoryDesign
AssessTerritoryWorkload
Form Initial Territories
AnalyzePlanning andControl UnitOpportunity
SelectPlanning andControl Unit