Professional Documents
Culture Documents
• Self-Management
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Learning Objectives
After reading this chapter, you should be able to do
the following:
1. Describe the basic reasons for establishing sales
territories.
2. Apply procedures for setting up sales territories.
3. Evaluate when and why to revise sales territories.
4. Apply the concepts of self-management to sales and
sales management.
5. Use the techniques of scheduling and routing for sales
success.
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Improve Sales Productivity
by Establishing Sales Territories
• A sales territory is usually a
specific geographic area that
contains present and potential
customers and is assigned to a
particular salesperson.
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Reasons for Sales Territories
1.
Enhance market
coverage
6.
Coordinate selling with 2.
other marketing Minimize selling costs
functions
Reasons for
sales territories
3.
5.
Strengthen customer
Better evaluate sales
relations
4.
Build a more effective
sales force
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Procedure for Setting
Up Sales Territories
1.
Select a geographic
control unit
5. 2.
Assign salespeople Conduct an
to territories account analysis
Procedure for setting
up sales territories
4. 3.
Combine geographic control Develop a salesperson
units into territories workload analysis
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Selecting a Geographic Control Unit
1.
States
Selecting a 2.
4.
Trading areas geographic Counties and
control unit zip codes
3.
Cities and
metropolitan areas
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Conducting an Account Analysis
• Conducting an account analysis helps identify
customers and prospects and determine the
sales potential of each account.
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Developing a Salesperson
Workload Analysis
• A salesperson workload
analysis is an estimate of the
following:
– number of accounts to be called on
– frequency of the calls
– length of each call
– travel time needed
Source: Digital Vision
– non-selling time required
opportunity, and sales organization has on high opportunity, but sales organization
strong position. has weak position.
Attractiveness: Attractiveness:
Accounts are very unattractive since they
Low
opportunity, and sales organization has on high opportunity, but sales organization
strong position. has weak position.
Attractiveness: Attractiveness:
Accounts are very unattractive since they
Low
1.
Sales
5. 2.
CRM/database Communication
How salespeople
spend their time
3.
4.
Team support Developing customer
relationships
• Parkinson’s Law:
– Work tends to expand to fill the time allotted
for its completion.
• Concentration Principle:
– Often called the “80-20 rule,” it states that
most of a salesperson’s sales, costs, and
profits come from a relatively small
proportion of customers and products.
20%
25% 70%
55% 23%
7%
Percent of Accounts Sales Volume Percent
Salesperson takes long lunch hours and too Salesperson fails to break up huge, long-
many coffee breaks. range projects into small, currently
manageable tasks.
Salesperson makes poor use of waiting time Salesperson ends workdays early, especially
between appointments. on Friday afternoons.
Salesperson spends too much time Salesperson fails to insulate self from
entertaining prospects and customers. interruptions or sales calls or while doing
paperwork.
Salesperson does not use modern Salesperson conducts unnecessary
telecommunications equipment like a cell meetings, visits, and phone calls.
phone, pager, facsimile, and laptop
computer.
Salesperson does tasks that could be Salesperson neglects customer service until
delegated to a staff person or to automated a small problem becomes a large one that
equipment. takes more time to resolve.
1.
Straight-line
route
5. 2.
Outer-ring Circular
approach Territorial patterns
routing
patterns
4. 3.
Hopscotch Cloverleaf
pattern route
Reprinted from PERSONAL SELLING, 2nd Edition, by Anderson/Dubinsky/Mehta © 2007 by Houghton Mifflin Company.
Copyright © Houghton Mifflin Harcourt Publishing Company. All rights reserved. 7 | 33
Routing Patterns
4. Hopscotch pattern
– The salesperson starts at the farthest point from the
office and hops back and forth calling on accounts
on either side of a straight line back to the office.
Reprinted from PERSONAL SELLING, 2nd Edition, by Anderson/Dubinsky/Mehta © 2007 by Houghton Mifflin Company.
Copyright © Houghton Mifflin Harcourt Publishing Company. All rights reserved. 7 | 34
Routing Patterns
5. Outer-ring approach
– The salesperson first draws an outer ring around the
customers to be called upon.
– Then, those customers inside the ring are connected
to the outer-ring route using angles that are as
obtuse as possible.
Reprinted from PERSONAL SELLING, 2nd Edition, by Anderson/Dubinsky/Mehta © 2007 by Houghton Mifflin Company.
Copyright © Houghton Mifflin Harcourt Publishing Company. All rights reserved. 7 | 35
Using Computer Programs in Routing
• Numerous computer-based
interactive models have been
successfully applied to sales
force routing and territory
management.
Discussion Question
As the district sales manager for your company, you decide
which salespeople to assign to which territories. Among your
territories are two which have very low sales potential according
to Sales & Marketing Management magazine’s latest annual
estimates. You are thinking about assigning your two lowest
performing salespeople to these two territories because you
think this extra challenge will either motivate them or cause them
to quit which would be okay since it would allow you to avoid the
unpleasant task of possibly firing them later anyway. No matter
what the outcome, it seems like a win-win from your perspective.