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Management of Sales Territories and Quotas

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.Designing Sales Territories Ideal objective in territory design is to have equal opportunity and equal sales workload for all sales territories.

Build up territories District A Customer Call Type Frequenc y per month A B C 4 2 1 No of No of Customer calls per s year District B No of No of Customer Calls per s year 3 7 20 30 144 168 240 552 4 8 28 40 192 192 336 720 Assuming that a sales person is able to make 5 calls a day.4 4 . SDM-Ch. and no of working days in a year are 250. then in a year he can make 1250 calls.

and physical characteristics of the salesperson with those of the territory Objective is to match salesperson to the territory . (3) past sales performance.Assigning Salespeople to Territories Sales Manager should consider two criteria: (A)Relative ability of salespeople Based on key evaluation factors: (1) Product knowledge. cultural. (5) selling skills (B) Salesperson’s Effectiveness in a Territory Decided by comparing social. (4) communication. (2) market knowledge.

Management of Territorial Coverage  How salesperson should cover the assigned sales territory It includes three tasks for a sales manager: • Planning efficient routes for salespeople • Scheduling salespeople’s time • Using time-management tools .

Routin g Routing is a travel plan used by a salesperson for making customer calls in a territory  Reasons for routing: • Reduction in travel time and cost • Improvement in territory coverage .

medium.Procedure for Setting up a Routing Plan  Identify current and prospective customers on a territory map  Classify each customer into high. or low sales potential  Decide call frequency for each class of customers  Build route plan around locations of high potential customers  Computerized mathematical models are developed Base C  Commonly used (B) routing pattern is: 1 C 5 C 4 C 3 C 2 Straight line / Hopscotch .

Scheduli ng  Scheduling is planning a salesperson’s visit time to customers. It deals with time allocation issue  How to allocate salesperson’s time? • Sales manager communicates to salesperson major activities and time allocation for each activity • How sales person should spend their time: Tasks Service Calls Face to Face Selling Waiting/ Travelling Others 15 32 21 32 Time Spent (%) .

Contd. based on sales and profit potentials. • Salesperson records actual time spent on various activities for 2 weeks • Sales manager and salesperson discuss and decide how to increase time spent on major activities  Companies specify call norms for current customers.4 10 .. and also for prospective customers SDM-Ch.

and qualifying. the tools available are: • High-tech equipment like laptop computers and cellular phones • Inside salespeople to provide clerical support. as they remain within the company • Outside salespeople can then spend more time getting more orders & building relationships with major customers . technical support.Time Management Tools To help outside salespeople to manage their time efficiently and productively. and for prospecting.

branches. salespeople. territories.Sales Quotas • Sales quotas are sales goals or targets set by a company for its marketing / sales units for a time period • Marketing / sales units are regions. and intermediaries  Objectives of Sales Quotas • To use quotas as performance standards or performance goals • To control performance • To motivate people by linking quotas to compensation plans • To identify strengths and weaknesses of the company .

Methods for Setting Sales Quotas • Several methods are used for establishing sales quotas • In practice. companies use more than one of the following methods to increase their confidence in sales quotas Territory potential Past sales experience Total market estimates Executive judgment Salespeople’s estimates Compensation plan .

Insight into Setting & Administration of Sales Quotas Set realistic quotas Understand problems in setting quotas Ensure salespeople understand quotas • By allowing salespeople to participate in the process • By continuous feedback to salespeople on their performance compared to quotas Have flexibility in administering quotas • Change quotas in cases of major changes in market demand or company strategies Use monthly or quarterly quotas for incentives and annual quotas for performance evaluation .