REPORT

Carl Harly Delos Santos

James Ivan N. Ong
Territory Analysis
The process of surveying an area to determine customers and
prospects who are most likely to buy.

Sources used:
1. Business and trade directories
2. Individual company Websites
3. Professional association membership listings
4. Commercial mailing list providers

• Who are prospective buyers?

• Where are they located?
• What and why do they buy?
• Who has the authority to buy, who influences the buying decision?
• What is the probability of selling this account?
• What is the potential share of account that might be gained?
Establish Territory Route Plan
Straight line Route Pattern
With a straight-line plan, salespeople start from their offices and make calls
in one direction until they reach the end of the territory. At that point, they
change direction and continue to make calls on a straight line on the new
vector.
Cloverleaf Route Pattern
Using the cloverleaf pattern, a salesperson works a different part of the
territory and travels in a circular loop back to the starting point. Each loop
could take a day, a week, or longer to complete. A new loop is covered on
each trip until the entire territory has been covered.
Circular Route Pattern
Circular patterns begin at the office and move in an expanding pattern of
concentric circles that spiral across the territory. This method works best
when accounts are evenly dispersed throughout the territory.
Leapfrog Route Pattern
When the territory is exceptionally large and accounts are clustered into
several widely dispersed groups, the leapfrog routing methodology is most
efficient. Beginning in one cluster, the salesperson works each of the
accounts at that location and then jumps (typically by flying) to the next
cluster. This continues until the last cluster has been worked and the
salesperson jumps back to the office or home.
Major City Route Pattern
Downtown areas are typically highly concentrated with locations controlled
by a grid of city blocks and streets. Consequently, the downtown segment is
typically a small square or rectangular area allowing accounts to be worked
in a straight-line fashion street by street. Outlying areas are placed in evenly
balanced triangles or pie-shaped quadrants, with one quadrant being covered
at a time in either a straight-line or cloverleaf pattern.
Major City Route Pattern
Downtown areas are typically highly concentrated with locations controlled
by a grid of city blocks and streets. Consequently, the downtown segment is
typically a small square or rectangular area allowing accounts to be worked
in a straight-line fashion street by street. Outlying areas are placed in evenly
balanced triangles or pie-shaped quadrants, with one quadrant being covered
at a time in either a straight-line or cloverleaf pattern.
Tapping Technology and Automation
• Selling technology spurs creativity and innovation
• Streamlines the selling process
• Generates new selling opportunities
• Facilitates communication
• Enhances customer follow-up

Salespeople must not only master the technology itself, but they must also
understand when and where it can be applied most effectively

Computers
• A wide selection of different-sized computers is at the center of most
selling technologies. They provide the production tools for generating
reports, proposals, and graphic-enhanced presentations.
• Spreadsheet applications and database applications facilitate the analysis
of customer accounts and searching for information needed by customers.
• Contact management software enables the salesperson to gather and
organize account information and schedule calls.
Tapping Technology and Automation

Internet & W.W.W.

• Access to the Internet and World Wide Web provide salespeople access to
an assortment of public and corporate networks that enable one to
communicate, research, and access company information and training
from anywhere in the world.

• Using pagers and cell phones puts salespeople in touch with customers,
the home office, and even the family while traveling cross-country or just
walking across the parking lot to make a customer call.
Tapping Technology and Automation

Internet & W.W.W.

• Access to the Internet and World Wide Web provide salespeople access to
an assortment of public and corporate networks that enable one to
communicate, research, and access company information and training
from anywhere in the world.

• Using pagers and cell phones puts salespeople in touch with customers,
the home office, and even the family while traveling cross-country or just
walking across the parking lot to make a customer call.
Tapping Technology and Automation

Internet & W.W.W.

• Access to the Internet and World Wide Web provide salespeople access to
an assortment of public and corporate networks that enable one to
communicate, research, and access company information and training
from anywhere in the world.

• Using pagers and cell phones puts salespeople in touch with customers,
the home office, and even the family while traveling cross-country or just
walking across the parking lot to make a customer call.
DIRECTING THE SALESFORCE
 Leadership refers to the interpersonal process of communicating, inspiring,
guiding, and influencing the behavior of subordinate salespeople towards the
attainment of organizational objects, goals, and values.
L Six important elements:
E • Leadership is interpersonal
A • Leadership relies on influence
D • Sales force leadership

I • Leaders inspire their subordinates

• Leaders espouse ethical and moral values
N
• Leadership relies on communication
G Leadership is an emotional process of exercising psychological, social,
and inspirational influence on the people employed by the firm.
M Management deals with administrative activities that
A include planning, organizing, staffing, directing, and
N controlling the operation of the firm towards the
A attainment of its goals and objectives.
G Sales Management- Managing an organization’s personal
I selling function to include planning, implementing, and
controlling the sales management process.  
N
G
S
U
P Sales Supervision- Sales managers working with
E subordinates, including salespeople and sales staff, on an
R ongoing basis.
Supervising- Directing the sales force, Identify customer
V targets and set call norms, Develop prospect targets,
I Ensure efficient use of time and assets.
S
I
N
G
 Motivating and Rewarding salespeople

Motivation- Mostly believed that the higher the salesperson’s motivation, the
greater the effort and the resulting performance, rewards, and satisfaction-and thus
further motivation. Sales managers must be able to convince salespeople that they
can sell more by working harder or by begun trained to work smarter Sales
managers must be able to convince salespeople that the rewards for better
performance are worth the extra effort.
Motivation- In this stage organization identify the attributes that motivates the
sales executive to perform well. There are two types of incentives given by the
organizations
Types of Incentives:
• FINANCIAL INCENTIVES- Salary package * Flexible expenses *Fringe
benefits etc…
• NON-FINANCIAL BENEFITS- Promotion * Recognition * Awards