Time, Territory, and SelfManagement: Keys to Success
McGraw-Hill/Irwin
Copyright © 2007 by The McGraw-Hill Companies, Inc. All
Chapter
14
Main Topics
The Tree of Business Life: Time
Customers Form Sales Territories
Elements of Time and Territory Management
14-2
Chapter
14
The Tree of Business Life: Time
True
Et
h ic
al
ce
rvi
Se
T
T T
T T TT
T T T T
Builds
I
View your territory as a business
Treat customers differently
Relationships
T
Guided by The Golden
Rule:
Rule
C
depending on their needs
Value the customer’s time
Realize that how you spend your
time determines your life
Use your life to serve others and
enjoy a wonderful, fulfilling life
Seek, knock, ask, serve, and see
that ethical service build true
relationships
Customers Form Sales Territories
Customers Form Sales Territories
Sales Territory
Comprises a group of
customers or a geographical
area assigned to a salesperson
+ potential customers
Customers Form Sales Territories
Why establish sales territories?
To obtain thorough coverage of the market
To establish each salesperson’s responsibilities
To evaluate performance
To improve customer relations
To reduce sales expense
To allow better matching of salesperson to customer’s needs
To benefit both salespeople and the company – reach company’s sales objectives
Why Sales Territories May Not Be
Developed
Salespeople may be more motivated if not
restricted by a particular territory.
The company may be too small to be
concerned with segmenting the market
into sales areas.
Not enough time or knowledge
Exhibit 14-2: Elements of Time and
Territory Management for the Salesperson
Salesperson’s
Salesperson’s territory’s
territory’s
sales
sales quota
quota
Salesperson’s Sales Quota
The salesperson’s manager typically
establishes the total sales quota.
Proper territory management by the
salesperson is an important factor in
reaching the sales quota.
Exhibit 14-2: Elements of Time and Territory
Management for the Salesperson, cont…
Salesperson’s
Salesperson’s territory’s
territory’s
sales
sales quota
quota
Account
Account analysis
analysis
Account Analysis
The undifferentiated selling approach
(Exhibit 14-3)
The account segmentation approach
(Exhibit 14-6)
ELMS system
80/20 principle
Multiple selling strategies
Multivariable account segmentation
(Exhibit 14-7)
Account Segmentation
1. Key Account
a. Buys over $200,000 annually
b. Loss would substantially affect profitability
2. Unprofitable Account
a. Buys less than $1,000 annually
b. Little potential to increase purchases
3. Regular Account
a. All other customers
Exhibit 14-3: Undifferentiated Selling
Approach
Slide 15-11
Exhibit 14-4: Account Segmentation Based
on Yearly Sales
Exhibit 14-5: Basic Segmentation of
Accounts
Exhibit 14-6: Account Segmentation
Approach
Slide 15-11
Exhibit 14-7: Multivariable Account
Segmentation
Slide 15-11
Exhibit 14-2: Elements of Time and Territory
Management for the Salesperson, cont…
Salesperson’s
Salesperson’s territory’s
territory’s
sales
sales quota
quota
Account
Account analysis
analysis
Set
Set account
account objectives
objectives
and
and sales
sales quotas
quotas
Develop Account Objectives and Sales
Quotas
Sales volume quotas
Profit quotas
Expense quotas
Activity quotas
Customer satisfaction scores
Exhibit 14-2: Elements of Time and Territory
Management for the Salesperson, cont…
Salesperson’s
Salesperson’s territory’s
territory’s
sales
sales quota
quota
Account
Account analysis
analysis
Set
Set account
account objectives
objectives
and
and sales
sales quotas
quotas
Territory-time
Territory-time allocation
allocation
Territory-Time Allocation
Seven basic factors to consider:
1.
2.
3.
4.
5.
6.
7.
Number of accounts in the territory
Number of sales calls made on customers
Time required for each sales call
Frequency of customer sales calls
Travel time around the territory
Non-selling time
Return on time invested
Territory-time allocation, cont...
Sales response function:
The salesperson invests sales time in direct
proportion to the actual or potential sales that the
account represents.
The most productive number of calls is reached at
the point at which additional calls do not increase
sales.
The relationship of sales volume to sales calls is
the sales response function of the customer to the
salesperson’s calls.
Exhibit 14-8: Account Time Allocation by
Salesperson
* every 3 months
Return on Time Invested
Time is a scarce resource
Break-even analysis to analyze costs:
Breakeven Point ($)
= Salesperson’s fixed costs / Percentage of
gross profit
Return on Time Invested
The management of time
Plan by the day, week, and month
Qualify the prospect
Use waiting time
Have a productive lunchtime
Records and reports