Chp 15 Time and Territory
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This document discusses keys to successful sales territory management including defining territories, setting sales quotas, analyzing accounts, allocating time to territories, and calculating return on time invested. Territories group customers or geographical areas and are assigned to salespeople. Quotas may involve sales volume, profit, expenses, activities, and customer satisfaction. Account analysis includes differentiation by annual sales, priority levels, or multiple variables. Time allocation considers accounts, calls, travel, and non-selling activities. Return on time is calculated using break-even analysis of fixed costs, gross profit percentage, and sales required to cover costs.
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The document outlines 16 steps for managing the financial records and transactions of a car showroom as an accountant. Key steps include logging daily sales and purchases, maintaining customer records, generating receipts and bills, paying employees, monitoring expenses, reconciling bank accounts, approving expense reports, preparing financial reports, and analyzing profits to discuss plans for improving the showroom's financial condition.
Territory management
This document discusses territory management and sales force productivity. It notes that selling costs have risen faster than sales volume per salesperson. Salespeople spend only 30% of their time doing face-to-face selling. To improve productivity, the document recommends focusing on high volume accounts and selling time. It also advises not pursuing unprofitable accounts. The concept of cost per call and break even sales volume are introduced to determine the sales needed to cover costs. Different models for allocating selling effort are presented.
Territory management
This document discusses territory management and sales force productivity. It notes that selling costs have risen faster than sales volume per salesperson. Salespeople spend only 30% of their time doing face-to-face selling. To improve productivity, the document recommends focusing on high volume accounts and selling time. It also advises not pursuing unprofitable accounts. The concept of cost per call and break even sales volume are introduced to determine the sales needed to cover costs. Different models for allocating selling effort are presented.
Top 10 Sales Metrics For Effective Sales Performance Management (SPM)
The document discusses top metrics for tracking sales performance. It identifies the top 10 metrics across revenue/expenses, profit/product mix, and data quality. The key metrics are total sales spend to revenue, profit as a percentage of revenue by product, and ensuring quality, accurate, and timely data. Having robust data enables analysis and drives strategic decisions to increase sales performance and revenue.
gtFace: Sales management (presentation)
A Polish automotive company wanted to analyze the effectiveness of its car sales process across its 115 dealerships and 2500 sellers. The solution involved integrating data from various systems into a data warehouse to generate sales management reports. These reports provided insights into weak points and customer journeys for each seller, dealership, and the overall sales network to improve the lengthy 4-month sales process. The technology solution delivered reports to different roles like sales managers, consultants, and importers.
gtFace: Sales Management
A Polish automotive company wanted to analyze the effectiveness of its car sales process across its 115 dealerships and 2500 sellers. The solution involved integrating data from various systems into a data warehouse to generate sales management reports. These reports provided insights into weak points in the sales process and control over the sales process across the entire network. The reports were distributed to various roles like sales managers, call center staff, importers and consultants to improve performance.
Joint account plan jap
This document outlines a joint account plan between retailers and consumer packaged goods (CPG) companies to increase sales, profit, and growth. It discusses changing consumer trends including a shift to modern trade channels and increasing focus on value, green products, and private labels. The plan involves 5 stages of collaboration between the account, supplier, and store teams: 1) gathering knowledge and information on shopper behavior, category performance, and market trends; 2) auditing stores to identify operational issues and opportunities; 3) mapping opportunities and critical issues; 4) researching international best practices; and 5) defining strategies, action plans, objectives, responsibilities, and deadlines by category. The goal is to develop a collaborative plan to deliver agreed upon business
Sales Analytics by Trucon
Discover how comp plans and data driven sales activities should be used to deliver sales to your organization.
Ch7: Controlling the Salesforce
The document discusses various aspects of controlling the salesforce, including salesforce expense plans, salesforce audits, evaluating sales organization effectiveness, and controlling salesperson performance. It covers criteria for effective expense plans, types of plans, purposes of audits and the evaluation process. It also explains analyzing sales, costs, profits and productivity to evaluate effectiveness, and setting standards, reviewing performance, and taking actions to control salesperson performance. Finally, it discusses ethical, social and legal responsibilities of sales managers.
Ch4 management of sales territories and quotas
The document summarizes methods for designing sales territories and setting sales quotas. It discusses procedures for designing territories using build-up and breakdown methods to equalize workload or sales potential across territories. Quotas can be set using total market estimates, territory potential, past sales experience, executive judgement, salespeople's estimates, or to fit compensation plans. Combination quotas are also used to control multiple performance metrics.
Ch4 090721090522-phpapp01
The document summarizes methods for designing sales territories and setting sales quotas. It discusses procedures for designing territories using build-up and breakdown methods to equalize workload or sales potential across territories. Quotas can be set using total market estimates, territory potential, past sales experience, executive judgement, salespeople's estimates, or to fit compensation plans. Combination quotas are also used to control multiple performance metrics.
Ch4: Management of Sales Territories and Quotas
The document discusses managing sales territories, quotas, and performance. It covers designing sales territories, assigning salespeople, and managing territorial coverage through routing, scheduling, and time management tools. It also discusses the different types of sales quotas used, including sales volume, financial, and activity quotas. Finally, it outlines several methods for setting sales quotas, including using total market estimates, territory potential, past sales experience, and executive judgement. Companies should select a few realistic quotas and administer them flexibly.
Day 3,4 sales & didtri sess 6
This document discusses controlling and evaluating salesforce performance. It covers several topics in 3 paragraphs or less:
1. It discusses criteria for effective salesforce expense plans and four types of plans: salespeople pay all, company pays all, company partially pays, and combination plans.
2. It describes the purpose and process of salesforce audits to assess performance and recommend improvements. Key aspects include analyzing what happened, why, and what to do about issues.
3. It outlines methods to evaluate salesforce effectiveness through sales, cost, profitability and productivity analysis. This includes techniques like hierarchical sales analysis and contribution approach to profitability analysis.
How Marketing Becomes a Revenue Center: A 10-Step Approach to Full Funnel Growth
The expectations for how Marketing contributes to a company has evolved over the years. No longer is it enough to run campaigns and uncover early-stage prospects and hand-raisers. Success is now measured across all levels of the revenue funnel.
The goals for the Marketing team at LiveRamp extend beyond filling the top of the funnel with new leads. Their mission is to drive growth across the entire sales funnel and, in doing so, accelerate the acquisition of net-new customers and expand the company’s sales footprint within existing customers.
Watch this Webinar featuring Ben Coffee, Head of Marketing Operations at LiveRamp as he reveals the 10-step approach that his team employed to produce 10X growth in annual revenue and a 25X increase in greater customer lifetime value over a 2-year period. The Marketing team’s successful execution of this strategy and the clear, measurable impact it had on the company’s growth helped cement their role as an important revenue center within the company.
Income statement
This is a basic understanding of Income Statement in business. Slides can be used for IGCSE Business Studies Revision.
Sales Pipeline Explained & Sales Pipeline Stages
This presentation examines how you can manage & grow sales with a sales pipeline set up with the proper sales pipeline stages and how to master sales pipeline management.
Resources & Links:
iDeal Sales CRM: https://idealcrm.app/
Sales Pipeline Full Article: https://idealcrm.app/construction-sales/sales-pipeline-stages-explained-b2b/
Sales Pipeline Excel Download: https://idealcrm.app/wp-content/uploads/Sales-Pipeline-Excel.xlsx
-------------
One of the best ways to keep track of sales is with a sales pipeline - an important tool that helps you manage and grow sales.
What We Cover:
- Sales Pipeline Definition
- Sales Pipeline vs Sales Funnel
- Sales Pipeline Management Best Practices
- Sales Pipeline Stages
- Sales Pipeline Stages Example
- Sales Pipeline Software
- Sales Pipeline Excel Template - free download
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Chapter 13 Closing the Call
The document discusses various techniques for closing a sale, including reading buying signals, using multiple closes, handling objections, and leaving the door open if a sale is not made. It provides examples of specific closing techniques like alternative choice closes and outlines a process of closing, addressing objections, and closing again if needed using a multiple close sequence. The key is determining when a prospect is ready to buy and having different closing strategies prepared.
Chp 12 Prospects Objections ppt
The document discusses techniques for handling objections in sales presentations. It begins by defining objections as opposition or resistance from prospects. It then outlines basic strategies for anticipating and addressing objections such as listening fully, understanding the type of objection, and having a plan to overcome objections. The document categorizes objections and describes techniques for meeting objections like dodging, rephrasing, denial, compensation, and third party validation. It emphasizes using trial closes after objections to determine if any remain before attempting to close the sale. If an objection cannot be overcome, alternatives include focusing on other benefits, admitting limitations, or accepting that the prospect may not buy at this time.
Chp 11 Great Sales Presos ppt
The document discusses elements of an effective sales presentation, including:
1) Using features, advantages, and benefits (FABs) to discuss the product and how it meets customer needs and increases profits.
2) Explaining the marketing plan and business proposition to show customers value.
3) Employing techniques like proof statements, visual aids, dramatization, demonstrations, and participation to capture attention and involve customers.
Chp 10 Strategic Presenting
The document discusses different approaches and techniques for opening a sales presentation. It emphasizes that the approach is an important first step and can determine the success of the overall presentation and sale. Some key points:
- The approach involves meeting, greeting, and building rapport with the potential customer.
- It should place the customer's interests first and avoid losing the sale or damaging the relationship.
- Common approach categories include opening with a statement, demonstration, or question. The situation and customer's needs will influence the best approach.
- Questions can be direct, nondirective, rephrasing, or redirecting. The SPIN technique uses multiple questions without initially mentioning the product.
- It's important
Chp 9 Sales Preso Methods ppt
The document discusses various sales presentation methods including memorized, formula, need-satisfaction, and problem-solution approaches. It provides details on when each method is best to use based on factors like knowledge of the customer, sales objective, product type, and complexity of the selling situation. Guidelines are provided for group presentations, negotiating techniques, and selecting the optimal presentation method and approach.
Chp 8 Planning Sales Call ppt
The document discusses the importance of planning sales calls. It recommends:
1) Planning every aspect of the sales call to be organized and prepared.
2) Developing a customer profile and benefits plan tailored to each customer's unique needs and problems.
3) Creating a sales presentation that follows the customer's mental steps and builds attention, interest, desire, and conviction to purchase through demonstrating how the product solves problems or fulfills needs.
Chp 7 Prospecting & Referrals
The document discusses the importance of prospecting for salespeople. It states that prospecting is identifying potential customers and converting leads into qualified prospects. Prospecting involves finding leads, setting appointments to sell to prospects, and following up on past customers. Referrals are also important for prospecting as they reduce the need to cold call and build trust. The document provides various prospecting methods and guidelines for overcoming reluctance to prospect.
Chp 6 Sales Knowledge ppt
The document provides an overview of key topics related to sales knowledge, including customers, products, technologies, and channels. It discusses the importance of being an expert on products and customers, and how knowledge builds relationships and leads to more sales. Specific areas of sales knowledge are outlined, such as knowing the company, products, resellers, advertising, pricing, competition, and technology. The role of various sales tools like pricing sheets, discounts, markups, and return on investment are also summarized.
Chp 6 sales knowledge ppt
The document provides an overview of key topics related to sales knowledge, including customers, products, technologies, and channels. It discusses the importance of being an expert on products and customers, and how knowledge builds relationships and leads to more sales. Specific areas of sales knowledge covered include the company, products, resellers, advertising, promotions, pricing, competition, technology, and financial metrics. The document emphasizes gaining a thorough understanding across many areas in order to effectively sell to customers.
Chapter 5 -Relationshp Building
The document discusses effective communication techniques for salespeople, including using words, body language, visual aids, and listening. It emphasizes the importance of nonverbal communication and outlines factors that can act as barriers to communication like differences in perception and information overload. It also provides tips for maintaining control in a sales presentation through persuasive communication, empathy, feedback, and creating trust with customers.
Chapter 4 Psychology of Selling ppt
The document discusses techniques for emphasizing benefits when selling to customers. It introduces the FAB (Feature-Advantage-Benefit) approach for highlighting the key selling points of a product. Features are physical characteristics, advantages are performance characteristics, and benefits are favorable results that address customer needs. Using a trial close and the SELL (Show-Explain-Lead-Let) sequence can help determine customer needs and objections. Adaptive selling involves identifying a customer's personality style and adapting the presentation approach accordingly.
Chapter 3 Ethics First ppt
The document discusses management's social responsibilities and ethical guidelines. It outlines that social responsibility means making choices that benefit society as well as the organization. Organizations have responsibilities to various stakeholders and should act legally, ethically, and contribute to the community. Ethical behavior is influenced by an individual's moral development level and organizations should establish clear ethical policies and codes of conduct.
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The document discusses the key concepts of marketing, including the marketing mix (product, price, place, promotion), relationship marketing, and consultative selling. It defines marketing as activities that create and deliver value for customers. Relationship marketing aims to establish long-term collaborative relationships with major customers through continuous engagement. Consultative selling helps customers achieve goals through sharing information and jointly working toward common objectives.
Chp1 Salespeople Careers
The document provides an overview of personal selling and the sales profession. It defines personal selling as unselfishly persuading someone to buy something that satisfies their needs. It discusses that salespeople are paid to sell products and services to fulfill customer needs and help organizations grow. It also outlines the steps in the customer relationship selling process, including prospecting, presenting, handling objections, and following up with customers after the sale.
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Chp 15 Time and Territory
- 1. Time, Territory, and Self- Management: Keys to Success Chapter 15
- 2. 15-2 Customers Form Sales Territories A sales territory comprises a group of customers or a geographical area assigned to a salesperson
- 3. 15-3 Exhibit 15.1: Reasons Companies Develop and Use Sales Territories
- 4. 15-4 Elements of Time and Territory Management Salesperson’s sales quota (goals) may involve: Sales volume quotas Profit quotas Expense quotas Activity quotas Customer satisfaction scores
- 5. 15-5 Elements of Time and Territory Management, cont… Account analysis: The undifferentiated selling approach (Exhibit 15-3) The account segmentation approach (Exhibit 15-6) ELMS system 80/20 principle Multiple selling strategies Multivariable account segmentation (Exhibit 15-7)
- 6. 15-6 Exhibit 15.3: Undifferentiated Selling Approach Slide 15-11
- 7. 15-7 Exhibit 15.4: Account Segmentation Based on Yearly Sales E.L.M.S.
- 8. 15-8 Exhibit 15.6: Account Segmentation Approach Slide 15-11
- 9. 15-9 Exhibit 15.7: Multivariable Account Segmentation Slide 15-11
- 10. 15-10 Elements of Time and Territory Management, cont... Territory-time allocation Basic factors to consider 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 Nonselling time Return on time invested
- 11. 15-11 Elements of Time and Territory Management Cont… Territory-time allocation Sales response function 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
- 12. 15-12 Exhibit 15.8: Account Time Allocation by Salesperson * every 3 months
- 13. 15-13 Return on Time Invested Break-even analysis Salesperson’s Fixed Costs/Gross Profit % Direct Costs = Salary – (Transportation + Expenses) Gross Profit % = Gross Profit / Sales Gross Profit = Sales – Cost of Goods Sold If salesperson sells X amount of merchandise, it covers the direct costs Sales territory is a cost and revenue generating profit center
- 14. 15-14 Return on Time Invested Break-even analysis Per Hour Cost Per Hour/Gross Profit % Cost Per Hour = Direct costs/Yearly Hours worked Salesperson must sell $$ per hour in goods/services to break even