This presentation is delivered in MBA Institutes to teach young learners about .
1. Basis of Allocating Sales Territories
2. Basis of Allocating Sales Quota or Sales Targets
The document discusses sales territories and sales quotas. It defines a sales territory as a geographical area assigned to a salesperson or team to target customers. Sales quotas set targets for salespeople to achieve within a given period. There are different methods for setting quotas based on factors like sales forecasts, sales potential, and salesperson input. Setting achievable but challenging quotas can motivate salespeople to help meet company sales goals.
1) Setting up sales territories and time management helps salespeople work more efficiently and effectively. It allows for better market coverage, reduced costs, and improved customer service.
2) When salespeople are responsible for specific territories, it increases accountability. Properly sized territories allow for adequate coverage while minimizing transportation and other costs.
3) Companies must carefully determine territory boundaries and assign the right salespeople based on their skills, experience, and other qualities to maximize performance. Minimizing changes over time helps maintain strong customer relationships and salesforce morale.
This is not an end-all-be-all primer for Territory Management - it was developed for a very specific situation to fix a very specific business problem.
This document discusses establishing sales territories and time management for salespeople. It outlines reasons for establishing sales territories, such as facilitating planning and controlling of sales, enhancing market coverage, and strengthening customer relations. Geographic areas, account analysis, workload analysis, and salesperson characteristics are factors considered when setting up sales territories. The document also addresses challenges in scheduling salesperson time, such as deciding which accounts to visit and allocating time between selling, paperwork and customers. It recommends maximizing productive time by avoiding time traps, setting goals, and evaluating time allocation.
The Presentation delivered at MBA Institutes deals with
1. Basis of Sales Territories Allocation
2. Basis of Sales Quota/ Target Allocation
Rich insights with interesting presentation made so that no participant can sleep
Master Territory Management- Map Your Sales Territories Like a Billion Dollar...Kevin Baldacci
Territory planning is important for maximizing sales revenue and ensuring all market segments are covered. The document discusses five key pillars for territory planning: analyze customer data and skills, balance resources across segments, empower sales managers, assign territories, and refine as needed. It provides examples from Salesforce, such as matching skill levels to account complexity, balancing full-time employees across the customer pyramid, and getting input from managers on territory definitions. Effective territory planning can reduce costs and motivate representatives, while poor planning can hurt performance and coverage.
The document discusses management of sales territories and quotas. It covers procedures for designing sales territories using build-up and breakdown methods. Factors considered when assigning salespeople to territories include ability and effectiveness in the territory. Managing territorial coverage involves planning routes, scheduling time, and using time management tools. Sales quotas are set as goals for sales units and types include sales volume, financial, activity, and combination quotas. Methods used to set quotas include total market estimates, territory potential, past sales experience, executive judgement, salespeople's estimates, and compensation plans.
This document summarizes the key benefits of establishing sales territories, which include increasing market coverage, controlling expenses, improving performance evaluation and customer relations, and increasing effectiveness. It then outlines the basic steps for setting up a sales territory system, such as selecting a control unit like a city or district, finding locations and customers, and deciding on territories either through a build-up or breakdown method. The presentation concludes by discussing assigning salespeople to territories and managing territorial coverage going forward.
The document discusses sales territories and sales quotas. It defines a sales territory as a geographical area assigned to a salesperson or team to target customers. Sales quotas set targets for salespeople to achieve within a given period. There are different methods for setting quotas based on factors like sales forecasts, sales potential, and salesperson input. Setting achievable but challenging quotas can motivate salespeople to help meet company sales goals.
1) Setting up sales territories and time management helps salespeople work more efficiently and effectively. It allows for better market coverage, reduced costs, and improved customer service.
2) When salespeople are responsible for specific territories, it increases accountability. Properly sized territories allow for adequate coverage while minimizing transportation and other costs.
3) Companies must carefully determine territory boundaries and assign the right salespeople based on their skills, experience, and other qualities to maximize performance. Minimizing changes over time helps maintain strong customer relationships and salesforce morale.
This is not an end-all-be-all primer for Territory Management - it was developed for a very specific situation to fix a very specific business problem.
This document discusses establishing sales territories and time management for salespeople. It outlines reasons for establishing sales territories, such as facilitating planning and controlling of sales, enhancing market coverage, and strengthening customer relations. Geographic areas, account analysis, workload analysis, and salesperson characteristics are factors considered when setting up sales territories. The document also addresses challenges in scheduling salesperson time, such as deciding which accounts to visit and allocating time between selling, paperwork and customers. It recommends maximizing productive time by avoiding time traps, setting goals, and evaluating time allocation.
The Presentation delivered at MBA Institutes deals with
1. Basis of Sales Territories Allocation
2. Basis of Sales Quota/ Target Allocation
Rich insights with interesting presentation made so that no participant can sleep
Master Territory Management- Map Your Sales Territories Like a Billion Dollar...Kevin Baldacci
Territory planning is important for maximizing sales revenue and ensuring all market segments are covered. The document discusses five key pillars for territory planning: analyze customer data and skills, balance resources across segments, empower sales managers, assign territories, and refine as needed. It provides examples from Salesforce, such as matching skill levels to account complexity, balancing full-time employees across the customer pyramid, and getting input from managers on territory definitions. Effective territory planning can reduce costs and motivate representatives, while poor planning can hurt performance and coverage.
The document discusses management of sales territories and quotas. It covers procedures for designing sales territories using build-up and breakdown methods. Factors considered when assigning salespeople to territories include ability and effectiveness in the territory. Managing territorial coverage involves planning routes, scheduling time, and using time management tools. Sales quotas are set as goals for sales units and types include sales volume, financial, activity, and combination quotas. Methods used to set quotas include total market estimates, territory potential, past sales experience, executive judgement, salespeople's estimates, and compensation plans.
This document summarizes the key benefits of establishing sales territories, which include increasing market coverage, controlling expenses, improving performance evaluation and customer relations, and increasing effectiveness. It then outlines the basic steps for setting up a sales territory system, such as selecting a control unit like a city or district, finding locations and customers, and deciding on territories either through a build-up or breakdown method. The presentation concludes by discussing assigning salespeople to territories and managing territorial coverage going forward.
Territory management planning with sales basicsFurqan Ahmad
This document discusses territory management and sales planning. It defines territory management as planning, implementing, and controlling salespeople's activities within assigned territories to maximize sales and profits. The document outlines objectives of understanding territory management and identifying gaps. It then discusses components of territory management planning, including designing customer-based sales territories, distributor stock management, daily sales reporting agreements, and analyzing meeting reports to fill information gaps. Steps in journey planning like mapping accounts and balancing workloads are also summarized.
Sales Territory Design should support your sales strategy. In this presentation by Sales benchmark Index, you will learn the 3 goals of territory design and how to choose the one that best supports your strategy.
A sales territory groups customers and prospects and assigns them to an individual salesperson. Territories are established to thoroughly cover the market, establish salesperson responsibility, evaluate performance, improve customer relations, reduce expenses, and match salespeople to customers, benefiting both. Territories are designed by selecting a basic geographical control unit, determining sales potential in each unit, tentatively establishing territories, evaluating customer contact plans, and assigning territories. Territories are then evaluated and revised as needed based on factors such as customer numbers, locations, sizes, call times, frequencies, and travel times.
This document discusses sales territories and how to design them. It defines a sales territory as a geographic area assigned to a salesperson consisting of current and potential customers. There are several reasons for setting up sales territories, such as increasing market coverage and improving salesforce performance. The document outlines the key steps in designing sales territories including selecting a control unit, finding locations and customers, and deciding on basic territories using either a build or breakdown method. It also discusses assigning salespeople to territories, managing territory coverage through routing and scheduling, and time management tools.
The document discusses sales quotas, which are sales goals set for sales representatives or divisions. It describes different methods for setting quotas, such as based on historical sales, market potential, or specific account opportunities. Setting quotas effectively helps motivate sales efforts while avoiding unrealistic targets. The document also covers challenges in administering quotas and provides tips for setting quotas realistically and communicating goals clearly to sales representatives.
The document provides guidance on developing an effective territory management plan. It emphasizes assigning accounts to salespeople based on account potential and salesperson skills. Key elements include determining each account's available business, prioritizing accounts, establishing sales targets, and deploying resources. The document stresses involving salespeople to develop sustainable plans that maximize operating plan goals.
Territory management involves defining sales territories based on geography, industry, products or named accounts. High performing sales teams manage their territories like businesses by building sales pipelines, advancing opportunities, and growing account relationships. An effective territory business plan defines the territory, assesses performance, analyzes the landscape of customers, opportunities, partners and competitors, and outlines growth and action strategies. Good territory management typically results in a target-rich environment where the manager is selecting, growing and winning customers and opportunities.
Territory management involves assigning geographical areas to salespeople with existing and potential customers. This allows for better customer coverage, increased sales, and equitable rewards while reducing travel costs. Effective territory design considers sufficient potential, reasonable size, adequate coverage, and minimal impediments. Territories are developed by identifying objectives and criteria, then bases like geography, service needs, potential, and workload. Territories are assigned and operated through routing methods and scheduling. Representatives provide effective coverage, know decision makers, balance account types, update information, find prospects, and monitor competitors. Proper territory management is essential for companies to achieve their objectives.
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.
Ch4 management of sales territories and quotaspinkeshparvani
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.
Sales territory and management of sales quotasanjay_sarkar
Here are two potential issues when salespeople are asked to set their own quotas:
1. Overly ambitious quotas: Salespeople may be overly optimistic and set quotas too high without properly considering market realities and limitations. This could lead to missed quotas and demotivation.
2. Lack of objectivity: Salespeople may set quotas that are too low in order to easily achieve them and earn incentives, rather than having ambitious yet realistic targets. This does not truly push performance and may not be in the best interests of the company.
A sales territory is a grouping of customers and prospects assigned to an individual salesperson. There are several reasons for establishing sales territories, including providing proper market coverage, controlling selling expenses, assisting in evaluating sales personnel, contributing to sales force morale, and aiding in coordination of personal selling and advertising. Procedures for setting up sales territories involve selecting a basic geographical control unit, determining sales potential in each unit, combining units into tentative territories, adjusting territories for differences in coverage difficulty, and deciding assignment of sales personnel.
The document discusses managing sales territories and quotas. It covers designing sales territories using build-up and breakdown methods, assigning salespeople to territories, and managing territorial coverage through routing, scheduling, and time management tools. It also discusses objectives and types of sales quotas, including volume, financial, activity, and combination quotas. Finally, it outlines several methods for setting sales quotas such as using total market estimates, territory potential, past sales experience, executive judgement, salespeople's estimates, and compensation plans.
The document discusses how companies manage sales territories and quotas, including how they design sales territories to optimize coverage and evaluate performance, plan efficient routes and schedules for salespeople, and set quotas to motivate salesforce and identify strengths and weaknesses. Territories are assigned based on geographic areas and customers, while quotas are set using various methods like past sales, market estimates, and salesperson input to be realistic goals.
This document discusses territory management in pharmaceutical sales. It defines a sales territory as a geographical area assigned to a Medical Promotion Officer comprising present and potential customers (doctors and chemists). Territory management involves planning, which can be short-term or long-term, strategic or operational. Elements that determine a territory include customers, geography, competitors, market size, and healthcare institutions. The benefits of good territory design include enhanced customer coverage, reduced costs, equitable rewards, and increased sales and morale. Developing a territory action plan involves analyzing customers, setting objectives, allocating time, scheduling calls, planning routes, and evaluating the plan.
This document discusses the management of sales territories. It defines a sales territory as a group of present and potential customers assigned to a salesperson, team, branch, dealer, or other marketing organization for a given period of time. Managing sales territories effectively has several advantages, such as ensuring better market coverage, utilizing the salesforce efficiently, controlling costs, and optimizing salespeople's time. The document outlines factors that influence modifying territories and different shapes territories can take. It also discusses strategic planning matrices to analyze opportunity levels and allocate resources accordingly.
Sales quota by sani gandhi, Brcm, suratSunny Gandhi
This document discusses sales quotas, including:
- Sales quotas are quantitative objectives assigned to sales units and personnel to specify desired performance levels for sales volume.
- The objectives of quotas are to set quantitative performance standards, control sales and expenses, and motivate desired performance.
- There are different types of quotas including sales volume quotas, budget quotas, activity quotas, and combination quotas. Sales volume quotas can be set for rupee sales, unit sales, or point sales.
The document discusses management of sales territories and quotas. It describes how companies design sales territories by dividing geographic areas into regions assigned to individual salespeople. Territories are designed to maximize customer coverage and evaluate salesforce performance. Quotas set sales goals for territories to motivate salespeople and control performance. Companies use various methods like analyzing past sales, territory potential, and executive judgement to set realistic quotas.
This presentation discusses prioritizing sales territory management activities to maximize results. It recommends first managing existing customers by introducing yourself at every interaction, understanding their experience and identifying areas for improvement. Second, identify target prospects by making a list with the sales team and pursuing those with the greatest potential first. Finally, measures like registering complaints, listening, understanding problems, providing solutions, and getting feedback can help build and strengthen relationships with both existing and prospective customers.
Sales Force Structure at Hindusthan Coca Cola Pvt LtdSayan Chakraborty
The document describes the organizational structure and sales roles at Hindusthan Coca Cola Pvt Ltd. It outlines the different roles like regional sales manager, area sales manager, sales executives, and presellers. It also discusses objectives, strategies, programs like RED, recruitment and training processes, performance management, and recommendations to improve coverage and address issues.
When You Suddenly Realize The Sales Process Is BrokenTenbound
The sales process at VanillaSoft was broken, with missed targets, poor conversion rates, and difficulty hiring quality salespeople. An audit found issues with lead quality from marketing, sales staffing and training, and lack of a clearly defined sales process. Consultants were hired to audit the sales structure and performance, and make recommendations. Key changes included focusing on the ideal customer profile, revising sales roles and compensation, improving hiring and training, implementing a best-in-class sales methodology with clear stages and activity tracking, and providing sales reps the right technology stack. The recommendations aimed to get the sales process back on track and scaling properly.
Territory management planning with sales basicsFurqan Ahmad
This document discusses territory management and sales planning. It defines territory management as planning, implementing, and controlling salespeople's activities within assigned territories to maximize sales and profits. The document outlines objectives of understanding territory management and identifying gaps. It then discusses components of territory management planning, including designing customer-based sales territories, distributor stock management, daily sales reporting agreements, and analyzing meeting reports to fill information gaps. Steps in journey planning like mapping accounts and balancing workloads are also summarized.
Sales Territory Design should support your sales strategy. In this presentation by Sales benchmark Index, you will learn the 3 goals of territory design and how to choose the one that best supports your strategy.
A sales territory groups customers and prospects and assigns them to an individual salesperson. Territories are established to thoroughly cover the market, establish salesperson responsibility, evaluate performance, improve customer relations, reduce expenses, and match salespeople to customers, benefiting both. Territories are designed by selecting a basic geographical control unit, determining sales potential in each unit, tentatively establishing territories, evaluating customer contact plans, and assigning territories. Territories are then evaluated and revised as needed based on factors such as customer numbers, locations, sizes, call times, frequencies, and travel times.
This document discusses sales territories and how to design them. It defines a sales territory as a geographic area assigned to a salesperson consisting of current and potential customers. There are several reasons for setting up sales territories, such as increasing market coverage and improving salesforce performance. The document outlines the key steps in designing sales territories including selecting a control unit, finding locations and customers, and deciding on basic territories using either a build or breakdown method. It also discusses assigning salespeople to territories, managing territory coverage through routing and scheduling, and time management tools.
The document discusses sales quotas, which are sales goals set for sales representatives or divisions. It describes different methods for setting quotas, such as based on historical sales, market potential, or specific account opportunities. Setting quotas effectively helps motivate sales efforts while avoiding unrealistic targets. The document also covers challenges in administering quotas and provides tips for setting quotas realistically and communicating goals clearly to sales representatives.
The document provides guidance on developing an effective territory management plan. It emphasizes assigning accounts to salespeople based on account potential and salesperson skills. Key elements include determining each account's available business, prioritizing accounts, establishing sales targets, and deploying resources. The document stresses involving salespeople to develop sustainable plans that maximize operating plan goals.
Territory management involves defining sales territories based on geography, industry, products or named accounts. High performing sales teams manage their territories like businesses by building sales pipelines, advancing opportunities, and growing account relationships. An effective territory business plan defines the territory, assesses performance, analyzes the landscape of customers, opportunities, partners and competitors, and outlines growth and action strategies. Good territory management typically results in a target-rich environment where the manager is selecting, growing and winning customers and opportunities.
Territory management involves assigning geographical areas to salespeople with existing and potential customers. This allows for better customer coverage, increased sales, and equitable rewards while reducing travel costs. Effective territory design considers sufficient potential, reasonable size, adequate coverage, and minimal impediments. Territories are developed by identifying objectives and criteria, then bases like geography, service needs, potential, and workload. Territories are assigned and operated through routing methods and scheduling. Representatives provide effective coverage, know decision makers, balance account types, update information, find prospects, and monitor competitors. Proper territory management is essential for companies to achieve their objectives.
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.
Ch4 management of sales territories and quotaspinkeshparvani
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.
Sales territory and management of sales quotasanjay_sarkar
Here are two potential issues when salespeople are asked to set their own quotas:
1. Overly ambitious quotas: Salespeople may be overly optimistic and set quotas too high without properly considering market realities and limitations. This could lead to missed quotas and demotivation.
2. Lack of objectivity: Salespeople may set quotas that are too low in order to easily achieve them and earn incentives, rather than having ambitious yet realistic targets. This does not truly push performance and may not be in the best interests of the company.
A sales territory is a grouping of customers and prospects assigned to an individual salesperson. There are several reasons for establishing sales territories, including providing proper market coverage, controlling selling expenses, assisting in evaluating sales personnel, contributing to sales force morale, and aiding in coordination of personal selling and advertising. Procedures for setting up sales territories involve selecting a basic geographical control unit, determining sales potential in each unit, combining units into tentative territories, adjusting territories for differences in coverage difficulty, and deciding assignment of sales personnel.
The document discusses managing sales territories and quotas. It covers designing sales territories using build-up and breakdown methods, assigning salespeople to territories, and managing territorial coverage through routing, scheduling, and time management tools. It also discusses objectives and types of sales quotas, including volume, financial, activity, and combination quotas. Finally, it outlines several methods for setting sales quotas such as using total market estimates, territory potential, past sales experience, executive judgement, salespeople's estimates, and compensation plans.
The document discusses how companies manage sales territories and quotas, including how they design sales territories to optimize coverage and evaluate performance, plan efficient routes and schedules for salespeople, and set quotas to motivate salesforce and identify strengths and weaknesses. Territories are assigned based on geographic areas and customers, while quotas are set using various methods like past sales, market estimates, and salesperson input to be realistic goals.
This document discusses territory management in pharmaceutical sales. It defines a sales territory as a geographical area assigned to a Medical Promotion Officer comprising present and potential customers (doctors and chemists). Territory management involves planning, which can be short-term or long-term, strategic or operational. Elements that determine a territory include customers, geography, competitors, market size, and healthcare institutions. The benefits of good territory design include enhanced customer coverage, reduced costs, equitable rewards, and increased sales and morale. Developing a territory action plan involves analyzing customers, setting objectives, allocating time, scheduling calls, planning routes, and evaluating the plan.
This document discusses the management of sales territories. It defines a sales territory as a group of present and potential customers assigned to a salesperson, team, branch, dealer, or other marketing organization for a given period of time. Managing sales territories effectively has several advantages, such as ensuring better market coverage, utilizing the salesforce efficiently, controlling costs, and optimizing salespeople's time. The document outlines factors that influence modifying territories and different shapes territories can take. It also discusses strategic planning matrices to analyze opportunity levels and allocate resources accordingly.
Sales quota by sani gandhi, Brcm, suratSunny Gandhi
This document discusses sales quotas, including:
- Sales quotas are quantitative objectives assigned to sales units and personnel to specify desired performance levels for sales volume.
- The objectives of quotas are to set quantitative performance standards, control sales and expenses, and motivate desired performance.
- There are different types of quotas including sales volume quotas, budget quotas, activity quotas, and combination quotas. Sales volume quotas can be set for rupee sales, unit sales, or point sales.
The document discusses management of sales territories and quotas. It describes how companies design sales territories by dividing geographic areas into regions assigned to individual salespeople. Territories are designed to maximize customer coverage and evaluate salesforce performance. Quotas set sales goals for territories to motivate salespeople and control performance. Companies use various methods like analyzing past sales, territory potential, and executive judgement to set realistic quotas.
This presentation discusses prioritizing sales territory management activities to maximize results. It recommends first managing existing customers by introducing yourself at every interaction, understanding their experience and identifying areas for improvement. Second, identify target prospects by making a list with the sales team and pursuing those with the greatest potential first. Finally, measures like registering complaints, listening, understanding problems, providing solutions, and getting feedback can help build and strengthen relationships with both existing and prospective customers.
Sales Force Structure at Hindusthan Coca Cola Pvt LtdSayan Chakraborty
The document describes the organizational structure and sales roles at Hindusthan Coca Cola Pvt Ltd. It outlines the different roles like regional sales manager, area sales manager, sales executives, and presellers. It also discusses objectives, strategies, programs like RED, recruitment and training processes, performance management, and recommendations to improve coverage and address issues.
When You Suddenly Realize The Sales Process Is BrokenTenbound
The sales process at VanillaSoft was broken, with missed targets, poor conversion rates, and difficulty hiring quality salespeople. An audit found issues with lead quality from marketing, sales staffing and training, and lack of a clearly defined sales process. Consultants were hired to audit the sales structure and performance, and make recommendations. Key changes included focusing on the ideal customer profile, revising sales roles and compensation, improving hiring and training, implementing a best-in-class sales methodology with clear stages and activity tracking, and providing sales reps the right technology stack. The recommendations aimed to get the sales process back on track and scaling properly.
The document summarizes the sales organization and distribution process of ITC Limited, an Indian conglomerate company. It outlines ITC's product lines and some of its premier brands. It then describes the sales organization structure, distribution channels, territory alignment, roles and responsibilities of salespeople, and the sales process. It also discusses sales force training and development programs as well as performance management and challenges faced.
This document discusses the roles and responsibilities of effective sales executives. It outlines that sales executives must analyze information, apply judgment to find solutions, and predict outcomes to choose the best alternative. It also describes the positions of sales manager and district sales manager, including their objectives, duties, and performance criteria. The document emphasizes that sales executives must define their roles, select and train subordinates, utilize time efficiently, and maintain good relations with top management.
Managing The Sales Force - By Dr. Karpagam Director – Academics, ISBR Busines...ISBR Business School
Managing the sales force -
>Effective Recruiting
>Selecting and training the sales force
>Time and territory Management
>Sales territories and sales quotas
>Compensating sales force
>Motivating the sales force
>Controlling the sales force
>Evaluating the sales force
LITE 2017 – Managing a Sales Operation [Patrick Flanagan & Bob Sabra]getadministrate
This document provides considerations for managing a sales operation. It discusses that sales culture, people, and structure are key. For culture, defining values that drive the sales operation is important. For people, the focus should be hiring and keeping culturally fit salespeople. For structure, the right approach depends on whether products are public or private, but metrics and roles can provide structure. Overall, running sales like an operation with a focus on culture can help with sustainability and growth.
Motivation, Compensation, Leadership, and Evaluation of Salespeople - Chapter 17 of Fundamentals of Selling by Charles M. Futrell. Presented to the students of Tolani Institute of Adipur as a part of their Sales Management Course
Project of selling and sales management of MagazineDurgadatta Dash
Includes all the phases of sales along with sales pitch, sales force evaluation, sales forecasting, sales quota and budgeting and territory design along with the organizational structure.
Natisha Miller-Kling is presenting her 60-day plan to become the next sales inbound manager. Her plan focuses on learning about the company's products, agents, and strategic goals in the first 30 days. In the second 30 days, she will implement metrics like sales, cancellations, and NPS to track performance and provide agents with training. Her goals for 2014 include increasing ARPU, revenue, NPS, and units sold while lowering cancellations. She believes focusing on these metrics as both an agent-facing and management-facing manager will help drive the business forward.
The document discusses sales organization and functions. It defines sales organization as a structure specifying formal authority and responsibilities between individuals working to achieve sales objectives. There are different types of sales organizations like line, line and staff, functional, and committee structures. Sales organizations can be structured geographically, by product, industry, or account size. The roles and responsibilities of salespeople include selling, guiding customers, addressing complaints, reporting, and coordinating. The recruitment and selection process for salespeople involves employment planning, sources of recruitment, and evaluating applicants. Training and developing salespeople is also discussed.
This presentation will help you understand how to:
Develop short- mid- and long-term business, sales and marketing goals and related objectives
Prepare your corporate Mission and Vision statement
Understand brand positioning and its importance
Recognize ideal target clients
Determine competitive factors that affect your market position
Define the elements that will shape your marketing budget
Introduction to Sales Management – The Sales Organization
– Determining Sales Related Marketing Policies – Sales
Functions and Policies – International Sales Management
– Personal Selling.
Sales Planning – Sales Budgets – Estimating Market
Potential and Forecasting Sales – Sales Quotes – Sales &
Cost Analysis, Sales Force Management: Hiring and Training Sales
Personnel – Time and Territory Management –Compensating Sales Personnel – Motivating the Sales Force
– Leading the Sales Force – Evaluating Sales Force
Performance.
Marketing Logistics - Distribution as Marketing Mix
Element – Distribution Resource Planning – Marketing
Channel Integration – Channel Management – Nature of
Marketing Channels – Evaluating Channel Performance-
Specialized Techniques in selling – Tele Marketing – Web
Marketing
Distribution Cost Analysis: Managing Channel Conflicts –
Channel Information Systems – Wholesaling – Retailing –
Ethical And Social Issues in Sales and Distribution
Management.
This document discusses sales force management and organization. It covers several topics:
1. It describes different sales organization structures including functions like planning, administration, and execution. It also discusses factors to consider when developing a sales organization like whether it should be formal/informal, centralized/decentralized, and the size of the company.
2. Types of sales organizations are outlined based on geography, products, customers, and activities.
3. Determining optimal sales force size is discussed including methods like breakdown, workload, and incremental.
4. The importance of sales force training is explained in developing programs, identifying needs, and selecting methods like lectures and role playing.
5. Motivating and
5.4 sales force structure and compensation.pptxRick Rasmussen
This presentation discusses strategies for building an effective sales force and compensation structure. It recommends that the CEO be the first salesperson and provide leadership by example. Different types of salespeople are needed at different stages of a company. Sales forces can be direct, indirect, or use multiple channels. Compensation plans should be designed to motivate desired outcomes like revenue, margins, and quotas. Common metrics include bookings, billings, and collections. The goals are to attract and retain top performers while incentivizing the business objectives.
This document discusses motivating sales forces at different career stages. It covers motivational theories like Maslow's hierarchy of needs and Herzberg's two-factor theory. The document also discusses how motivation impacts sales force productivity and the different factors that influence it. It analyzes motivating different personality types within the sales force. Finally, it examines motivating salespeople at different career stages from exploration to disengagement and the challenges associated with each stage.
Personal selling- Meaning, definition,objectives of training programs and cla...AnjanaS27
This document discusses personal selling. It defines personal selling as a two-way communication process between a buyer and seller to influence a purchase decision. It outlines McMurry's classifications of sales positions and steps in sales force design, including objectives, strategy, structure, size, and compensation. Key aspects of personal selling covered include prospecting, communicating, selling, servicing, information gathering, allocating, recruiting, training, directing, motivating, and evaluating the sales force. The stages of personal selling are also defined.
Sales is the completion of a commercial activity where products or services are sold in exchange for money or compensation. Marketing improves the selling environment and plays an important role in sales by promoting interactions between potential customers and companies. Sales management involves planning, staffing, training, leading, and controlling resources to effectively achieve organizational sales goals. Personal selling involves developing long-term client relationships through negotiating product benefits that meet specific client needs using fewer resources than other marketing tools. Effective sales processes include prospecting, preparation, initial contacts, presentations, objection handling, negotiation, closure, and follow-up.
This document discusses various techniques for motivating salespeople. It covers:
1) Motivation is influenced by sales managers but is ultimately internal to the individual. Managers can increase chances of motivation but also risk destroying it.
2) Herzberg's theory suggests that dissatisfaction like inequitable pay or policies must be removed before motivation can occur. Motivation factors include achievement, recognition, and challenging work.
3) Goal theory proposes that difficult and specific goals that salespeople believe are attainable will lead to the best performance, especially with regular feedback.
4) Different motivators are effective depending on a salesperson's career stage from exploration to disengagement. Recognition, incentives,
The document discusses strategies for managing a sales team with a mixed portfolio of both large accounts and small-to-medium sized businesses. It recommends three key steps: 1) understanding the customer perspective by defining account funnels and key decision makers, 2) defining sales roles based on success factors and ensuring the right people are in the right roles, and 3) managing to the sales strategy using tools like target account lists, performance scorecards, and activity tracking. The document provides an overview of various management tools and stresses the importance of customizing the management approach for a mixed portfolio to address the different challenges it presents.
The Power of Discovery for Increasing Win RatesMike Kunkle
Webinar Recording: http://bit.ly/SMMWebinar-04182018
_____________________________________________
Webinar Description from SMM Connect:
Depending on which sales research you’re reading, Win Rates hover under 50% and No Decision rates vary greatly from 25% to over 50%. The bottom-line? We can do better. And many of us must, to make our number.
What’s the single best thing you can do to radically move these numbers for your sales force? The answer is better sales discovery.
In this webinar, sales transformation expert Mike Kunkle will share a situation assessment framework that will enable your sales force to understand your customers better than ever before – especially the things that matter most to the decision makers – so your pursuit team can build a compelling case for change and co-create solutions that deliver what your buyers really value.
Join Mike for this webinar (where your questions are welcomed and expected) and learn how you can increase your Win Rates and decrease Losses and No Decisions, through the power of effective discovery.
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How to Implement a Strategy: Transform Your Strategy with BSC Designer's Comp...Aleksey Savkin
The Strategy Implementation System offers a structured approach to translating stakeholder needs into actionable strategies using high-level and low-level scorecards. It involves stakeholder analysis, strategy decomposition, adoption of strategic frameworks like Balanced Scorecard or OKR, and alignment of goals, initiatives, and KPIs.
Key Components:
- Stakeholder Analysis
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- KPIs and Performance Metrics
- Learning and Adaptation
- Alignment and Cascading of Scorecards
Benefits:
- Systematic strategy formulation and execution.
- Framework flexibility and automation.
- Enhanced alignment and strategic focus across the organization.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
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Introduction
Have you ever dreamed of turning your innovative idea into a thriving business? Starting a company involves numerous steps and decisions, but don't worry—we're here to help. Whether you're exploring how to start a startup company or wondering how to start up a small business, this guide will walk you through the process, step by step.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
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3. Disclaimer
• I am not teaching you any rules or laws. So stay relax.
• If you don’t speak, I don’t speak…..Interactivity is important .
• Information shared here needs to be used as per Managerial
Judgments.
• We are not making fun of any one …….will give respect to each
individual and its roll.
• Questions are welcome at any stage.
4. BIG BOSS
JUNIOR BOSS
JUNIOR BOSS
SALES MANAGERS
Contact with Territory
Different Designations
Senior Management
Usually reporting to Top Management.
Designations : VP and Above
Reporting to Senior Management
Designated : AVP etc
6. View Point of the Boss…..
• I cant do it all alone .
• Target needs to get achieved with the help of team
• Usually he is a General Manager.
• Division of Territories
• Budgets
• Compensation of Sales Forces
• Incentive Schemes – Launching
• Reviews of Middle Managers
• Motivation – Positive & Negative .
8. What is a Sales Territory
• A sales territory is the customer group or geographical area
• for which an individual salesperson or a sales team holds
responsibility.
• Territories can be defined on the basis of geography, sales potential,
history, or a combination of factors.
10. Criteria for Dividing Sales Territories
• Sales potential (Rs) = Number of possible accounts x Buying power
(Rs)
• Workload (#) = [Current accounts (#) * Average time to service an
active account (#)] + [Prospects (#) * Time spent trying to convert a
prospect into an active account (#)]
• Coverage :This is size or travel time. The amount of time needed to
reach customers and potential customers."
11. BIG BOSS –
•India
JUNIOR BOSS
JUNIOR BOSS
North West East South
GEOGRAPHICAL
Delhi
Punjab
Haryana
HP
UP
Maharastra
Goa
MP
Rajisthan
Bengal
Bihar
Chattisgarh
Calcutta
Kerela
Tamil Naidu
Karntaka
12. Coverage
• Territory may be small so easy to cover.
• When Territories are large : Complications increase
• Uncertainty of travel
• Cost of Travel : Train Vs Air Tickets , Hotel Categories.
• Solution : Advance Planning , Rotating 45 day plans : Beat Plan
• Imbalances : Sales force want to travel to easy places. They over look
the potential customers.
• Some Territories are difficult to travel : Travelling within Delhi &
Travelling in Say Mountains : HP.
13. Who are the customers: Sales Models
• Direct Sales
• Individuals : You can sell to any one. Geography doesn’t matter.
• Corporate/ Industry Verticals
14. JUNIOR BOSS
JUNIOR BOSS
North West East
South
Corporate / Verticals
Agriculture – North Automobiles – NorthBPO – North Consumer Durables
– North
SALES TERRITORIES WILL BE VERY DIFFERENT
15. • In-Direct Sales
• Representative from the Company to chase sales from
• Distributors / Dealers / Retailers
16. Advantages : Sales Territory
• Improves market coverage
• Effective utilization of sales force
• Efficient allocation of work
• Accountability & Evaluate the performance
• Control over direct & indirect costs
• Optimum utilization of sales time
17. Conflicts
• Its my property now: I have developed the territory so its my property
now.
• Division or Re-allocation of the territory.
• More difficult if linked to compensation or incentives.
20. What is Sales Target or Sales Quota
• A sales quota is the sales goal set for
• a product line
• company division
• sales representative.
• It is primarily a managerial device for defining and stimulating the
sales effort.”. … (By Kotler)
21. BIG BOSS –
•Rs.100 Crores
•India
JUNIOR BOSS
JUNIOR BOSS
SALES MANAGERS
- Rs.50 lacs each
Rs.25 Crores : North Rs.25 Crores : West Rs.25 Crores : East Rs.25 Crores : South
Simplest form
of
Quota Allocation
22. Problems in setting sales quota
• Individual difference in every organization
• Perfect quota is a combination of selling and non- selling activities
• Improper attention to the non-selling activities (e.g. searching for prospects,
handling customer objections, and creating market for probable entry of new
products)
23. Setting Quota for Sales Team
1. Establishing Parameters for developing Sales Quota
• Territory Potential
• Past Sales Experience
• Total Market Estimate
• Executive Judgment
• Compensations Plan
2. Add to this Growth Expectation and Predict Sales
• Expectation should be realistic & challening .
24. Factors to Consider for Quota for Sales Reps
• Consider his TENURE in the organisation
• Assigned Job
• His Sales Skill & Compensation
• Market Potential
• Competition
25. Get a Buy-in from the Sales Team
Discuss the process used to Set the Quota
Jointly Decide on the Quota.
26. To Motivate Desired Performance
• Incentives – Cash & Kind – Gifts , Foreign Trips etc
• Opportunity to Grow
• Increase in Compensation
27. How to monitor Continuous Performance
• Quota provides an opportunity to DIRECT & CONTROL sales activity
of the Rep.
• Communicate Quota formally . Make sure its well understood by the
Rep.
• Regular updates on Quota in One to One meeting – PRP . Helps on
analysis strengths and weakness. And Course correction at regular
intervals
• Regular Appraisals
• Sales person needs regular encouragement , Advise and occasional
warning
28. CGPA – CUMULATIVE GREAT POINT AVERAGE
• Companies are not focusing on ONE THING – example Sales
• Organisation always issue – Key Result Area.
• Weights are attached to KEY RESULT AREA on the relative importance
of KRA.
• All of them are accumulated to give CGPA.
• Appraisals are done on that basis.
29. Conclusions
• Sales is a different game.
• Very harsh and straight forward.
• Organisation based on result orientation have tools to evaluate each
individual.
• Tangibility of Sales
• Rules of Sales may change with Fast Progress of Internet.
• May be we will have to Unlearn what we have learnt till now.
• Be open for Change …….Always