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.
A Sales Force Effectiveness Analysis is used to support the decision making process by providing a detailed overview of the variety of forces that may be acting on an organisational change issue. It allows the user to assess the source and strength of these forces and is particularly useful in the planning and implementation stages of change management.
A Sales Force Effectiveness Analysis is used to support the decision making process by providing a detailed overview of the variety of forces that may be acting on an organisational change issue. It allows the user to assess the source and strength of these forces and is particularly useful in the planning and implementation stages of change management.
Roles and responsibilities of regional sales managersAMARBIR SINGH
Dear Friends,
Please find a small presentation on roles and responsibilities of regional sales manager.I hope this will help my manager friends.
Amar Bir Singh
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.
Sales Force Effectiveness is Dead ... or is it?
Five opportunities for pharma to get ‘back to basics’ and immediately lift sales performance.
Blackdot are a full service benchmarking, consulting, training & advisory firm exclusively focused on lifting sales force effectiveness & efficiency. Blackdot exist to assist their clients to achieve more predictable, repeatable, and sustainable sales performance.
What makes them unique is their total fixation on the use of data-driven, evidence-based techniques to understand what does (and does not) drive sales performance.
By viewing the ‘sales engine’ holistically, as an ecosystem of component parts that work interdependently to impact sales results, Blackdot are able to identify the root cause of what’s inhibiting and enabling your current performance, including quantifying the payoff in actually getting it right.
Armed with this knowledge, Blackdot stand alongside their clients who engage them to define, implement and embed change programs that bridge the gap between ‘hoping’ and ‘knowing’ they’ll deliver top and bottom line performance improvement.
Key account management vs Traditional sales - Quick comparison guide Hakeem Adebiyi
Whats the difference between KAM, this seems to be the most popular question on all KAM forums. Personally I think a better question is what skills are required to achieve the business goals of your organisation? However the popularity of the question and the debate it generates has led me to produce a quick comparison guide .
Roles and responsibilities of regional sales managersAMARBIR SINGH
Dear Friends,
Please find a small presentation on roles and responsibilities of regional sales manager.I hope this will help my manager friends.
Amar Bir Singh
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.
Sales Force Effectiveness is Dead ... or is it?
Five opportunities for pharma to get ‘back to basics’ and immediately lift sales performance.
Blackdot are a full service benchmarking, consulting, training & advisory firm exclusively focused on lifting sales force effectiveness & efficiency. Blackdot exist to assist their clients to achieve more predictable, repeatable, and sustainable sales performance.
What makes them unique is their total fixation on the use of data-driven, evidence-based techniques to understand what does (and does not) drive sales performance.
By viewing the ‘sales engine’ holistically, as an ecosystem of component parts that work interdependently to impact sales results, Blackdot are able to identify the root cause of what’s inhibiting and enabling your current performance, including quantifying the payoff in actually getting it right.
Armed with this knowledge, Blackdot stand alongside their clients who engage them to define, implement and embed change programs that bridge the gap between ‘hoping’ and ‘knowing’ they’ll deliver top and bottom line performance improvement.
Key account management vs Traditional sales - Quick comparison guide Hakeem Adebiyi
Whats the difference between KAM, this seems to be the most popular question on all KAM forums. Personally I think a better question is what skills are required to achieve the business goals of your organisation? However the popularity of the question and the debate it generates has led me to produce a quick comparison guide .
20 Best Sales Objections Handling Techniques - SlidesAndriy Popov
Do you have troubles with customer objections? Or you'd like to close more deals? Learn how you can easily deal with sales objections. Please Share and Like this presentation!
Full text article about sales objections handling: http://www.logision.com/knowledge/sales-objection-handling
Video: https://www.youtube.com/watch?v=fa_n6UHt_CI
More business articles: http://www.logision.com/knowledge
Optimize your business with Logision: http://www.logision.com/
Job of a Medical Representative is very challenging. They have to achieve their sales target by generating prescriptions in favor of their products.Here is the list of traits which are needed to become a successful Medical Representative is given below.
This presentation outlines the Sales Territory Planning process I have developed and refined over 20 years of Enterprise Sales experience across Asia Pacific.
Time Management PowerPoint PPT Content Modern SampleAndrew Schwartz
130 slides include: time wasting culprits and eliminating them, strategizing for time management, techniques of organization, prioritizing, to-do lists, scheduling tips and guidelines, 9 ways to handle drop-in visitors, how to say no responsibly, 5 tips to stop procrastination, managing crisis, 10 ways to clear your desk, controlling paper, 9 techniques to control telephone interruptions, how to's and more.
Chapter 4 Management of Sales Territories and QuotasNishant Agrawal
Management of Sales Territories and Quotas
Major Reasons / Benefits Of Sales Territories
Procedure for Designing Sales Territories
Sales Quotas
Type of Sales Quotas
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.
Is your sales team ready to tackle a new fiscal year? Follow The Startup Seller's guide to Sales Planning to ensure you're ready to hit the ground running next year!
2. ESTABLISHING SALES
TERRITORY
A sales territory is usually thought of as a
geographic area that contains customer
accounts (present and potential).
The major emphasis should be on the
customers and prospects because a market is
made up of people and customers, not
geographic areas.
3. ESTABLISHING SALES
TERRITORY
Reasons for establishing sales territories
To facilitate the planning and controlling of the selling
function.
To enhance market coverage.
To keep selling costs at a minimum.
To strengthen customer relations.
To build a more effective SF.
To evaluate the SF better.
To coordinate selling with other marketing functions.
4. ESTABLISHING SALES
TERRITORY
Reasons for not establishing sales territories
Small companies with only a few people selling in a local
market.
The available sales coverage is far below the sales
potential of the market.
Companies introducing new product or with products that
everyone needs.
Sales are made primarily on the basis of social contacts or
personal friendships.
5. SETTING UP SALES
TERRITORY
1. Selecting a geographic control unit
States, counties (region), zip code areas, cities,
metropolitan areas, trading areas.
6. SETTING UP SALES
TERRITORY
2. Making an account analysis
To identify accounts by name.
To estimate the total sales potential for all accounts in
each geographic control unit.
To classify each accounts according to its annual buying
potential.
7. SETTING UP SALES
TERRITORY
3. Developing a salesperson workload analysis
A salesperson workload analysis is an estimate of the time
and effort required to cover each geographic control
unit.
Numbers of account to be called on.
The length of each call.
The travel time required.
The non-selling time.
8. SETTING UP SALES
TERRITORY
4. Combine geographic control units into sales
territories
To group adjacent control units into territories of
roughly equal sales potential.
9. SETTING UP SALES
TERRITORY
5. Assigning sales personnel to territories
Relative ability (product and industry knowledge,
persuasiveness and verbal ability).
Potential sales effectiveness within the territory
(salesperson’s physical, social and cultural
characteristics).
10. TIME MANAGEMENT
Scheduling the salesperson
Time allocation problems:
Deciding which accounts to call on.
Dividing time between selling and paperwork.
Allocating time between present customers, prospective
customers and service calls.
Allocating time to be spent with the overly demanding
customer or prospect.
11. TIME MANAGEMENT
Scheduling the salesperson
To maximize the productive time:
Avoid time traps.
Allocate time in five areas (waiting and traveling, face-to-face
selling, service calls, administrative tasks and telephone
selling).
Set weekly and daily goals.
Manage time during sales calls.
Evaluate.