Relationship
Selling
Mark W. Johnston
Greg W. Marshall
McGraw-Hill/Irwin
Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved.
SelfManagement:
Time and
Territory
Chapter 9
9-3
Learning Objectives
• Understand salespeople’s role in time and
territory management
• Explain efficient time management tools
for salespeople
• Discuss territory management techniques
• Describe the sales manager’s role in time
and territory management
9-4
Learning Objectives
• Determine how salespeople should
allocate their time
• Design an effective sales territory
• Measure sales territory performance
9-5
Exhibit 9.1
Time and Territory Management is
Important
9-6
Time and Territory Management for
Salespeople
9-7
Exhibit 9.2
Priority Checklist
•
9-8
Leadership 9.1
Take Control of Your Life
•
•
•
Efficient does not always = effective
Time management = life management
Effectively manage
•
•
•
•
•
•
•
Goals
Priorities
Focus
Conversation
Expectations
Organization
Mind and emotions
9-9
Effective Territory
Management
• Companies can make changes to
territories and let people (worldwide)
know in real time
• TerrAlign now has eMap, which allows
companies to realign territories over the
Internet.
9-10
Innovation 9.2
TerrAlign
9-11
Time and Territory
Management for Managers
9-12
Time and Territory
Management for Managers
9-13
Basic Control Units - Counties
• Basic Control Unit – fundamental
geographic area used to form sales
territories
• Counties are widely used as BCUs; there
are more than 3,000 in the United States
• One drawback to using counties as BCUs
is they are often still too large
9-14
Metropolitan Statistical Area
• MSAs are integrated economic and social
units with a large population nucleus
• Developed by the Census Bureau
• Any MSA with a population over 1 million
can be recognized as a CMAS
(consolidated metropolitan statistical
area)
9-15
Exhibit 9.4
Ten Largest CMSAs
NH
9-16
ZIP Codes as BCUs
• Geodemographers tabulate data by
arbitrary geographic boundaries, including
ZIP codes
• Claritas, an industry leader, uses 500+
demographic variables in its PRIZM
system
9-17
Account Analysis
• Account analysis is used to estimate the
sales potential for each customer and
prospect in a territory
• Sales potential estimate is used to decide
how much effort should be spent on each
account
9-18
Account Analysis
• Total effort to cover a territory is
calculated by considering:
• Number of accounts
• Number of calls to be made on each
account
• Duration of each call
• Estimated amount of nonselling and
travel time
9-19
Other Criteria for Classifying
Accounts
• Competitive pressures
• Prestige
• Size
• Number and level of buying influences
9-20
Determining Account Call
Rates
• Customer accounts can be divided along
two dimensions:
• Customer’s sales potential
• Your company’s ability to capitalize on
that potential
9-21
Leadership 9.3
Account Planning Guide
9-22
Exhibit 9.5
Key Decisions in Sales Analysis
9-23
Exhibit 9.6
Sources of Information for Sales Analysis
• Cash register receipts
• Salespeople’s call reports
• Salespeople’s expense accounts
• Individual customer/prospect records
• Financial records
• Credit memos
• Warranty cards
9-24
Exhibit 9.7
Sales Reports
in a Consumer
Food
Products
Company
9-25
Role Play
http://www.mhhe.com/business/marketing/videos/RS/09_RP_selfmanagement.mp4
9-26
9-27