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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