Part ii sales force activities
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Part II SALES FORCE ACTIVITIES. Chapter 3: Sales Opportunity Management. Sales Opportunity Management. Generating New Accounts. Managing Existing Accounts. Sales Versus Profits. Personal Time Management. What Creates Satisfied Customers?. Mergers and Acquisitions. 10%.

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Part II SALES FORCE ACTIVITIES

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Part ii sales force activities

Part IISALES FORCE ACTIVITIES

Chapter 3:

Sales Opportunity Management


Part ii sales force activities

Sales Opportunity Management

Generating

New

Accounts

Managing

Existing

Accounts

Sales

Versus

Profits

Personal

Time

Management


What creates satisfied customers

What CreatesSatisfied Customers?

Mergers and

Acquisitions

10%

Acquiring

New Customers

42%

Introducing

New Products

15%

42%

Increasing

Business with

Existing Customers

Figure 3-1: What’s the Best Way to Grow?


Prospect profile

Prospect Profile

Disposable Medical Supply Distributor

  • Multiple-practice physician office

  • Internal medicine, family practice

  • Suburban location

  • New practice -- less than 5 years

  • Good credit history

  • Currently purchases from a full-service distributor


Siebel systems inc opportunity assessment

Siebel Systems, Inc.: Opportunity Assessment


Developing a prospect list

Developing a Prospect List

1. Direct Inquiry

Advertising

Direct Mail

Trade publications

Trade shows

2. Directories – Thomas Register

3. Referrals

4. Cold Canvassing


Qualifying prospects

Qualifying Prospects

1.Needs for your products/services

2. Authority to make purchase

3. Credit rating & ability to pay

4. Rating scale applied to characteristics by each salesperson


Siebel systems inc assessing the opportunity

Siebel Systems, Inc.:Assessing the Opportunity


Table 3 1 computing the cost per call for an industrial products salesperson

Table 3-1Computing the Cost per Call for an Industrial Products Salesperson


Sales opportunity management key to productivity

Sales Opportunity ManagementKey to Productivity

Breakeven Sales Volume

(Cost per Call) x (Number of Calls to Close)

Sales Calls as a % of Sales


How dell achieves selling efficiencies

How Dell Achieves Selling Efficiencies

Traditional Model

Internet Model

100,000

Catalog Drops

100,000

Website Visits

5,000

Calls

10,000

Calls

2,000

Orders

500

E-Orders

1,750

Orders


Sales opportunity management selected break even results

Sales Opportunity ManagementSelected Break-Even Results


Customer break even analysis

Customer Break-Even Analysis

Average Sales Volume Per Month

$9,784

$8,153

C

$6,522

$4,891

$3,261

A

$1,630

B

1 2 3 4 5 6

Number of Sales

Calls Per Month


Table 3 3 abc account classification

Table 3-3: ABC Account Classification

No. ofTotalSalesTotalTotal callsSales ($)

AccountAccts.Accts.(000)SalesPer Classif.Per Call

Classification (1) (2) (3) (4) (5) (6)

A 21 15% $910 65% 105 $8,667

B 28 20 280 20 140 2,000

C 916521015455462

Totals 140100%$1,400100% 700 $2,000 (Avg)


Table 3 2 selected statistics on cost per call and number of calls needed to close a sale

Table 3-2Selected Statistics on Cost per Call and Number of Calls Needed to Close a Sale


Part ii sales force activities

Figure 3-2: PortfolioModel

Competitive Position

Weak

Strong

Core

Accounts

Accounts are very

attractive.

Invest heavily in selling

resources.

Growth

Accounts

Accounts are potentially

attractive.

May want to invest

in heavily

High

Account Opportunity

Drag

Accounts

Accounts are moderately

attractive.

Invest enough to maintain

current position.

Problem

Accounts

Accounts are very

unattractive.

Minimal investment

of selling resources.

Low


Part ii sales force activities

$20,000

Dollar Sales per Quarter

$10,000

1 2 3 4 5 6

Number of Sales Calls Per Quarter

Figure 3-3: Number of Sales Calls Response Function


Part ii sales force activities

17

7

8

2

1

3

6

5

21

15

23

22

13

24

11

10

18

9

14

12

4

19

20

16

Unqualified

50% closure probability

Qualified

75% closure probability

90% closure probability

Best few

Figure 3-4: The Sales Funnel


Part ii sales force activities

Figure 3-5:How Salespeople Spend Their Time

Service

Calls

Selling

Face-to-Face

Administrative

Tasks

Selling over

the phone

Waiting and

Travel


Part ii sales force activities

Importance

High Low

Emergencies

Time

Wasters

High

Urgency

Personal

Growth

Recreation

Low

Figure 3-6: Time Management


When systematic biases are likely to exist

When Systematic Biases Are Likely to Exist


When systematic biases are likely to exist cont

When Systematic Biases Are Likely to Exist (cont.)


Time allocation

Time Allocation

  • As a salesperson for Strength Footwear, Inc., you have been very successful.

  • Your commissions are well over $70,000 a year. Demand for your product line is very strong, but so is the demand on your time.

  • You work your territory 220 days a year and can make 4 calls a day. The maximum number of times you need to see any account is every other week, but you need to call on each account at least once a quarter.

  • To help you allocate your time according to sales results, you have gathered the following information on customer sales:


Time allocation customer sales

Time Allocation: Customer Sales

Strength Footwear, Inc.

  • Develop and justify a call schedule for allocating time across the 110 customers in your territory.

  • What additional information should you consider in allocating your time?


Time allocation analysis

Time Allocation Analysis


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