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Efficient Time and Territory Management for Sales Success

Learn why time is crucial for salespeople, strategies to create more selling time, territory planning tips, evaluation of performance, and goal-setting techniques. Boost productivity and sales effectiveness with proper time and resource allocation.

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Efficient Time and Territory Management for Sales Success

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  1. MANAGING YOUR TIME AND TERRITORY chapter 15 • Why is time so valuable for salespeople? • What can you do to “create” more selling time? • What should you consider when devising a territory strategy? • How does territory strategy relate to account strategy and building partnerships? • How should you analyze your daily activities and sales calls? • How can you evaluate your own performance so that you can improve? SOME QUESTIONS ANSWERED IN THIS CHAPTER ARE: 15-2 McGraw-Hill/Irwin

  2. “Relevance means knowing your customer’s business, aligning its business drivers to your products and services, and articulating this to each and every person.” ~Lydia Pearce 15-3 McGraw-Hill/Irwin

  3. The Value of Time 8 hours x 240 days = 1920 hours per year $40,000  1920 = $20.84 per hour $50,000  1920 = $26.05 per hour • Salespeople must make every hour count to be successful • Allocating resources well often spells the difference between stellar and average performance 15-4 McGraw-Hill/Irwin

  4. The Self-Management Process • Stage One • Set goals and determine what is to be accomplished • Stage Two • Allocate resources and determine strategies to meet your goals • Stage Three • Implement time management strategies • Stage Four • Evaluate performance and determine whether the goals will be reached 15-5 McGraw-Hill/Irwin

  5. The Self-Management Process 15-6 McGraw-Hill/Irwin

  6. Setting Goals • The need for goals • The nature of goals • Types of sales goals • Performance goals • Activity goals • Conversion goals 15-7 McGraw-Hill/Irwin

  7. The Relationship of Goals 15-8 McGraw-Hill/Irwin

  8. Goal Calculations 15-9 McGraw-Hill/Irwin

  9. Setting Sales Goals • Performance and conversion goals are the basis for activity goals • Activity goals must be the last goals set because they are determined by the desired level of performance at a certain rate of conversion • Conversion rates are affected by the salesperson’s strategy 15-10 McGraw-Hill/Irwin

  10. Allocating Resources • Resources to be allocated • Where to allocate resources • Account classification and resource allocation 15-11 McGraw-Hill/Irwin

  11. Allocating Resources (continued) • ABC analysis • Ranks accounts by sales potential • Grid analysis • Classifies accounts on the basis of the company’s competitive position and sales potential • Account opportunity • Strength of position • The grid and current customers • Customer share vs. market share 15-12 McGraw-Hill/Irwin

  12. Allocating Resources (continued) • Customer relationship management (CRM) software • One database of customers • More complete grid analysis • Pipeline analysis • Investing in accounts • Allocating the appropriate amount of time and resources to accounts 15-13 McGraw-Hill/Irwin

  13. Implementing the Time Management Strategy • Start early • Manage responsiveness • Schedule in advance • Use down time wisely 15-14 McGraw-Hill/Irwin

  14. Implementing the Time Management Strategy (continued) • Daily activity planning • Guidelines • Planning process • Using the computer for planning • Need for flexibility 15-15 McGraw-Hill/Irwin

  15. Activities Planning Process 15-16 McGraw-Hill/Irwin

  16. Making More Calls • Routing • Routine call patterns • Variable call patterns • Types of routing plans • Circular routing • Leapfrog routing • Straight-line routing • Cloverleaf routing 15-17 McGraw-Hill/Irwin

  17. The Circular Approach to Routing 15-18 McGraw-Hill/Irwin

  18. The Leapfrog Approach to Routing 15-19 McGraw-Hill/Irwin

  19. The Straight-line Approach to Routing 15-20 McGraw-Hill/Irwin

  20. The Cloverleaf Approach to Routing 15-21 McGraw-Hill/Irwin

  21. Making More Calls (continued) • Zoning • Using e-mail and telephone 15-22 McGraw-Hill/Irwin

  22. Handling Paperwork and Reports • Every salesperson should learn to handle paperwork efficiently • To minimize paperwork: • Think positively about paperwork • Do not let paperwork accumulate • Set aside a block of nonselling time • Using the computer to handle paperwork and communications 15-23 McGraw-Hill/Irwin

  23. Evaluating Performance • Postcall analysis • Write down what occurred and what needs to be done • Activity analysis • Set activity goals, then analyze • Performance analysis • Evaluate performance relative to performance goals set earlier • Productivity analysis • Identify which strategies work 15-24 McGraw-Hill/Irwin

  24. Summary • A sales territory can be viewed as a small business. • Managing a territory involves setting performance, activity, and conversion goals. • To manage customers well, salespeople must analyze their potential. • More calls can be accomplished by moving nonselling activities to nonselling time. • Effective planning of the salesperson’s day requires setting aside time for important activities. • Salespeople must manage their skills. 15-25 McGraw-Hill/Irwin

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