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MANAGING YOUR TIME AND TERRITORY

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?

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MANAGING YOUR TIME AND TERRITORY

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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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