1. Managing Your Time and Territory
Chapter 15
Managing Your Time and Territory

2. The Value Of Time “Time is money”
Salespeople average 920 hours a year in front of customers
Salespeople must make every hour count to be successful
Often a question of how to allocate resources
Think about how much time you have spent on your university education
____Hours in class X ____hours studying = ______

3. Setting Goals The Need For Goals
Career goals and objectives should reflect personal ambitions and desires
Sales goals provide some of the means for reaching personal objectives
Guides the decision process
Increases performance

4. Goals The Nature Of Goals Types Of Sales Goals
Goals should be specific and measurable
Goals should be reachable yet challenging
Goals should also be time based
Types Of Sales Goals
Performance Goals
Goals relating to outcomes, such as revenue
These types of goals should be set first
Do not always need to be quantifiable

5. Goals Setting Sales Goals Activity Goals
Behavioral objectives that reflect how hard the salesperson wants to work
All are intermediate goals
Conversion Goals
Measures of a salesperson’s efficiency
They reflect how efficiently the salesperson uses resources, such as time, to accomplish performance goals
Setting Sales Goals
Performance and conversion goals are the basis for activity goals

6. The Self-Management Process
The four stages of the self-management process include:
1) Setting goals
2) Allocating resources
3) Implementing The Time Management Strategy
4) Evaluating performance

7. The Time Management Matrix
Urgent
Not Urgent I
Activities:
Crises
Pressing Problems
Deadline-driven projects II
Prevention, PC activities
Relationship building
Recognizing new opportunities
Planning, recreation
III
Interruptions, some calls
Some mail, some reports
Some meetings
Proximate, pressing matters
Popular activities IV
Trivia, busy work
Some mail
Some phone calls
Time wasters
Pleasant activities
Important
Not
Important

9. Allocating Resources Resources To Be Allocated
Salespeople consider physical resources as investments because resources must be managed wisely to generate the best possible return
A key resource that salespeople manage is time
Where To Allocate Resources
Often a question of finding the customers or companies that are most likely to buy and then allocating resources to maximize the opportunities they offer

10. Account Classification and Resource Allocation
ABC Analysis
Simplest classification scheme that ranks accounts by sales potential – know the 80/20 rule – see P. 404
Classification schemes can be used to generate call plans
Works well with industries that have regular contact with the same accounts.
Examples: Eli Lilly and SC Johnson Wax

11. Account Classification
Grid Analysis
Sales call allocation grid- classifies accounts on the basis of the company’s competitive position with an account along with the accounts sales potential – Exhibit 15.4-P.405 & Exhibit 15.5-P.406
Account-opportunity- indicates how much the customer needs/able to buy the product
Strength of position- indicates how strong the salesperson and company are in selling the account

13. Sales Call Allocation Grid
The Grid and Current Customers
Great tool for analyzing current customers
Research has found customer share to be a better resource of profit than market share
Market Analysis
Evaluation of opportunity within segments in the overall territory to determine allocation of time and other resources
Using The Computer For Analysis
The new sales automation software products are designed to lets salespeople determine where an account stands in the buying cycle

14. The Grid & Current Customers
Landmark study:
Customer share, also called account share, is the average percentage of business received from a company’s accounts in a particular category. Similar term – share of wallet!
Paper and Plastic Industry study – account share VERY IMPORTANT, not necessarily number of accounts!

15. Investing in Accounts Sales Technology
Can predict revenue based on purchase history
Determines where to invest time in free sample, trials, training, & displays

16. Time Management Strategies
Investing In Accounts
Strategies require the use of several resources
Salespeople invest in time, free samples or trials, customer training, displays and other resources in their customers
Customers generate nearly all of a firm’s revenue

17. Implementing The Time Management Strategy
Time is a limited resource
Daily Activity Planning
Salespeople must have a good understanding of their own work habits
Guidelines
Salespeople must allocate time for prospecting and customer care
Prime selling time- time of day at which a salesperson is most likely to see a buyer
Prime selling time differs from country to country

18. Time Management Planning Process
Make a to-do list and prioritize your schedule
Estimate the time required for each activity
Develop an effective time schedule
Using The Computer For Planning
Tickler file- file or calendar that salespeople use to remember when to call specific accounts
Need For Flexibility
To plan for the unexpected make sales calls prioritized; adjust your schedule to fit time concerns

19. Time Management Making More Calls
Develop efficient routes and make daily plans
“Out Tuesday, back Friday complex”
The sales rep must make full use of all available days to get the most out of the territory
Routing – P. 413
Method of planning sales calls in a specific order to minimize travel time
Routine call patterns- salespeople see the customers regularly
Variable call patterns- when the salesperson must call on accounts in an irregular order

20. Time Management Routing (Contd.) Four types of routing plans: P. 413
Circular routing
Leapfrog routing
Straight-line routing
Cloverleaf routing
Zoning
Definition: Dividing the territory into zones, based on ease of travel and concentration of customers, to minimize travel time
Works best for compact territories or on non-regular sales calls

21. Time Management Handling Paperwork and Reports
Using Mail and Telephone
Customers may appreciate a time saving call over a visit
Salespeople can make numerous customer care calls
Handling Paperwork and Reports
Salespeople should think positively about paperwork
Salespeople should not let paperwork accumulate
Routine reports should be completed daily
Salespeople should set aside a block of nonselling time for paperwork

22. Time Management
Using The Computer To Handle Paperwork and Communications
Make use of a laptop
Can help international selling organizations operate smoothly by reducing communication barriers
Territory management capabilities
– no errors & within 24 hours

23. Evaluating Performance
Postcall Analysis
Salespeople should take a moment to write down what occurred and what needs to be done after each call
Activity Analysis
Salespeople should review their activities in relations to their goals
Performance Analysis
An earnings goal can be an effective check for overall performance, and evaluate sales by product type
Productivity Analysis
Identify which strategies work
Conversion ratio- number of sales per calls; important measure of effectiveness

24. Questions?