2. MANAGING YOUR TIME AND TERRITORY
chapter 15
MANAGING YOUR TIME AND TERRITORY
SOME QUESTIONS ANSWERED IN THIS CHAPTER ARE:
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?
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3. “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
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4. 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
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5. 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
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6. The Self-Management Process
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7. Setting Goals The need for goals The nature of goals
Types of sales goals
Performance goals
Activity goals
Conversion goals
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8. The Relationship of Goals
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9. Goal Calculations Monthly earnings goal (performance goal): $6000
Commission per sale:
$750
$6000 earnings  $750 per sale = 8 sales
Monthly sales goal (performance goal): 8
Closings goal (conversion goal):
10 %
8 sales x 10 prospects per sale = 80 prospects
Monthly prospect goal (performance goal): 80
Prospects per calls goal (conversion goal):
1 in 3
80 prospects x 3 calls per prospect = 240 calls
Monthly sales calls goal (activity goal):
240
240 calls  20 working days per month = 12 calls
Daily sales calls goal (activity goal): 12
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10. Performance and conversion goals are the basis for activity goals
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
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11. Allocating Resources Resources to be allocated
Where to allocate resources
Account classification and resource allocation
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12. 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
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13. 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
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14. Implementing the Time Management Strategy
Start early
Manage responsiveness
Schedule in advance
Use down time wisely
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15. Implementing the Time Management Strategy (continued)
Daily activity planning
Guidelines
Planning process
Using the computer for planning
Need for flexibility
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16. Activities Planning Process
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17. Making More Calls Routing Types of routing plans Routine call patterns
Variable call patterns
Types of routing plans
Circular routing
Leapfrog routing
Straight-line routing
Cloverleaf routing
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18. The Circular Approach to Routing
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19. The Leapfrog Approach to Routing
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20. The Straight-line Approach to Routing
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21. The Cloverleaf Approach to Routing
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22. Making More Calls (continued)
Zoning
Using and telephone
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23. 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
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24. 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
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25. 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.
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