Managing Your
Time and
Territory
chapter 15
McGraw-Hill/Irwin
Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
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 you
can improve?
15-2
“In sales, each move you make must be
deliberate, as it is for your competitor.
I always assume if I am not in an account
that my competition is; that’s what makes
me jump out of bed in the morning.”
Tony Fiorello
ConvaTec Sales
15-3
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
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
15-5
The Self-Management Process
• Stage Three
– Implement time
management
strategies
• Stage Four
– Evaluate performance
and determine
whether the goals
will be reached
15-6
The Self-Management Process
Exhibit 15.1
15-7
Setting Goals
• The need for goals
• The nature of goals
• Types of sales goals
– Performance goals
– Activity goals
– Conversion goals
15-8
The Relationship of Goals
Exhibit 15.2
15-9
Goal Calculations
Exhibit 15.3
15-10
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
15-11
Allocating Resources
• Resources to be allocated
• Where to allocate resources
• Account classification and resource
allocation
15-12
Allocating Resources
• ABC analysis
– Ranks accounts by
sales potential
15-13
Account Classification
Exhibit 15.4
15-14
Allocating Resources
• Sales call allocation grid
– 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
15-15
Sales Call Allocation Grid
Exhibit 15.5
15-16
Allocating Resources
• Investing in accounts
– Allocating the appropriate amount of time and
resources to accounts
• Customer relationship management (CRM)
software
– Pipeline analysis
15-17
Implementing the
Time Management Strategy
Start early
Manage responsiveness
Schedule in advance
Use down time wisely
15-18
Implementing the Time
Management Strategy
• Daily activity planning
• Guidelines
• Planning process
– Using the computer for planning
– Need for flexibility
15-19
Activities Planning Process
Exhibit 15.6
15-20
Making More Calls
• Routing
– Routine call patterns
– Variable call patterns
• Types of routing plans
–
–
–
–
Circular routing
Leapfrog routing
Straight-line routing
Cloverleaf routing
15-21
Types of Routing Plans
Exhibit 15.7
15-22
Zoning a Sales Territory
Exhibit 15.8
15-23
Handling Paperwork and Reports
• Every salesperson should learn to handle
paperwork efficiently
– Think positively about paperwork
– Do not let paperwork accumulate
– Set aside a block of
nonselling time
15-24
Evaluating Performance
• Postcall analysis
– Write down what occurred and what needs to
be done
• Activity analysis
– Set activity goals, then analyze
15-25
Evaluating Performance
• Performance analysis
– Evaluate performance relative to performance
goals set earlier
• Productivity analysis
– Identify which strategies work
15-26
Sales Evaluation Measures
Exhibit 15.9
15-27