The following case example is highly summarized. Case 495: Creating & Managing Sales Territories to Improve Sales Performance Problem: The top salesperson (the one with the most sales) had been reassigned to develop a new market area. Sales results were a disaster. Situation: The top salesperson had been assigned to a new territory (no pre-existing sales) to develop a profitable new territory. The person failed to produce the expected sales. Management had already started speculating as to why -- and what to do about the lack of performance. Some executives where already calling for dismissal while others argued for allowing more time. DecisionMap: All the variables necessary to completely assess the strategic position of the company in any geographic area were symbolically represented on a DecisionMap. (DecisionMaps can be used for strategic, investment, and marketing planning; for expansion, acquisitions, and strategy analyses; as well as sales management.) Revealed: Examining the DecisionMap, a sales executive aware of the sales problem suddenly realized why the salesperson had not achieved the expected results. The map revealed the area lacked any market potential. The salesperson had been reassigned to an area that lacked the pre-existing conditions needed to develop a market for that product line. And, another nonserved area with potential far greater than the original territory was nearby. Result: A top salesperson's career was saved. The company got a major new territory. Application: Reassigning salespeople and realigning sales territories are expensive and common business practices. It is not uncommon for sales management to assume a market exists for their product line. It is time consuming and expensive (using standard tools) to determine market potential based on the variables that really create demand for specific products; so, many managers rely on (false) generalizations. What could you and key sales executives learn from an appropriate DecisionMap? How much would sales and profits grow if sales territory alignments and assignments were optimal in your company? To get help now just email us the best time and way to contact you. Copyright © 2002 - 2006 GAPuzey Consultants. All rights reserved. DecisionMaps and DecisionMap are trademarks of GAPuzey Consultants. |
DecisionMaps Simplify Salesforce Management. |
How is your sales force evaluated? How are territories determined? How is sales territory potential determined? Is sales potential part of the salesperson's performance evaluation? Goals? Compensation or bonus? Three major variables determine a salesperson's results: the market potential, the competition, and the salesperson's ability. Other varibles can help fine-tune the analysis. If the three major variables are not properly included in the evaluation, then sales performance rankings are probably wrong. Sales executives, and other key decision-makers, use DecisionMaps to enable them to see all the important sales performance variables in perspective to facilitate good sales management. Is your sales team performing up to your expectations? Do you know whether it is the market, the competition, or the salesperson driving the current performance? How much value is being lost if you are wrong? How much value could you create if you were sure you are right? |
The following case example is highly summarized. Case 495: Creating & Managing Sales Territories to Improve Sales Performance Problem: The top salesperson (the one with the most sales) had been reassigned to develop a new market area. Sales results were a disaster. Situation: The top salesperson had been assigned to a new territory (no pre-existing sales) to develop a profitable new territory. The person failed to produce the expected sales. Management had already started speculating as to why -- and what to do about the lack of performance. Some executives where already calling for dismissal while others argued for allowing more time. DecisionMap: All the variables necessary to completely assess the strategic position of the company in any geographic area were symbolically represented on a DecisionMap. (DecisionMaps can be used for strategic, investment, and marketing planning; for expansion, acquisitions, and strategy analyses; as well as sales management.) Revealed: Examining the DecisionMap, a sales executive aware of the sales problem suddenly realized why the salesperson had not achieved the expected results. The map revealed the area lacked any market potential. The salesperson had been reassigned to an area that lacked the pre-existing conditions needed to develop a market for that product line. And, another nonserved area with potential far greater than the original territory was nearby. Result: A top salesperson's career was saved. The company got a major new territory. Application: Reassigning salespeople and realigning sales territories are expensive and common business practices. It is not uncommon for sales management to assume a market exists for their product line. It is time consuming and expensive (using standard tools) to determine market potential based on the variables that really create demand for specific products; so, many managers rely on (false) generalizations. What could you and key sales executives learn from an appropriate DecisionMap? How much would sales and profits grow if sales territory alignments and assignments were optimal in your company? To get help now just email us the best time and way to contact you. Copyright © 2002 - 2006 GAPuzey Consultants. All rights reserved. DecisionMaps and DecisionMap are trademarks of GAPuzey Consultants. |
