How do you determine the optimal size and number of sales territories for your company?

It is crucial to access the total business potential of the region as a first step. Next is to judge the current competition market coverage and distribution challenges. Also need to select sales representatives of certain experience with specific skill set. Need of a well allocated distribution channel is crucial. Based on this determination of size and need of number of sales representatives can be simplified.

Changing territories is tricky for your sales team before you do anything consult with them individually and then with a team meeting. They need to feel a part of the change otherwise they become disgruntled and that's not what helps you or your clients.

La gestión del territorio ha sido siempre un tema muy complejo. ?Cómo lo asigno? - Democráticamente: división equitativa. - Por talento: cuentas más grandes para los que mejor y más venden. - Por buyer persona: tipos de compradores. - Por perfiles conductuales DISC… Y, sin olvidarnos de que en un mundo tan interconectado, hablar de territorio parece contraituitivo. Excelente debate -;)

Determining the optimal size and number of sales territories involves a strategic approach tailored to various factors. Here's a breakdown: 1. Market Segmentation and Analysis 2. Sales Potential and Opportunity 3. Existing Customer Base 4. Geographical Factors 5. Sales Team Capacity and Skills 6. Competitive Landscape 7. Technological Tools and Data Analytics 8. Feedback Loop and Adjustments Remember, the optimal size and number of sales territories aren't static; they evolve with market changes and business growth. Regular reviews and adjustments are crucial to ensure your sales territories remain aligned with your company's goals and sales strategies.

First and most importantly, the new geography targeted for territory needs to be valued monetarily so it can be determined how many reps can be supported, how long it will take to manage all of the customers in the area and how much travel is involved. All of this is crucial in order to balance the potential versus execution. Also important to match representation with the culture of the customer base so that they are compatible.

Segmenting customers and markets involves categorizing them based on shared characteristics. Consider factors like demographics, geographic location, behavior, and psychographics. This segmentation helps tailor marketing strategies, product offerings, and communication to specific groups, enhancing relevance and effectiveness. Regularly review and update segments to adapt to changing market dynamics.

Customer mapping is a key step for any business initiative as it is a key metric for marketing too. Of course, the strategy depends on multiple factors like infrastructure, access to the market, potential buyers etc. Whatsoever, the overall approach shall be asymmetric in terms of not copying every other competitor on the market but in the meantime we have to grant enough leads and potentials for regional sales force.

Once the market analysis and information are gathered use a hybrid method to design the sales territories. The factors to be considered while designing sales territories are salespersons' travel time within the territory, distribution network availability, the long-term sustainable growth it can provide and the quality of human resources available. Double check if your software and manual data have 80% similarity about the territory. look for areas where the process can be automated to reduce cost and time.

I really enjoy this section! It seems that many businesses overlook the actual sales *person* and their individual character! Many managers appear to focus on the numbers alone, with hopes that they can find a rep to push the agenda.

Assigning a sales rep most of the time recruiting managers look for only experience (90%) in the given geography. look for the future, will he be able to build the company image and brand for sustainable business opportunity?. is the sales rep equipped or open to learn new things rather than using his legacy? Provide quality training on products, SOps, sales call process and necessary software using technique.

We all know that "Salespeople" are THE face of a company, impacting customer perception. While balancing focus on numbers with recognizing and nurturing individual character and strengths is crucial for managers. Company forget that when salespeople feel valued and supported, they are more likely to stay engaged, deliver exceptional service, and maintain positive relationships with clients. Ultimately, investing in salespeople's development leads to satisfied employees and satisfied customers.

In the realm of sales, I'd like to see more care devoted to sales people. In sales there is a lot of rejection and focus on revenue production. When we take care of our people who do the selling, and provide the right resources, we will find that our sales people will be very productive and the revenue will follow! Just my $0.02 ; )

Particularmente, determino o tamanho e quantidade de territórios, analisando a fundo os dados de mercado, procurando equalizar cada setor. Ao final, procuro diminuir a diferen?a entre o maior e o menor mercado.

After the objective and the strategy, the next step is the structure, and this defines the size, 1. Territorial: with advantages such as limiting responsibility, directing effort, low travel costs. It entails structures of responsibility by region, country... and the size and shape must be considered. 2. Product-based, organised along product lines. Suitable with complex technical products, not very related to each other or very numerous. 3. Market-based, with groups of sales people specialised in a sector, according to customers. Advantage: high knowledge of customer needs. 4. Complex, combines several and is suitable with wide range, many types of customers and large areas. And it is not static.

First and foremost, before increasing your sales opportunities, you need to determine the depth and abilities of your service/customer service team. If you grow sales for a one time win but neglect the customer after the sale is done, you’ve lost.