sales force management 11 th edition mark w. johnston greg w. marshall routledge 2013
TRANSCRIPT
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Routledge 2013
SALES FORCE MANAGEMENT
11TH EDITION
MARK W. JOHNSTON
GREG W. MARSHALL
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CHAPTER 5
THE STRATEGIC ROLE OF INFORMATION IN SALES
MANAGEMENT
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IT IN PERSPECTIVE
• TOOLS ENABLE RATHER THAN TRANSFORM
• IMPLEMENT SUCCESSFUL BUSINESS PROCESSES
• SUPPORT W/NEW TECHNOLOGY
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MARKET POTENTIAL, SALES POTENTIAL, AND SALES FORECASTING PROCESS
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• DISCUSS DIFFERENCES BETWEEN MARKET POTENTIAL, SALES POTENTIAL, SALES FORECAST, AND SALES QUOTA
• UNDERSTAND METHODS BY WHICH SALES MANAGERS DEVELOP SALES FORECASTS
• OUTLINE PROCESS OF SETTING A SALES QUOTA
• EXPLAIN TYPES OF QUOTAS USED IN SALES MANAGEMENT
• DISCUSS APPROACHES TO DETERMINING SALES FORCE SIZE
• DESCRIBE SALES TERRITORY DESIGN PROCESS
• UNDERSTAND IMPORTANCE OF SALES ANALYSIS
• CONDUCT SALES ANALYSIS
Learning Objectives
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INFORMATION FOR MANAGERS
• SALES FORECASTS
• TERRITORY ESTIMATES
• QUOTAS
• SALES FORCE SIZE
• SALES TERRITORY DESIGN
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MARKET OPPORTUNITY ANALYSIS
• MARKET POTENTIAL – ESTIMATE OF POSSIBLE SALES FOR AN ENTIRE INDUSTRY IN A MARKET DURING A STATED PERIOD UNDER IDEAL CONDITIONS
• SALES POTENTIAL – PORTION OF MARKET POTENTIAL THE FIRM CAN EXPECT TO REASONABLY ACHIEVE
• SALES FORECAST – ESTIMATE OF DOLLAR OR UNIT SALES FOR A SPECIFIED FUTURE PERIOD
• SALES QUOTAS – SALES GOALS ASSIGNED TO A MARKETING UNIT TO MANAGE SALES EFFORTS
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SALES FORECASTING METHODS
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SUBJECTIVE SALES FORECASTING
• USER EXPECTATIONS – RELIES ON BUYERS’ EXPRESSED INTENTION
• SALES FORCE COMPOSITE – SALES FORCE OPINIONS
• JURY OF EXECUTIVE OPINION - KEY EXPERTS’ OPINIONS
• DELPHI TECHNIQUE – PARTICIPANTS PREPARE ESTIMATES WHICH ARE COMPARED ANONYMOUSLY AND ITERATIVELY TO REACH CONSENSUS
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OBJECTIVE SALES FORECASTING
• MARKET TEST – PLACES PRODUCT IN SELECT AREAS
• TIME SERIES ANALYSIS – RELIES ON HISTORICAL DATA TO DEVELOP PREDICTIONS
• STATISTICAL DEMAND ANALYSIS – ATTEMPTS TO DETERMINE THE RELATIONSHIP BETWEEN SALES AND FACTORS THAT INFLUENCE SALES
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OBJECTIVE TIME SERIES ANALYSIS
• MOVING AVERAGE – AVERAGES SALES RESULTS OVER PREVIOUS TIME PERIODS TO FORECAST
• EXPONENTIAL SMOOTHING – TYPE OF MOVING AVERAGE WHERE MOST RECENT YEARS GIVEN MORE WEIGHT
• DECOMPOSITION – APPLIED TO MONTHLY OR QUARTERLY DATA WHERE SEASONAL PATTERN IS EVIDENT
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EXAMPLE: MOVING AVERAGE FORECAST
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EXAMPLE: MOVING AVERAGE ANALYSIS
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EXAMPLE: SEASONAL INDEX
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CHOOSING A FORECASTING METHOD
• NO METHOD REMAINS SUPERIOR UNDER ALL CONDITIONS.
• APPLY MULTIPLE FORECASTING METHODS TO A PROBLEM
• SCENARIO PLANNING PREPARES “WHAT-IF” QUESTIONS AND PRODUCES POSSIBLE OUTCOMES
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EFFECTS OF TERRITORY ESTIMATES
• DESIGN OF SALES TERRITORIES
• PROCEDURES FOR IDENTIFYING POTENTIAL CUSTOMERS
• ESTABLISHMENT OF SALES QUOTAS
• COMPENSATION AND SUBCOMPONENTS
• EVALUATION OF SALESPERSON PERFORMANCE
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PLANNING TOOLS
• NORTH AMERICAN INDUSTRY CLASSIFICATION SYSTEM (NAICS)
• DEVELOPED BY US BUREAU OF THE CENSUS, • ORGANIZES REPORTING OF BUSINESS INFORMATION• EACH US INDUSTRY IS ASSIGNED A TWO-DIGIT
NUMBER
• BUYING POWER INDEX (BPI)• PUBLISHED BY SALES MARKETING MANAGEMENT
MAGAZINE• CONSIDERS INCOME, POPULATION AND RETAIL SALES• MOST USEFUL WITH LOW-PRICED CONVENIENCE
GOODS
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SALES QUOTAS
• GOALS ASSIGNED TO SALESPEOPLE
• APPLY TO SPECIFIC PERIODS
• TOOL FOR PLANNING AND CONTROLLING FIELD SELLING ACTIVITIES AND RESULTS
• BENCHMARK FOR EVALUATING SALES EFFECTIVENESS
• MOTIVATE SALES PEOPLE
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QUOTA PURPOSES
• PROVIDE INCENTIVES FOR SALES REPRESENTATIVES
• PROVIDE MEASURES TO EVALUATE SALESPEOPLE'S’ PERFORMANCE
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PROCESS FOR SETTING QUOTAS
• IDENTIFY TYPES OF QUOTAS TO BE USED
• SELECT LEVEL OF EACH TYPE OF QUOTA
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GOOD QUOTA CHARACTERISTICS
• ATTAINABLE
• EASY TO UNDERSTAND
• COMPLETE
• TIMELY
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SALES PROCESS AND QUOTA ATTAINMENT
Level
Level 1 Ad Hoc No clearly defined process and approximately half of sales staff are not attaining quota. Large variation in performance levels.
Level 2 Tribal Limited process used by certain "tribes" within the company. Still only 50% of staff attaining quota but less variation between best and worst performers.
Level 3 Religion Everyone is using the process but not to its full capability. More salespeople making the quota than not making it.
Level 4 Dynamic World-Class
Fully utilizing people, processes, and technology. Lowvariation in performance levels of salespeople with very few not attaining quota.
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QUOTA TYPES
• SALES VOLUME – EMPHASIZE SALES OR SOME ASPECT OF SALES
• ACTIVITY – FOCUS ON CERTAIN SALES ACTIVITIES
• FINANCIAL – EXAMINE FINANCIAL CRITERIA SUCH AS GROSS MARGIN OR CONTRIBUTION TO OVERHEAD
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SALES VOLUME QUOTAS
• MOST POPULAR
• OFTEN BASED ON PAST SALES
• RELATED DIRECTLY TO MARKET POTENTIAL, THUS CREDIBLE AND EASILY UNDERSTOOD
• MAY BE EXPRESSED IN DOLLARS, PHYSICAL UNITS, OR POINTS
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ACTIVITY QUOTAS
• REFLECT TERRITORIAL CONDITIONS
• REQUIRE A DETAILED ANALYSIS OF WORK REQUIRED FOR EFFECTIVE TERRITORIAL COVERAGE
• CUSTOMERS INFLUENCE ACTIVITY QUOTAS THROUGH:
• ACCOUNT AND ORDER SIZE
• PURCHASING PATTERNS
• SUPPORT REQUIRED FOR SATISFACTION
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COMMON TYPES OF ACTIVITY QUOTAS• Calls on new accounts.
• Letters to potential customers.
• Proposals submitted.
• Field demonstrations arranged.
• Service calls made.
• Equipment installations supervised.
• Displays arranged.
• Dealer sales meetings held.
• Meetings and conventions attended.
• Past-due accounts collected.
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FINANCIAL QUOTAS
• DIRECT SALESPEOPLE TO MORE PROFITABLE PRODUCTS AND CUSTOMERS
• COMMON BASES• GROSS MARGIN
• NET PROFIT
• SELLING EXPENSES
• CALCULATION NOT STRAIGHTFORWARD
• PROFIT PRODUCED AFFECTED BY FACTORS BEYOND A SALESPERSON’S CONTROL
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QUOTA LEVEL CONSIDERATIONS
• TERRITORY AVAILABLE POTENTIAL
• QUOTA’S IMPACT ON MOTIVATION
• LONG-TERM COMPANY OBJECTIVES
• SHORT-TERM PROFITABILITY IMPACT
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SALES FORCE DEPLOYMENT CONSIDERATIONS
• SALES FORCE SIZE OR NUMBER OF TERRITORIES
• DESIGN OF INDIVIDUAL TERRITORIES
• ALLOCATION OF TOTAL SELLING EFFORT TO ACCOUNTS
• SIMULTANEOUS DECISIONS IMPLEMENTED THROUGH SOFTWARE
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DETERMINING SALES FORCE SIZE
• BREAKDOWN METHOD
• WORKLOAD METHOD
• INCREMENTAL METHOD
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BREAKDOWN METHOD
(N)umber of sales personnel
needed
Estimated (P)roductivity of
each salesperson
Forecasted (S)ales volume
=
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WORKLOAD METHOD
Total # salespeople
required # Hours available to each
salesperson
Total # hours required to
service market
=
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WORKLOAD METHOD STEPS
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INCREMENTAL METHOD
• ADD SALESPEOPLE UNTIL INCREMENTAL PROFIT PRODUCED EQUALS INCREMENTAL COST
• DECREASING RETURNS ASSOCIATED WITH ADDITION OF SALESPEOPLE
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EXAMPLE: INCREMENTAL
METHOD
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TERRITORY DESIGN STAGES
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TEN LARGEST US MSAS IN DECREASING ORDER OF SIZE
Rank Area2010
Population (in 000s)
1New York-Northern New Jersey-Long Island, NY-NJ-PA
18,897.1
2 Los Angeles-Long Beach-Santa Ana, CA
12,828.8
3 Chicago-Joliet-Naperville, IL-IN-WI 9,461.1
4 Dallas-Fort Worth-Arlington, TX 6,371.8
5Philadelphia-Camden-Wilmington, PA-NJ-DE-MD 5,965.3
6 Houston-Sugar Land-Baytown, TX 5,946.8
7Washington-Arlington-Alexandria, DC-VA-MD-WV 5,582.2
8 Miami-Fort Lauderdale-Pompano Beach, FL 5,564.6
9 Atlanta-Sandy Springs-Marietta, GA 5,268.9
10 Boston-Cambridge-Quincy, MA-NH 4,552.4
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ACCOUNT PLANNING MATRIX
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SALES ANALYSIS
• GATHERING, CLASSIFYING, COMPARING, STUDYING COMPANY SALES DATA
• HIGHLIGHTS SALES CONCENTRATION IN PRODUCTS, CUSTOMERS, ORDERS, TERRITORIES
• 80:20 PRINCIPLE• DECISIONS
• EVALUATION SYSTEM• SOURCES OF INFORMATION• INFORMATION AGGREGATION TYPE
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DECISIONS WHEN CONDUCTING A SALES ANALYSIS
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EVALUATION SYSTEMS
• DETERMINE HOW ANALYSIS WILL BE CONDUCTED
• SIMPLE
• COMPARATIVE
• BASIS FOR COMPARISON?
• REPORTING AND CONTROL SYSTEM?
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SIMPLE SALES VERSUS COMPARATIVE SALESSales
Representative
2012 Sales($)
2012 Quota($)
Performance Index
Diana Barrington
760.9 700 108.7
John Bendt 793.5 690 115.0
James Dawson
859.2 895 96.0
Gloria Richardson
837.0 775 108.0
Walter Keyes
780.3 765 102.0
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INFORMATION AGGREGATION TYPE• POSSIBLE GROUPINGS
• REGION• PRODUCT• CUSTOMER• MARKET• METHOD OF SALE• ORDER SIZE• FINANCIAL ARRANGEMENT
• CONSIDERATIONS• COMPANY SIZE• PRODUCT DIVERSITY• SALES AREA• NUMBER OF MARKETS/CUSTOMERS• MANAGEMENT LEVEL/TYPE TO RECEIVE
REPORT
• HIERARCHICAL REPORTS MOST EFFECTIVE
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Example of Several Sales Reports