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Conducting an Effective Territory Review

Guest post by: Dr. Rick Johnson

Article Overview: All companies are in constant need of aggressive, creative and resourceful salespeople to have their products specified, accepted and used by customers. Without informed and capable field salespeople, no company could hope to compete in the marketplace today. But how often have any of us stopped to consider the fact that good salespeople, the kind who can help a company really grow, don't just happen to come along by chance or fate. There is no such thing as a "born salesperson," because selling ability is much more than an intangible given that a person either has or doesn't have. Granted, selling does require certain attributes in a person. He or she should, for example, be basically outgoing in manner and capable of making a genuinely favorable impression almost immediately.

Conducting an Effective Territory Review



The objective of the monthly review is to determine priorities for future time allocation, improve effectiveness of activities and ensure that necessary resources are available for critical tasks leading to successful accomplishment of predetermined goals and objectives.

Establishing intent is critical and must include:

• The desire to increase Sales Representatives incentives

• The desire to help them achieve preset objectives

• The desire to help them improve performance

• The desire to remove obstacles and provide resources and support

• The desire to sell all product lines and become the "Go To" guy.

All companies are in constant need of aggressive, creative and resourceful salespeople to have their products specified, accepted and used by customers. Without informed and capable field salespeople, no company could hope to compete in the marketplace today.

But how often have any of us stopped to consider the fact that good salespeople, the kind who can help a company really grow, don't just happen to come along by chance or fate. There is no such thing as a "born salesperson," because selling ability is much more than an intangible given that a person either has or doesn't have.

Granted, selling does require certain attributes in a person. He or she should, for example, be basically outgoing in manner and capable of making a genuinely favorable impression almost immediately. Also, the person must be intelligent, able to grasp ideas and details easily, retain them and recall them for use whenever necessary in selling situations. These factors and many others relating to personal and emotional characteristics are contributing elements in the makeup of the successful salesperson.

But are these characteristics all that are required to make a successful salesman or saleswoman? Obviously not, a sales person must have adequate tools, resources and leadership to maximize their effectiveness. That is why a Sales Effectiveness Program (SEP) is so vital. This is the program that provides the support and the resources to allow each and every sales person the opportunity to maximize their personal effectiveness in their individual territories.

The monthly territory review is a critical component of the Sales Effectiveness Program that enables the sales manager and the account manager to discuss, plan and measure success In addition to possessing and capitalizing on certain natural talents and traits. The review process should encompass the following issues:

1. Review of all Target accounts

2. Review of all Pipeline opportunities

3. Review of specific territory objectives including sales to plan and gross profit to plan and assigned account objectives

4. Knowledge of products, customers and customer organizations.

5. Skills in the application of this knowledge.

6. Development of a favorable attitude as it pertains to that knowledge and those applied skills

Territory Review Preparation

Each Account Manager should prepare ahead of time by reviewing their territory performance by account. If they have a territory scorecard this becomes a platform for that review. Preparation should include reviewing personal performance on each target account, Pipeline events, sales to plan and margin to plan. A quick checklist of what went right and what went wrong for each objective will prove very helpful during the review.

Create an Agenda

The sales manager should prepare for the review by studying the Account Managers territory performance (scorecard), making note of any performance that is above expectations and any performance that is below expectations. Preparing questions on each specific category in addition to the normal assigned account territory review questions will ensure a complete comprehensive review. An agenda should be forwarded to the account manager listing key review topics. Remember, the intent is to help, mentor and motivate.

Conducting the Review

The review should be designed to achieve maximum participation on the part of the Account Manager.; as much time as possible should be devoted to realizing this goal. This is not a session for reprimand or criticism. It has been proven by best practice that Account Manager Participation in the review process is one of the most effective methods of developing both an attitude for learning and an attitude for successful accomplishment of goals and objectives.

Next, enthusiasm must be created. Enthusiasm is one of the most important traits a sales manager must possess - because it is contagious. Remember, Account Managers will learn very little if they are mentally falling asleep.

Lastly, the Account Manager must have confidence in the program; he or she must believe the content of the program and that the program will provide personal benefits.

Points of Discussion

1. Review the sales representative's emphasis and balance in their sales contact activity

2. Review the effectiveness of their action plans

3. Review the progress in achieving sales and profit goals

4. Create an action item list to correct any noted deficiencies

5. Determine any management support necessary to help sales achieve objectives

Action plans should include:

• Which accounts will get less sales time

• Which accounts will get more sales time

• Call objectives on major Pipeline events

• Objectives for next month's review meeting

• Targeted calls with the Sales Manager

It is important to present a balanced view of performance so be sure to fully discuss what is going right.

• Be sure to use the review to find out from the sales rep how you are doing as the manager. Is there anything that you could do more of, better or different to help improve their performance?

The review process is extremely critical to the entire success of the SEP. It must be taken seriously and performed at a standard of excellence that guarantees 100% compliance and supports the intent and objectives of the overall program.

Conducting the Meeting

The monthly review meeting is a "working" discussion on sales performance where you review what each salesperson has accomplished against their goals and objectives. At the completion of the meeting, you will have:

• Reviewed, evaluated and discussed the quantity of sales activity against the actual territory plan

• Reviewed, evaluated and discussed the quality of the sales representative's call activities for the month including review of the support activities listed in their action plan

• Reviewed, evaluated and discussed the status of each target account in their action plan

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Article Tags: field salespeople, maximize sales, sales management, territory growth



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