suusu elephone Representative2: Compreteu calls high i shows the sales rep to be

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suusu elephone Representative2: Compreteu calls high i shows the sales rep to be spending a disproportionately large amo with one firm. New accounts are low; all other areas good to outstandino Representative 3: Number of sales calls low, below goal. Telephon proposals all very low and below goal. Evaluation shows poor time utilizatios Very high amount of service-related activities in sales representative's log: c tomer relations extremely positive; recently has received a great deal of feedback yerst from customers on product function. n number, but primarily with one firm. Time management Is sales "just a numbers game," as one sales manager states? She believes that all you have to do is make the right number of calls of the right type, and the odds will work in your favor. Make 10 calls, get one sale. So to get two sales, make 20 calls. Is this th right approach? Why or why not? Jackie Hitchcock, recently promoted to district sales manager, faced a new problem sh wasn't sure how to resolve. The district's top sales rep is also the district's number-one OLE problem. Brad Coombs traditionally leads the company in sales but also leads the com avey and been less than truthful. Jackie knew Brad had never done anything illegal, but she sstan was worried that something serious could happen. Other problems with Brad include at insu ace co - wo sa guidelines, not preparing call reports on time, failing to show up at trade shows, and not attend ing sales training programs. How should Jackie handle this problem? How does a sales cation manager manage a maverick sales rep? Specifically, how can the performance evalua- era tion process help Jackie deal with Brad? Bill ha nde hi hethe gown LEADERSHIP CHALLENGE: UNDERSTANDING SALESPERSON PERFORMANCE een or tuldin Mike Hunt had been in sales for 20 years, and, as sales manager for Market First Distribu- tors, he was confident of his ability to evaluate salespeople. Market First was a regional distributor of food products to restaurants. It competed with large distributors such a Sysco and had developed a very good reputation for great service and reasonable prices. The company had a sales force of 70 in six districts across five midwestern states. A formal Until sn a fe er we ed bo evaluation process had been implemented nine years ago. The process focused onsalespeo- ani ple meeting specific targets on account development (sales per account and average order pot

Explanation / Answer

I would use following KPIs to measure salesperson's territory management :

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