Escolar Documentos
Profissional Documentos
Cultura Documentos
CHAPTER 7
SALES OBJECTIVES AND QUOTAS
LEARNING OBJECTIVES
Objectives and quotas are fundamental parts of a company, because they provide the sales force with direction and goals. Selling by objectives (SBO) is a system that unites the sales force. This chapter should help you understand: The relationship between sales objectives and quotas. Why quotas are important.
WHAT IS A QUOTA?
A quota refers to an expected performance objective. Quotas are tactical in nature and thus derived from the sales forces strategic objectives.
TYPES OF QUOTAS
Sales volume quotas.
Sales volume quotas includes dollar or product unit objectives for a specific period of time.
TYPES OF QUOTAS
Sales volume quotas.
Product lines. Individual established and new products. Geographic areas based on how the sales organization is designed, which would include: Sales division. Sales regions.
Sales districts.
Individual sales territories.
Copyright 2001 by Harcourt, Inc. All rights reserved.
TYPES OF QUOTAS
Sales volume quotas.
Profit quotas.
The two types of profit quotas: Gross margin quota determined by subtracting cost of goods sold from sales volume. Net profit quota determined by subtracting cost of goods sold and salespeoples direct selling expense from sales volume.
TYPES OF QUOTAS
Sales volume quotas.
Expense quotas are aimed at controlling costs of sales units. Often expenses are related to sales volume or to the compensation plan.
TYPES OF QUOTAS
Sales volume quotas.
Activity quotas.
Activity quotas set objectives for job-related duties useful toward reaching salespeoples performance targets.
Customer satisfaction refers to feelings about any differences between what is expected and actual experiences with the purchase.
TYPES OF QUOTAS
Sales volume quotas. Breakdown total sales volume.
Profit quotas.
Expense quotas. Activity quotas. Quota combinations.
Quotas based on forecasts only. Quotas based on past experience. Quotas based on executive judgments.
LEVEL
1. Marketing
Organizational goals Upper management and (increase in market share or sales and marketing penetration, increase in executives customers, increase in sales dollars and units sold) Priorities (which regions, markets, and products to emphasize) Dollar allotment (for promotion, advertising, new employees, sales incentives, and so on) Regional and district sales managers (which input from sales reps) District managers and sales representatives
2. Regional plan
3. District plan
4. Territorial plan
Goals for number of new Sales representatives customers and for increased business with old customers in each region and territory
FIGURE 7.2 THE FOUR MAJOR AREAS TO ESTABLISH OBJECTIVES WITH EACH SALESPERSON
SALES MANAGEMENT
Salesperson
Territorial Management Limits Potential Business Size Customer Base Prospects Leads Market Share Growth Trade Relations Dealer Relations
Account Management Portfolio of Accounts Potentials Coverage Records Order Size Penetration Reports Customer Satisfaction
Call Management Preparation Selling Technique Training Communication Buyer Behavior Impact Handling Resistance
Step 2: Defining Annual Objectives 1. Regular 2. Problem Solving 3. Innovative Copyright 2001 by Harcourt, Inc. All rights reserved.
Has the salesperson planned some coherent attack for the sales presentation, and is it working well?
Copyright 2001 by Harcourt, Inc. All rights reserved.
continued
Does the sales rep have enough training in communication, in meeting sales resistance, in understanding buyer behavior, in improving call impact, in gaining greater account penetration, in follow-through methods to do the job? Does the sales rep have enough knowledge of the product and its applications, service and system backup, and technical problems to handle the toughest calling situation?
Copyright 2001 by Harcourt, Inc. All rights reserved.
Attitudes and outlook toward the job, the product, the company, and the customers all have an important bearing in the results to be achieved.
The knowledge of selling techniques, what the various kinds are and how and when to use them, are personally vested in the sales rep and can be produced and polished by training.
Copyright 2001 by Harcourt, Inc. All rights reserved.
2. Problem-solving objectives.
3. Innovative or creative objectives. The highest level of excellence is reserved for people who are attaining all three.
Copyright 2001 by Harcourt, Inc. All rights reserved.
Name For Year List Your Responsibility Area Results Expected Output 1. $ Volume/month 2. $ Expense/month 3. Gross margin/month 4. 5. 6. 7. 8. 9. 10. 11. 12. Other Instruction: List the regular, ongoing, recurring objectives. Cover the ten major responsibilities of your job next year to manage territory, accounts, calls, and yourself.
Copyright 2001 by Harcourt, Inc. All rights reserved.
Pessimistic
Realistic
Optimistic
Results
A GOOD OBJECTIVE AND QUOTA PLAN IS SMART Specific Measurable Attainable Realistic Time specific
Copyright 2001 by Harcourt, Inc. All rights reserved.
A simple three-way test to judge how well quotas and objectives are written: Test 1: Test 2: Does this quota state exactly what the intended result is? Does this quota specify when the intended result is to be accomplished? Can the intended result be measured?
Test 3:
SELLING-BY-OBJECTIVES MANAGEMENT
Selling by objectives (SBO) is the process elaborated on earlier whereby the manager and salesperson jointly identify common goals, define major areas of responsibility, and agree on the results expected.
FIGURE 7.4 SETTING OBJECTIVES AND QUOTAS IS A TWO-WAY PROCESS BETWEEN MANAGER AND SALESPERSON
M e a s u r e P e r f o r m a n c e
E v a l u a t e P e r f o r m a n c e
Publicize Performance Results
R e w a r d o rP e n a l t y