All too often, the organization resulting from sales sectorization remains fixed over time and deteriorates with the ups and downs of the sales force.
Earlier, we reported on the evolution of the sectorization process over the last two decades, at least as far as the planning and division of territories is concerned.
Initially unpopular, time-consuming and cumbersome to manage, sales sectorization has become a dynamic process to ensure that the sales force remains consistent in matching the time available to sales reps with the sales pressure instilled by management.
But what about the management side of sectorization? Once the organization is up and running, what happens?
Depending on salespeople’s relocations, turnover, sick leave and the evolution of sales outlets/customers… we try to adapt and develop our sales force as best we can. Common sense and experience are the key elements in this management exercise.
Without tools, we rely on our intuition to make decisions, but we have to admit that the organization deteriorates over time. Conditions are not optimized to be as efficient as possible, and we find ourselves, as in the myth of Sisyphus, punished and chastised, forever repeating this sectorization process, on average every 3 years.
Manage and monitor your sales force
By way of analogy, we could take the example of a trip on an airliner.
To carry out his mission, the aircraft pilot controls the on-board instruments and all the information he receives during the flight. At the slightest indication, unforeseen event or emergency, the pilot and co-pilot play a very important role in managing, handling and resolving the event in question.
In the case of a sales force, the National Sales Director (the Pilot) and his Regional Directors (the Co-Pilots) are there to ensure that the sales force achieves its objectives and runs smoothly, because its day-to-day life is punctuated by hazards.
Today, intuition, common sense and experience are the tools that enable management to make decisions, guide their teams and maintain the efficiency and motivation needed to achieve their objectives.
The manager’s role is therefore crucial. After setting SMARTE objectives for his team as part of the sectorization process, the manager remains attentive and supportive, guiding, advising and assisting his teams in the field to achieve the company’s sales objectives.
The human factor is undoubtedly a key to success in achieving sales objectives and motivating a sales force. Nevertheless, just like an airline pilot, the availability of technological tools can make decision-making easier, faster and more reliable.
Boost performance and facilitate management
Technology is a real driver of performance and profitability. When it comes to managing a sales force, dynamic sectorization is the tool that provides factual, measured answers to questions that until now have remained unanswered:
- How do you manage the relocation of an area manager?
- How do you manage the temporary replacement of an area manager?
- Where to recruit when an area manager leaves?
- What should be done to manage a vacant sector?
- What is the impact on the sales force of a change in brand strategy (increase or decrease in sales pressure)?
- What is the impact (on workload, costs, etc.) if one or more sales outlets is reassigned from one area to another?
As well as boosting performance, providing answers to these questions also helps to motivate teams, involve them and give them a sense of responsibility, while demonstrating kindness and fairness towards them.
The Manager therefore has indicators that act as justices of the peace, but also enable him to anticipate objections and best prepare the life of his sales force.
“Technology is a real driver of performance and profitability.
When it comes to managing a sales force, dynamic sectorization is the tool that provides factual, measured answers to questions that until now have remained without precise answers.”
Conclusion
When we speak of commercial sectorization in France, Anglo-Saxon countries speak of territorial planning, design and management. We prefer to speak of dynamic sectorization. This term covers both the planning and division of territories, and the management of sectorization, with its ability to adapt and respond to the ups and downs of a sales force’s life.
Through dynamic sectoring, commercial sectoring becomes a continuous process enabling an organization to be efficient, profitable and sustainable over time.
Beyond its organizational dimension, sectorization becomes a genuine management tool, a solution enabling DNVs and Area Managers to boost sales force performance while enabling teams to flourish.