Speakers: Jim Mears | Greg Alexander, SBI
SVP demonstrates how to balance customer requirements, company revenue expectations and sales rep workload to grow revenues.

Jim Mears SVP


Today we’re going to discuss territory alignment and demonstrate how to balance customer requirements, company revenue expectations and sales rep workload to grow revenues. It’s difficult to grow revenue faster than your industry’s growth rate and faster than your competitors. The Revenue Growth Diagnostic interactive tool will help you determine if you are likely or unlikely to make your number.


Joining us today is Jim Mears, the Senior Vice President for Motorola Solutions. Jim is responsible for the go to market teams in the U.S. and Canada.  Motorola Solutions provides mission-critical communications products and services to public safety and commercial customers around the world. This is done by providing them with real-time information, and by arming them with nearly indestructible handheld devices. Jim is uniquely qualified to demonstrate how to balance customer requirements, company revenue expectations and sales rep workload to grow revenues.


Why this topic? Some reps only make their revenue objectives by selling to the easy accounts. Yet others are spending too much time with accounts that do not fit the ideal customer profile. Yet still some sales reps have so many accounts to cover that they cannot serve all of them correctly. We call this territory misalignment and it is a common cause of missed revenue targets.


Would you like to balance your territories better or take a fresh look at what your customer requirements are? How about a debate around what the revenue expectations should be by patch?  We can review your data to understand what the workload is at the sales rep level and how to match that up with the requirements of the territories themselves? If that’s an exercise that you think might help you increase the probability of making your number, consider coming down to The Studio and spending time with us. I will put a room full of experts in the room and we’ll dive into your data and you’ll leave with optimized territories.


The Studio Executive Briefing Center

Listen as Jim describes how Motorola adapted to changes in buying trends. It became evident in some areas that it probably didn’t justify any longer a pure direct rep. Jim describes how he observed the trend and how he adjusted serving the audience through a combination of direct representation and manufacturer reps.  These partners rounded out the offering to customers on the service side and as sales agents for the company.


Jim discusses the objective criteria used when creating a territory. The first criteria include revenue in the territory, second was the level of competition, buying history, buying behavior, the post-purchase service needs, and finally the concept of the customer life cycle.  The final element involves understanding when a customer needs to engage with a salesperson and when maybe they don’t. 


In Motorola’s case, the customer engagement needs represent a five to seven-year cycle. In your company, it might be five to seven months’ cycle. Those are examples of objective criteria that you might use to design your territories. Are those the right ones for you? Maybe, maybe not. You need to understand what matters for your business and come up with your objective criteria when developing territories. Listening to Jim’s use case will help you think through the right criteria for your company. 


Territory misalignment is a common cause of missed revenue targets. If you would like to spend some time with me on this subject, come see me in Dallas at The Studio, SBI’s multimillion dollar, one-of-a-kind, state-of-the-art executive briefing center. A visit to The Studio increases the probability of making your number because the sessions are built on the proven strength and stability of SBI, the industry leader in B2B sales and marketing.






Greg Alexander

Leads the firm's focus on the CEO’s role in accelerating revenue growth by getting the product team, the marketing department, and the sales organization into strategic alignment.

Greg is the host of The SBI Podcast, the most listened to sales and marketing podcast on the internet.


He is the host of SBI TV, a monthly television program broadcast on the internet featuring top B2B sales and marketing leader sharing their strategies to grow revenues.


Greg is the Editor-in-Chief of The SBI Magazine, the leading B2B publication focused on sales and marketing effectiveness.


He is the author of two critically acclaimed books Topgrading for Sales and Making the Number.


Greg has authored over 100 articles on SBI’s award winning blog, The SBI Blog.


He graduated from The University of Massachusetts Amherst with a BA in English and received his MBA from Georgia Tech.




Transforming the Sales Organization inside Fortune 500 Companies

Greg Alexander and John Gleason, Chief Sales Officer of Ryder, talk about the unique challenges of transforming a sales team inside of very large enterprises.


A Better Way to Structure Your Sales Force

Greg Alexander and Tony Capucille, Chief Sales Officer at Heartland Payment Systems, discuss the pros and cons of the 7 B2B sales organizational models.


Build a team of A Players Inside the Sales Organization

Greg Alexander and Todd Cione, Chief Revenue Officer at Rackspace, talk about hiring, onboarding, and developing exceptional sales talent.




Fill Every Role on Your Team with an A Player

In this article, Greg Alexander makes the case for applying the TopGrading methodology to the sales team, and outlines how to do so.


What CEOs Need to Know About Their Marketing Strategies

In this article, Greg Alexander and Rashid Skaf, CEO of AMX, discuss the role the CEO plays in crafting a company’s marketing strategy.


What CEOs are Looking for in a Sales Leader

In this article, Greg Alexander and George Norton, leader of Heidrick & Struggles Chief Sales Officer practice, discuss what CEOs need in the chief sales officer role.

Read full bio >