SVP demonstrates how to balance customer requirements, company revenue expectations and sales rep workload to grow revenues.

Our show today demonstrates 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. Leverage the How to Make Your Number in 2018 Workbook to access a revenue growth methodology to hit your number quarter after quarter, and year after year.


Our guest 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 communication systems to public safety and commercial customers around the world. This is done by arming them with nearly indestructible handheld devices for real-time communication. 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.


Watch as Jim and I discuss 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 represents 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. Watching this Motorola use case will help you think through the right criteria for your company. 


Through the course of evaluating the criteria, 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.


Would you like some help validating that you have your team aligned to work the right opportunities? Furthermore, are rep skills matched with the right territories? Crack the code to unleash the sales potential in your people. 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 could help, 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 a plan to optimize territories.


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