Sales Force Organization and Architecture
“The sales manager must pay considerable attention to the structure of the sales force. The model for organizing a sales force progresses from the more general to the more specific, from the more strategic to the more tactical, from macros to micros. A firm’s first decision is what channels are the most efficient for reaching and serving the target customers...
“The sales manager must pay considerable attention to the structure of the sales force. The model for organizing a sales force progresses from the more general to the more specific, from the more strategic to the more tactical, from macros to micros. A firm’s first decision is what channels are the most efficient for reaching and serving the target customers. Are your own direct salespeople more effective or some combination of indirect sales organizations/channel partners? Will you use a combination of distributors, brokers, sales representative organizations, telesales/marketing, ecommerce, home shopping television channels, systems integrators, value-added distributors, or retailers?
Once you choose the appropriate combination of sales channels, the second decision is how to organize these channels: by product line, major costumer or market segment, function, geography, or no restrictions. We refer to this as sales force architecture.
Moving on from more general to more specific, next you should decide how many salespeople you need and the boundaries of each person’s territory. We refer to this as deployment and sizing.”
Citat din: Sales Management: the McGraw-Hill executive MBA, de Robert J. Calvin, Editura McGraw-Hill, 2001, Pg: 127-150
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