486銷售隊(duì)伍管理方法及模型(ppt21)-銷售管理-資料下載頁(yè)
2025-08-05 13:33本頁(yè)面
【導(dǎo)讀】此報(bào)告僅供內(nèi)部使用，未經(jīng)書面許可，其他機(jī)構(gòu)不得擅自傳閱、引用或復(fù)制。銷售區(qū)域設(shè)計(jì)模型和激勵(lì)設(shè)計(jì)模型。銷售人員是企業(yè)生產(chǎn)效率最高也是成本最昂貴的資產(chǎn)?？梢詣?chuàng)造更多的銷售額，另一方面又會(huì)增加銷售成本。面尋求平衡顯得困難而且重要，因?yàn)樗鼪Q定了銷售利潤(rùn)水平。銷售額依賴于企業(yè)營(yíng)銷努力的程度，銷售隊(duì)伍。伍的規(guī)模應(yīng)先于銷售額的水平確定。工作量法的基本假設(shè)是所有的銷售人員承擔(dān)同樣的工作量。通常以每個(gè)客戶的購(gòu)買額作為分類標(biāo)準(zhǔn)，用ABC分類法對(duì)客戶分類排序。實(shí)際情況選擇判斷標(biāo)準(zhǔn)，將大客戶歸入A類，中等客戶歸入B類，小客戶歸入C類，比如，一辦法是用統(tǒng)計(jì)分析的方法對(duì)歷史數(shù)據(jù)進(jìn)行分析來(lái)確定。際銷售成本)，那么就應(yīng)該繼續(xù)擴(kuò)大銷售隊(duì)伍的規(guī)模，直至二者相等。，則每個(gè)區(qū)域占市場(chǎng)總量的1％，其余以此類推。假設(shè)H企業(yè)有10個(gè)銷售區(qū)域，整個(gè)行業(yè)市場(chǎng)容量為4千萬(wàn)元，數(shù)據(jù)資料如表1。了說(shuō)明問(wèn)題方便，若實(shí)際中數(shù)據(jù)不等可以取平均值。
【正文】 ults make sense? Can they be implemented? Implement resource allocation decisions Monitor and evaluate sales performance Yes No SCM010727BJstrategic plan(GB) 19 分析結(jié)論 Base Case: 430 reps $222MM profit Optimal: 747 reps $280MM profit Reallocation: 430 reps $266MM profit ?$58MM profit= $44MM in reallocation + …………… $14MM from increased size of salesforce SCM010727BJstrategic plan(GB) 20 分析結(jié)論 ?Added about 100 sales people per year. ?Saw increase of profit of about $24 millions. ?Management claims that it left $36 millions “on the table” by not focusing on Naprosyn, spending too much effort on oral contraceptives. ?Was this a sizing or resource allocation problem? ME helps us determine SCM010727BJstrategic plan(GB) 21 1 Select geographic control units 2 Decide on allocation criteria 3 Choose starting points 4 Combine control units adjacent to starting points 5 Compare territories on allocation criteria 6 Assign salespeople to new territories Events triggering sales territory adjustments Mergers Division consolidation Division split Sales force turnover Plant relocations Product line changes Revise territory boundaries to balance workload and potential
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