#TheSellingMachine

#TheSellingMachine

How will the Sales Engineer divide his efforts to make his management adequate and aligned with the interests of the company?

Which would be the proper allocation of customers?

 If we deal with a lot of Regular Customers we will find more difficult a growth strategy because we already have a participation fee of about 60 %. If we deal much Growing Customers perhaps we can grow but at the same time if we reduce our presence in the Regular Customers we may lose what on the other hand we won. If we deal with the Basic Customers we will grow slightly (less potential) and we can risk a lot losing in the Regular and Growth Customers. On the other hand we have New Customers we can try to capture.

We cannot forget that we also have the Engineering’s or Prescription Enterprises, Distributors and Indirect Customers or Clients behind the Distribution.

  

What to do? How to properly allocate customers? How will the Sales Engineer use his efforts and his time?

To start we have decided to split the Customers (Direct + Indirect) and Distributors. So, for the moment, we will be occupied with the Sales Engineer dedicated to Customers (Direct + Indirect).

We can leave for a later publication the treatment of the Engineering’s or Prescription Enterprises. This is a very interesting debate that some companies solved with Sales Engineers exclusively for such companies sometimes also integrating a shed called Markets. The Engineering’s or Prescription Enterprises don't buy usually the products and services needed for their projects so; we will consider its potential reflected with the ongoing projects. Therefore, when calculating the potential of an area, the potential will be applied on projects -> end customers and not on the Engineering’s. So we avoid potential duplication.

The same goes with Distributors. The potential will be reflected on Indirect Customers and not on Distributors because we would double the potential.

The allocation of customers depend on the Strategic Objectives outlined in the Corporate Strategy, on the established for the Five year's Plan and more specifically on what was negotiated with General Management for the yearly  Budget.

If we have defined a growth Strategy we have the following breakdown:

Regular customers 55%

Growth Customers 30%

Basic Customers     5%

New Customers     10%

If we have stability and settlement Strategy defined, the customer sharing can be:

Regular customers 70%

Growth Customers 15%

Basic Customers     5%

New Customers     10%

The percentage refers to the sales figure in the Budget i.e. in the first case, Regular Customers must cover 55% of the annual budget. With all this, Sales Engineer must select the most suitable clients to cover the budget allocated to each of the customer's segments recalling that the number of customers should be around 100. We are building #TheSellingMachine.