Selling through independent reps by Harold J. Novick

By Harold J. Novick

How will you inform if self sufficient reps are correct in your agency? How do you discover, lease and help a very efficient rep workforce? How can independents support your marketplace segmentation method be successful? how are you going to display screen rep functionality with out "control"? Readers can locate the solutions to those and dozens of alternative severe questions during this entire guidebook. Questions that needs to be addressed ahead of one begins - or try and approve - a dating with an autonomous revenues association. the writer introduces a 6-step technique that guarantees powerful use of autonomous reps.

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In other words, will your current sales organization get you where you want to go? Let's look at what we can learn from the future objectives chart (Figure 24). You will still have to maintain coverage of market A because product 2 in market A accounts for 30 percent of income. However, your major coverage has to be of market B, which is now 52 percent of income. You also need good coverage of market C, which is now up to 15 percent of income. Quite frequently this would suggest that the existing sales organization, which was primarily designed to cover market A, continue to cover that market.

Sample product/market matrix. with three products and three markets. If the company sells its products through a single sales organizationthat is, one in which each salesperson has the responsibility for selling all products into all marketschances are that two opportunities will not be adequately pursued. " That sales personnel invariably focus on products and markets that interest them and that give them the maximum return for their effort is a classic shortfall of any sales organization. Many organizations have a proliferation of productsfar more than threeand the list of those that receive less than adequate attention grows substantially.

It may be distribution for a second level with either direct sales or reps as the first level. This choicerep or directshould take into consideration many factors, each of which will be explored later in this book. One key: Remember to consider long-term as well as short-term needs. 3. Define the ideal rep. Let's presume that reps are your preferred first-level channel. You now need to define the characteristics of the ideal rep for your company. This is one of the most crucial concepts in selling through an ISO, yet one of the most frequently ignored.

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