SALES MANAGEMENT NEED IT IN 4 HOURS

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Regional Summary

ACCOUNTS MARKET POTENTIAL SALES COMMISSION
Area Name Group 1998 Active Accounts 1998 Assigned Accounts Active Accounts Pct Assigned 1998 PWPP (000s) PWPP per Assigned Account 1998 Sales (000s) Sales per Active Account Sales Pct of PWPP 1998 Comissions
Brooks 1 I 49 55 89.1% $ 11,186 $ 203,382 $ 3,012 $ 61,470 26.9% $ 70,150
Nelson 2 I 46 53 86.8% 8,800 166,038 3,168 68,870 36.0% 77,000
Miller 3 I 39 90 43.3% 29,760 330,667 2,724 69,850 9.2% 61,350
Murray 4 I 33 44 75.0% 11,126 252,684 3,780 114,550 34.0% 80,400
Simpson 5 I 29 48 60.4% 15,040 313,333 3,670 126,550 24.4% 78,000
Taylor 6 II 29 29 100.0% 7,520 259,310 3,190 110,000 42.4% 67,800
Howard 7 II 32 44 72.7% 13,350 303,409 3,254 101,690 24.4% 66,000
Donnelly 8 II 56 104 53.8% 20,520 197,308 2,360 42,140 11.5% 49,000
Harrington 9 II 26 36 72.2% 6,832 189,778 1,450 55,770 21.2% 36,000
Subtotal Group I 196 290 67.6% $ 75,912 $ 16,354 21.5% $ 366,900
Subtotal Group II 143 213 67.1% 48,222 10,254 21.3% 218,800
Total 339 503 67.4% $ 124,134 $ 26,608 21.4% $ 585,700
Account Comparatives
Averages 38 56 73% 13,793 246,212 2,956 83,432 26% 65,078
St Dev 10 25 18% 7,319 60,168 712 30,033 11% 14,559
Std Dev -1 27 31 55% 6,473 186,044 2,244 53,399 15% 50,518
Std Dev +1 48 81 91% 21,112 306,380 3,669 113,465 36% 79,637
Results Indicators
>1 Standard Deviation Above Average Average Below Average < 1 Standard Deviation
Name Personal Personal Account Load Market Potential Strategic Selling Proposed Change
Nelson Very experienced. Good salesman. Rushing calls. Inadequate merchandising, but uses the book. Lots of stops to make, but manages to gets around to them. Too much of a focus on small accounts. Needs to service larger accounts. Sells somewhat strategically, but would benefit from better planning. Strategically assign into Brooks' territory and Intensify strategic selling of pharmaceuticals
Miller All around good guy. Former sales rep in the Wholesale drug market Area is too big, too many accounts Very large accounts Could be more strategic but not bad Reduce territory to lessen accounts and allow for greater focus on pharmaceuticals
Murray Groomed, ambitious, smart Seems about right Average Very strategic with sales No change in territory. Use him to help others with strategic selling.
Simpson Complainer, needs to get away from warehouse and sell. Sales data indicates he is having trouble getting around to assigned accounts Very large accounts in area, but can't seem to get to them all. Sales appear to be strategic Large accounts not being fully serviced. Provide additional sales support in area.
Taylor Ambitious, likes freedom and accountability Underutilized Territory is too small Fairly strategic, given opportunity could perform better Re-assign as regional Key Account Manager to develop pharmaceutical & hospital market.
Howard Inexperienced, but good. Constant pattern of sales growth. Good use of merchandising. Appears to be about right, given continuous record of growth. Has a good size market Could be more strategic but not bad No change in territory. Use her to help others with merchandising.
Donnelly Inexperienced and somewhat unsure of himself. Needs help with sales plan to focus his selling efforts. Too many accounts, cannot get to customers Good variety of medium size accounts, just too many to handle No strategic selling. Inexperience and lack of confidence Split territory and add new trainee. Provide support to develop strategic sales plan.
Harrington Potential, but weak performance Low account load, with many new accounts Area is growing, but small. Needs more established accounts to develop selling and for motivation No strategic selling at all. Give additional account load and provide support to develop strategic sales plan.
Trainee 1 Assign to Taylor's old area and provide support to Simpson's area.
Trainee 2 Take over part of Miller's account area.
Trainee 3 Assign in conjunction with Nelson's territory re-distribution
The larger the number the larger the size of the accounts in the territory.
Measures the territory's total market size.
The number of total account stops tht a salesperson has potential to make.
Higher number indicates high sles productivity.
Higher percentage indicates sales person is stopping at choice accounts, or best use of time.
Higher commission may represent strategic selling.

Brooke's Sheet

Account PWPP Pct of PWPP PWPP per Account
Brook's Accounts
Assigned 55 $ 11,186,000
Active 49 $ 3,011,548 26.9% $ 61,460
Inactive 6 $ 8,174,452 73.1% $ 1,362,409
Jefferson Co Oswego County
1 Adams Center D $ 17,850 25 Calosse D $ 8,546
2 Alexandria Bay D 91,500 26 Cetnral Square D 9,286
3 Alexandria Bay II D 78,950 27 Constantia M 360
4 Bellville D 10,500 28 Cleveland M 1,950
5 Carthage D 305,000 29 Fulton D 75,600
6 Chaumont D 3,020 30 Fulton II D 122,550
7 Clayton D 53,150 31 Fulton III D 139,000
8 Clayton II D 82,000 32 Fulton IV D 192,000
9 Deferiet D 1,846 33 Hannibal D 19,450
10 Dexter D 58,350 34 Hastings M 19,200
11 Ellisburg D 1,180 35 Lacona M 2,310
12 LaFargeville D 2,610 36 Mexico D 79,500
13 Plessis D 4,400 37 Oswego D 60,376
14 Redwood M 540 38 Oswego II D 103,800
15 Rodman D 16,050 39 Oswego III D 120,500
16 Sackets Harbor D 3,226 40 Oswego IV D 205,000
SubTotal $ 730,172 41 Oswego V D 219,500
Lewis County 42 Oswego VI D 112,150
17 Beaver Falls D $ 19,150 43 Oswego VII M 76
18 Croghan D 122,986 44 Parish M 25,800
19 Harrisville D 92,580 45 Pheonix D 48,650
20 Lowville D 118,440 46 Pulaski I D 43,750
21 Lowville II D 21,570 47 Pulaski II D 145,400
22 Lyons Falls D 30,120 48 Sandy Creek D 70,650
23 Port Leydon D 11,626 49 West Monroe D 23,900
24 Tunn M 15,600 SubTotal $ 1,849,304
SubTotal $ 432,072