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HEMANT
MOHANA
U RV I
TUSHAR
KRITI
NIMISHA
14P081
14P086
14P116
14P114
14P145
14P129
CASE BRIEF
Syracuse Division is not successful as other Pilgrim
divisions. It was below the median and mean for
other Pilgrim divisions(pg 2, para 4)
There was an opportunity for Thomas to look into
reorganizing the Sales Territories and getting reps to
adopt the corporations sales programs(pg 1, para
2)
In his opinion, the issues with present territories (pg
4, para 2):
No regard for the number of stores in the area
Sales potential
Travel involved
PROBLEMS AT HAND
There was a potential to increase Pilgrims share
of Syracuse division from 20% to 40% through
reassigning territories, as some other divisions
were functioning at 48%(pg 3, para2)
But Robert Jackson, the division general manager
had serious concerns about how reassignments
might damage sales force morale
There is a clear conflict in reactions from New
reps and old reps about the same
Analyze
Workload
Determine
Basic
Territories
Evaluate,
revise if
necessary
Customer
Contact
Plan
Assign to
Territories
ANALYZE WORKLOAD
Miller and Donnelly perform
poorly when compared to
others as
Miller has 43% of active
accounts and Donnelly has 53%,
where the average is 67.4%
(Exhibit 2)
Thomas believed that receiving
a larger share of the business
from each store would require
more selling time.. (pg 8, last
para)
all his sales reps skimmed the
cream from many of his
accounts..(pg 4, para 2)
Sales
as % of
PWPP
percentage
of assigned
I
Miller
Brooks
Murray
Nelson
Simpson
Subtotal
68.062
159.361
298.564
226.957
244.016
31.875
II
Howard
Taylor
Donnelly
Harrington
162.243
311.569
43.745
173.871
Accounts
1998
Active
Accounts
I
Miller
Brooks
Murray
Nelson
Simpson
II
Howard
Taylor
Donnelly
Harrington
Total
1998
Assigned
Accounts
Active
Accounts
as % of
assigned
39
49
33
46
29
90
55
44
53
48
43.33
89.09
75.00
86.79
60.42
32
29
56
26
339
44
29
104
36
503
72.73
100.00
53.85
72.22
67.40
42.375
62.875
ASSIGN TO TERRITORIES
Assignment of territories basis:
Equal Potential
Sales persons abilities
Sales potential of Territory
NELSONS CASE
From Exhibit 3, we see Nelson is demanding
80% of the 80% of the 3 counties under Brooks
currently
Consequences:
Nelson has Sales % as PWPP as 36%(Ex 2), proving his
sales potential
He can be thought to assign few high performing
accounts but adding 16 accounts would increase his
workload. Hes already rushing calls (Pg 5), so a re
alignment clearly showing him the pros and cons would
be beneficial
THANK YOU