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Chapter 1
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Audio Transcript Auto-generated

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    in this lesson, we covered the queue in territory and

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    kota planning.

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    We specifically focus on the objective behind kota planning, tracking

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    and realignment.

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    The objective for quota setting is to identify, communicate and

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    track seller targets within an organization's coverage model so that

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    actionable goals can be aligned with corporate object.

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    This is really important as sellers need clarity on the

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    types of quarter they need to achieve.

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    We will cover the types of quota in a subsequent

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    chap. An organization may establish, for example, or marketing quota

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    for the number of events or promotions the marketing department

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    needs to hold in a particular period or they may

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    define quota as the number of leads the department needs

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    to source for the sellers pipeline.

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    Another example is where a call center may be assigned

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    a quota for the number of calls they need to

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    make or the number of demos they need to generate

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    for a seller.

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    It could be new opportunities they need to close or

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    the revenue they need to generate clarity on established order,

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    eliminate ambiguity on the required performance achievement setting quotas Against

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    the coverage model provides clarity on required achievement quotas are

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    set by leadership in an organization to provide sellers clarity.

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    Whether the corporate strategy is market growth, stability or renewal

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    sense, leadership can delineate the quiet corporate objectives across all

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    channels in the coverage model to ensure that the quota

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    setting meets all the required objectives.

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    Sellers have clarity on the type of quota they need

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    to achieve.

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    This allows them to focus on customer and territories and

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    make that achievement more probable and measurable, clear metrics allow

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    measurement of current performance.

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    It also allows for a mindset of what can be

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    achieved versus what has been achieved in the past.

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    In a target market, the organization's transparency allows them to

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    focus on increasing their productivity and revenue realization within a

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    territory or a market.

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    Tell us understand the metrics for their performance evaluation.

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    It also allows both the seller and the organization to

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    manage their cost of sales, cost of customer acquisition and

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    maximize revenue realization.

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    Additional benefit is that it provides visibility for the performance

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    against plan.

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    Given the shared understanding of the performance metrics, sellers and

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    organizations can track performance to plant, there is opportunity to

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    proactively monitor seller performance and provide the required organizational support

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    to manage against market impact, seasonality changes or adjust for

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    operational efficiencies.

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    Leadership can also defined compensation plans that drive the right

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    seller behaviors and outcomes.

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    People analytics help organizations learn more about what behaviors differentiate

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    their most successful salespeople and implement them in the lower

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    performing segments.

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    Then a productivity can be optimized by building a coverage

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    model that aligns the right type of sellers to the

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    appropriate customer segments.

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    Most studies show that the success in selling is highly

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    correlated to three things firstly, the time the seller's spend

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    with their customers and prospects.

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    Second, it is based on how large supportive or healthy

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    networks the sellers have within their organization, hug what kind

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    of time and attention their managers and other senior people

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    in their own organization provides a good coverage model aligned

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    with the appropriate effective quota setting.

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    Also helps leadership, managed channel capacity and workload.

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    The third benefit is it builds trust and increases the

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    longevity of the sellers within the organization.

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    Organizations would clearly established quotas for the coverage model build

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    seller trust.

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    It helps manage seller nutrition, seller clarity and buying through

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    acknowledgement of their performance metrics enables the organizations to get

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    seller commitment to.

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    That argues as sellers see themselves provide value.

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    Their commitment to.

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    The organization also increases the longevity in the cellar relationship

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    with the organization also enables better seller and customer and

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    customer and organization interactions.

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    The transparency and enhance collaboration between salary and organization, lowers

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    the attribution probability and minimizes salary attrition and onboarding costs

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    over a period of time.

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    Organizations mature in what insights they create and provide their

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    cellars, the data analytics and visualization of the performance real

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    time can need to inform and faster decisions, both for

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    sellers and organizations.

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    All of these increase seller market potential and probability of

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    quota achievement to summarize having a robust coverage model established,

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    monitored and realigned as needed, maximizes the seller value to

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    the organization and the value of the organization to the

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    seller, helping both realize maximum market potential.

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    Let's look at the key takeaways from this chapter firstly,

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    quotas should be aligned with the plan.

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    Company revenue, target products and services quota should be said

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    using historical data, past performance and level against established benchmarks.

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    They should also incorporate market trend and seasonality voters should

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    incentivize right seller behaviors.

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    Organizations can build compensation plan metrics to align with the

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    expected seller.

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    Performance quota should be assigned to all routes to the

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    market. In a coverage model, having a well balanced coverage

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    model enables identification of any gaps in the coverage or

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    the best route for customer interaction.

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    The definition of an effective quota is where 80 of

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    the team, on average should be able to achieve and

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    meet their quota quota should be clearly communicated by the

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    management, fully understood by the sellers and measurable by the

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    company.