G. Customer Contacts
A critical aspect of the TGA platform is the identification of all key contacts. This is more than a contact list. Sometimes just obtaining this data can be an adventure and a learning experience for your sales force.
H. Decision Makers
Some portion of the contacts identified in the previous section should be considered "key decision makers" in your customer's organization. They are the people who heavily influence the buying decision or heavily influence those who make the buying decision. These people deserve special consideration. You should understand the opinion that each key decision maker holds about their critical needs from a supplier and what it takes to become supplier of choice.
I. Competitive Profile
Who are your customer's major competitors? How do they sell against them? Why do their customers choose them? What is their competitive advantage?
J. Key Questions:
o What would their customers say that they really value from your customer?
o What are your TGA customers' key skill sets, i.e. what are they really good at?
o Who are your customers' major competitors?
o How is your customer positioned in their market?
K. Customer Requirements
Customer requirements are all of the specific criteria that you must meet to do business with a customer. Often, these are mundane issues like payment terms and quality certification. Think of these as the hurdles that you must clear in order to be a qualified supplier to your customer. The rules of engagement identify the conditions that are necessary for your company to win the business. Consider them to be the minimum qualifications. Your Territory Managers must identify these requirements for each of their selected accounts. Although they are most important for prospects, you may be surprised to find what you will uncover during your investigation for existing customers. You may find that your existing Business is at risk because you are not currently satisfying their minimum requirements!
The following is a partial list of the typical areas in which rules of engagement are enforced:
* Inventory requirements
* Credit terms
* Payment terms
* Return policies
* Contract pricing
* Quality programs and certification
* Integrated supply
* Special shipping and handling
* Drop ships EDI - Internet communication capability
* Credit card sales
* Training
* Strategic alliances
* Consignment Frequency of vendor communications
Step 3: Define goals
After the Territory Manager has selected his targets and collected critical profile information about them, it's time to quantify goals. For each TGA account, the Territory Manager should now define goals for sales revenue, sales gross margin and potential product objectives. The first item to be considered is exactly where you stand as a supplier or potential supplier right now.
Served Available Market (SAM)
The first step is to quantify the potential for each TGA account. Total available market, less other channel supply that you do not participate in, equals Served Available Market. This is the true potential revenue that you have the opportunity to go after. Just because the customer buys a total of $XX does not mean his total purchase is realistically available to you. We have now entered the age of multi-channel distribution. Your SAM must represent a large potential with a high confidence for success to warrant engaging the resources necessary to capture the account. This candidate should match the abilities of your company to perform. You must understand and be capable of performing under this customer's requirements, or their "Rules of Engagement."
Forecast
Territory Managers should forecast sales revenue, sales gross margin and sales, by product line or vendor monthly. This is not "pie in the sky" guessing. They should be able to back up their forecast with solid data and a reasonable thought process. In other words, why and how do they feel they can accomplish this goal? Note tha
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