Article
How to Create A Sales Territory Plan [Guide + Examples]
cognism.com
Quoted on this wiki
Every place a page here uses this source, in the order the words come in it.
Consider language skills and cultural understanding when assigning territories and accounts. “It’s essential to evaluate the value of each account within the market and prioritise each account through your sales territory plan.” Cognism ranks accounts through tiers. For initiatives such as its ABM play, Cognism can best position itself for success in top-tier industries and accounts.
When expanding into a new European region where you haven’t got a massive amount of data or revenue, it’s difficult to understand what industries you will succeed in and what your ICP will be. “So, by using geographical groupings, you can focus on understanding your sweet spot for each region.” Once you’ve settled in a region with a wide range of customer types, you can identify the optimal industries to target and assign specific sales representatives to those verticals.
4. Define your ICP “As mentioned, knowing which customers to prioritise is essential when approaching a new region or market.” Antoine Cornet, Head of Revenue Operations at Cognism, explained:
“These territories group accounts based on common attributes, including geography, industry, and company size.” This would result in uneven performance and fluctuation across mid-market and enterprise segments and a lack of precision in Cognism’s outbound sales strategy. As Jonathon Ilett, VP of Global Sales at Cognism, explained: Jonathon added: This also resulted in a lack of focus on Cognism’s ideal customer profile, as sales and marketing were not focusing on areas with the highest win rates and best retention metrics. It made the SDRs and AEs’ jobs more complex and less repeatable, as they had to continuously switch who they were selling to, which reduced sales productivity and efficiency, and constantly altered the context of their pitches. These common mistakes also meant Cognism’s sales teams couldn’t examine their geographical performance. Because Cognism was emerging in new regions, UK reps often sold to both DACH and the US, while US reps sometimes sold to France. Therefore, Cognism couldn’t understand what teams were doing well and where they saw success, as every team was selling everywhere. As Rob Tomchick, Chief Revenue Officer at Cognism, also shared: If you’re expanding into new markets, check out our International Expansion Zone. It’s packed with videos, blogs and playbooks to help you with your strategy.