Sales territory management: design territories that reps actually win
Bad territory design creates two problems simultaneously: some reps with too few accounts (bored, looking for a new job) and some with too many (skimming the easy deals, ignoring the hard ones).
Design fair, winnable territories that maximize coverage and minimize channel conflict.
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Protocole de résolution
- 01
Define territory dimensions
Geography (most common), industry vertical, company size tier, or named accounts. Pick one primary dimension. Adding a second creates ownership disputes: 'Is a New York fintech with 500 employees mine (geography) or yours (industry)?' Resolve in advance.
- 02
Size territories by account potential, not count
100 SMB accounts ≠ 100 enterprise accounts in workload or potential. Weight accounts by TAM (addressable revenue). Give each rep 60–70% of the workload they can handle — leaving room for expansion prevents burnout and skimming.
- 03
Review and rebalance quarterly
Companies that change territory once a year create 6 months of disruption per change. Review quarterly: flag any rep >120% of target (territory too rich), any rep consistently <80% (territory too thin or wrong rep). Adjust proactively.