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6 Steps to Create a Successful Sales Business Plan

Written By Michelle Richardson

Michelle Richardson

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How to create a sales territory plan: A step-by-step guide

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Copper Staff

Contributors from members of the Copper team

An effective sales territory plan can make your team more productive, improve customer coverage, increase overall sales, and reduce costs.

On the other hand, unbalanced territory plans and constant changes in territory division can hurt productivity as well as working relationships between clients and account managers.

That’s why it’s so important to work on your territory management strategy, whether you’re just starting one, or updating an existing plan.

In this post, we'll go through how to create a sales territory plan step by step:

• Define your market, analyze, and segment existing customers.
• Conduct a SWOT analysis.
• Set goals and create targets.
• Develop strategies.
• Review and track your results.

What is a sales territory plan?

A sales territory plan is a workable plan for targeting the right customers and implementing goals for income and consistent sales growth over time.

Traditionally, sales territories were created by geographical location. However, these days it’s been extended to include different industries, customer types and other segments.

Follow these steps to create a sales territory plan:

The best way to start a sales territory plan is to first look at your customers, leads and prospects.

1. Define your market, analyze, and segment existing customers.

You should split up your customers into segments based on various characteristics such as: industry, location, purchase history and whatever else is relevant to the organization.

Ask yourself, “Who are the top customers, prospects and leads?” Categorize your customers into three groups.

• The first group should be your best customers , or the ones who require little effort.
• This is followed by the second group of customers: the ones who require a bit more work , but only those you are confident have potential revenue gain that justifies the extra work required by sales reps.
• The third group should be customers who require a lot of work .

With these groups formed, you can decide how to best use your resources.

To discover what key trends are in your geography or market, look over the sales data that’s already been collected. Analyze the data to find which territories show signs of growth and then assign them to the sales reps who would be most successful based on their strengths (more on that below).

Pro-tip: Learn about the best territory mapping software out there.

You can also use existing sales data from previous years to better understand buying patterns, but you'll have to do some additional research to learn why they are purchasing (or not), when they purchase, what drives the sale to go through and what the conversion rates are.

From this, you’ll learn how and when to reach out to your customers based on when they're likely ready to buy again, and how to really drive that sale home.

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2. Conduct a SWOT analysis.

Next, you should identify your sales team’s internal strengths and weaknesses and external opportunities and threats with what is known as a SWOT analysis.

A SWOT analysis is a process that identifies internal and external factors that can affect the organization’s performance. When you have a better understanding of your strengths, weaknesses, opportunities and threats, you can develop a stronger sales territory plan.

Everyone brings different talent and skills to the job, so it’s important to have a good understanding of what your team has to offer to help them excel and reach your goals. What strengths will you build on? What is your team good at? Where do they excel?

Consider them as a team, but also think about sales reps' individual strengths. After all, strengths aren’t just confined to team members; they reflect the organization as a whole too.

Knowing everybody’s strengths will help you decide which sales reps to assign to which territory.

Potential strengths might include:

• A diverse customer base
• An established distribution base
• An excellent service team

Which weaknesses do you need to respond to? Think about weaknesses amongst your team, but also in the sales process.

• A very large geographic area
• A lack of time to develop understanding of the products, markets and selling process
• Not understanding your customers' real needs

Opportunities

Are there any opportunities in your marketplace you can take advantage of? This data can also be discovered using CRM software.

• Untapped markets
• Under-served territories
• Growing demand for product or service

Take a look at the biggest threats in each territory and consider what threats in your selling environment you'll defend against.

Some threats you may discover include:

• Competitors fighting for the same market share
• Changes in technology
• New industry and regulatory standards

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3. set goals and create targets..

In order to make a successful sales territory plan, you must create clear parameters and realistic goals for the team as well as individual sales reps’ territories.

To do this, consolidate the trends you’ve discovered above to come up with S.M.A.R.T (Specific, Measurable, Achievable, Relevant and Time-based) goals and realistic targets.

Here are some questions you may ask:

How many new opportunities do you need to meet quota?

Having sales quotas are a great way to motivate sales reps, but if you find you're not meeting those quotas, you have a problem. There could be weaknesses in the sales pipeline, or you may need to seek new opportunities. In order to set goals and benchmarks for the team, consider using the top-down approach .

Using the top-down approach to sales quotas (where you set a goal for the period and then assign sales quotas to support this goal), you can go over the data from previous periods to get an idea of what your team was able to accomplish in the past and what a realistic goal for the future is. This can help you decide how many new opportunities you'll need to pursue in order to meet that goal.

Where do most of your leads come from? Which geographical regions should you concentrate on?

There are a number of ways to review customizable data using CRM software to discover where your leads are coming from. This can help you target areas of interest.

Which products or services are most profitable? Who is purchasing them?

Again, CRM software can automatically capture sales data and put it to work.

Which opportunities should we focus on?

With a CRM, you can quickly identify opportunities to help your sales team decide where to dedicate their time and resources. For example, Copper allows you to see past opportunities that are open, abandoned, lost or won in a Sales Performance report.

After learning what it is you want to achieve, you can give your team clear objectives for each territory.

4. Develop strategies to accomplish your goals.

With clear customer segments and goals in place, it’s time to create strategies to succeed.

Using the information collected so far, you can now work out an even distribution of specific regions or markets among individual reps.

The SWOT analysis mentioned above gives you a better idea of how to best assign your team members’ skills and talents to a territory.

The customer segments will help you figure out how often different accounts should be contacted and how to contact them.

Consider the following questions when creating your strategy:

• How will you go through current accounts?
• How can you leverage current successes?
• How will you generate new leads?
• Where do you need to improve?
• What does your team need in order to reach their goals and targets?

In addition, consider your resources:

• What resources do your sales reps need in order to manage their accounts?
• Which sales reps have the skills or connections you need?
• Are there any external resources you can use to help?

When creating your action plan, don’t forget to look at what your high-leverage actions are, what resources are needed, due dates and key milestones.

5. Review and track your results.

The final step for a sales territory plan is to take the time to review and track the results to optimize territory division. This is important for measuring progress to see how the plan is impacting sales.

You should use your plan as a guide to produce intended results and fine-tune it on a regular basis when needed.

Things to look for as you track your sales territory plan results:

• Have sales increased or decreased in a specific region or market?
• Are there any disparities between sales in different territories?
• What are the costs associated with each territory?
• Are any sales reps struggling to keep up with their leads?
• Are all sales reps meeting their quotas?
• Are any markets under-served and in need of more assigned sales reps?

Use a CRM to help create a killer sales territory plan.

Many organizations use CRM software to better gather data without depleting resources. CRMs allow sales reps to access insights into your pipelines, revenue forecasts , sales goals and progress and much more.

The best part: all of this data can be automatically compiled into reports used to create your sales territory plan, freeing up more time for your sales team to focus on building long-lasting relationships within their territories.

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Sales Managers: How To Build A Sales Plan

Nov 13, 2023 | Business Growth , Sales Strategy , Sales Training

A well-crafted sales plan highlights the importance of defining key goals, selecting target verticals, and identifying strategic accounts. This article shares insights to guide sales managers and sales professionals in leveraging intelligence, creating decision-maker personas, and building partnerships, while also emphasizing the significance of a personalized marketing plan to enhance their brand and drive long-term success.

When I think of a day in the life of a top sales manager , there’s a common theme. They invest their time in the right sales activities for their team. This focus becomes even more important, because many times they are balancing business development and sales management along with client delivery.

How can you know what steps will move you forward faster, help you build strategic relationships , and accelerate sales results? Having the right sales plan will help you get there.

Key Goals and Milestones to Include in a Sales Plan

The first step I always advise during sales consulting on sales plans is to start by developing a list of your key business goals and milestones. Some specific categories can help keep you focused on what you want to accomplish this year and beyond, including:

• New Client Growth
• Current Client Growth
• Game Changer Goal

Think about what you want your team to accomplish for the year and write it down in three or four sentences. What does your book of business or territory look like at the end of the year? What are a few of the things that you want to accomplish? What are your revenue goals in these key verticals, service lines, and product categories?

Lastly, what’s your game changer goal that stretches you, one that can make a huge difference in your sales team’s success this year? Putting all this on paper will provide the strategic snapshot of what you want your book of business or territory to look like at year end.

Select Verticals to Target

Selecting focus verticals can help accelerate revenue growth. Think of it as selecting a major and then some minors. Verticalization offers significant benefits, even if you have a predefined territory, a predefined book of business, or a predefined service line.

The requirements of business development and client service can be better balanced, especially for those of us that are selling or developing business as we’re doing delivery, if we can hone in on a major and a minor vertical. Just getting traction in one vertical could be your runway to spin off into other verticals if you choose.

Some questions sales managers need to ask themselves when targeting verticals:

• (Example: healthcare may be your major; home health or nursing facilities may be your minors.)
• In which verticals have you already established expertise?
• What verticals do you have a passion for or an interest in going deeper into?
• What verticals will have the greatest opportunities over the next 1 – 3 years?

Identify Target Accounts

What are the top 20 accounts or clients per vertical that you want to build relationships in? Ideally, this is also tracked in your CRM.

Target accounts per major and minor.

Using myself as an example, professional services is my major, and I have three minors– public accounting, insurance, and technology.

Intelligence Verticals

Intelligence is the deep information that we gather through research on our top prospects and clients, and also within our verticals.

• Leadership Vision
• Key Initiatives
• Fiscal Year Goals

What are the trends that will be affecting your majors and minors over the next year or the next three years that you need to pay attention to? What are some of the challenges that this vertical is going to come up against? How can you help your clients and prospects solve those problems with the services and solutions that you provide?

This list is something you can adapt at the account level to help you gather intelligence in a single place. It helps you think strategically as a sales manager and understand how you can help your sales reps move prospects business forward.

A modern seller or a modern sales manager is someone who’s recognized as a differentiator in their prospects’ or clients’ business, and the value of what they sell isn’t recognized without them as part of the equation.

You and your team’s expertise are a significant part of the sales and business development. Investing time in these questions at the vertical level and then at the account level is going to help elevate you in the eyes of your prospects or clients.

Create Decision Maker Personas

For each major and minor, you may have unique decision-maker personas. The next step in your planning process is to compile and analyze them.

• What is the decision maker measured on?
• What are the key challenges facing this decision maker?
• What is happening inside his/her firm / company?
• What will make change difficult?
• What motivates this decision maker?

Do you have captured in a single place the personas of all of your decision makers? I like to think of it as creative writing, but it is truth telling about what is on the mind of your key decision makers. It helps you envision them, empathize with them and ultimately align your expertise to the challenges they’re trying to solve.

Form Partnerships/Alliances

What are your key partnerships and key alliances that you need to build to accelerate growth in each major or minor?

These may be through industry associations, business partners, centers of influence, research organizations, and more. The key is to determine the partnerships and alliances that are the best fit for your plan. Then ascertain where you can commit to an investment, whether that investment is financial or time or a combination of both.

Personal High-level Marketing Plan

Your firm or company may have a marketing strategy, but do you have a sales manager strategy that goes along with it? In my book, The Modern Seller , I talk quite a bit about ambassadors . One of the things that make ambassadors stand out is building longer term loyalty and lifetime value.

To be able to rise above and have a personal brand that’s unique. Having your own personal leadership brand can tie to your verticals and help elevate how well known you are in the marketplace.

What I have here are key areas for you to consider in your personal marketing plan. Choose the ones that align best with your natural skills.

• Social Media
• Events/Forums
• Thought Leadership Content
• Website Blogging & Guest Blogging
• Guest Podcasting

For a deeper dive on how to build your sales manager plan, watch my webinar with The Sales Experts Channel . It’s available on demand.

Create Stronger Sales Plans

Don’t let your competition get an advantage. My sales consulting and sales advisory programs can help. If you want to know how to create a sales plan that truly ignites sales, let’s talk.  Contact me to schedule time for a discovery conversation.

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The 4 Roles of Area Sales Managers and How To Implement Them

The role of area sales managers more or less toes the line with their traditional counterparts; they are often the one person exerting the greatest influence over sales revenue and productivity, commanding a great deal of respect throughout their respective organization.

The biggest difference between an “area sales manager” and a “sales manager” is the  responsibility for a specific sales territory , region or “area,” hence the title.  

Yet despite this difference, the role of area sales managers can be built around the same 4 key principles, with a slight twist:

• Implementing a successful field sales process
• Sales force enablement
• Sales reporting
• Field sales rep development

For those wanting to know how to be a better sales manager , this blog post will explore these 4 main roles and responsibilities of area sales managers , what the position entails, the common problems faced and how they can be overcome them through the implementation of sales processes, sales team enablement and technology.

Role of Area Sales Manager #1 – Implementing a Sales Process

It’s rare that field sales representatives are responsible for selling to one, single account. It’s far more likely they have a large database of leads, opportunities and clients they visit on a routine basis.

All these clients and prospects will be segmented by geography or what we commonly refer to as a sales territory . The field sales rep job is therefore to extract as much revenue from this given territory or area as possible.

However, as any field sales rep will tell you it’s almost impossible to fully serve the needs of every single opportunity within their territory as there simply isn’t enough time.

That’s where you step in.

Arguably the most important (and definitely the first) role of area sales managers is to implement a sales management process that guides their team’s decision on how to effectively manage this time and decide who to spend it with.

Or in other words, the identification and prioritization of your key prospects and clients.

How to implement an area sales management process

Effective area sales management is all about efficiency; getting your field teams spending the maximum amount of face-to-face time possible with qualified leads or customers.

That’s why I recommend following the following area sales management process I first came across in Jason Jordan’s Cracking the Sales Management Code ; a fantastic read if you get the chance.

He breaks it down into the following four phases:

Identify your customer

As we previously mentioned, the first part of the area sales management process is to identify your ideal customer .

This can be done buy borrowing a little activity more commonly practiced by marketing teams; building a buyer persona .

For those who haven’t come across the term before, a buyer persona is a fictional character who represents your company’s ideal customer .

The reason for creating your buyer persona is to make it 100% clear to the whole sales team who you’re selling to. This way your outreach is aligned not only with the marketing team, but across the sales team too.

Most buyer personas are built by profiling real customers or through extensive market research. A combination of the two usually yields the best results.

It’s important to note that you can have more than one buyer persona. Your product or service maybe a good fit for more than a single “group” of consumers, so you’ll need to create matching persona’s to help align your communication and selling approach.

Prioritize your consumers

Once you’ve identified your ideal customer its now the area manager’s responsibility to help your team prioritize who they spend their time with.

Without a clearly defined hierarchy everyone looks the same to your team. But, as we determined earlier they only have so many hours a day to call and get in front of customers, so we must make sure they use it wisely.

So how do we do that?

Prioritization should be determined by the specific objectives you set your team for that particular quarter.

For example, say you are in the medical device industry and have decided you want to target newly opened hospitals, as research from Q3 and Q4 from the previous year determined them to be more profitable.

You would therefore want your sales team spending more time targeting doctors and practitioners from newly opened hospitals in their territory over those that have been established for a long time.

Of course, if your objectives happen to change for the following quarter (maybe newly opened hospitals weren’t so profitable after all) then so should your group of priority customers.

Visit frequency

Area and regional sales managers must design and develop a customer visit frequency plan for their field reps to follow. It’s the tactical aspect of area sales management which determines how often a certain type of customer is to be visited by one of your team.

Using our previous example of newly opened hospitals, our call frequency plan might direct our field reps to make 70% of their quarterly visits to this priority customer type. The remaining 30% of visits are to be directed towards existing customers within their territory.

Again, if your objectives happen to change then your call frequency plan should mirror that adjustment.  

The fourth and final stage of the process is call execution.

This is essentially using the live, real-time data located in your CRM to ensure your plan is being executed upon.

An unguided, ill-disciplined sales force will only hit objectives by pure chance. Aligning your team to specific targets and enforcing a plan that guides them to them will transform your team into the fluid, flexible, almighty revenue-generating machine you always knew it always could be.

Role of Area Sales Manager #2 – Sales Enablement

Sales success is determined by the prompt execution of specific sales activities. These activities, however, are performed by individual people (your field sales reps) and their ability to perform their role has a large hand in the execution of their activities.

Therefore, the second key role of area sales managers is to invest in their field sales teams (we wrote a piece on some specific sales training ideas ) and improve their capabilities to execute their tasks, a process commonly referred to as sales enablement.

Sales enablement is often confused as simply the “skill” of a given sales team, but the truth is it incorporates much more than that.

It’s about the sales management system as a whole; the strategies regional sales managers put in play, the processes they implement, the training they provide and the technology given to help salespeople out on the road.

But, seeing as this post focuses specifically on the role and responsibilities of an area sales manager , I’m going to focus on the two factors I consider the most crucial: product training and mobile sales technology .

Product training

If you’re selling a product or service face-to-face in the field then its paramount the salespeople are well versed in its use. If not, they’ll be quickly found out by the buyer (which is embarrassing for them and even more so for the company they represent).

So to avoid that, area sales managers must make sure their team has the appropriate training and knowledge of the product or service they are selling.

I find monthly or bi-quarterly training sessions a good benchmark to aim for as, 1) I don’t need to unnecessarily call the entire field team back to HQ and 2) I still get a good look at exactly how they are approaching, pitching and selling our product to clients.

Alternatively you could join them out on a random call so as not to disrupt the rest of the team’s schedule. It’s your call, as both options are equally feasible.  

Also, if your typical sell requires outside or expert knowledge then it’s the area manager’s responsibility to make sure their team has access to engineers or specialists in that field. This coordination of internal and external resources is particularly necessary in complex sales cycles.

Mobile sales technology

Your second responsibility as an area sales manager is to provide the mobile sales technology needed to support your team with their daily sales activities.

This means giving them access to information such as previous sales visits; what was discussed, with who, the terms set and agreed upon next steps straight from their mobile devices.

Being fully prepared for a visit not only increases the rapport a rep is able to have with a customer but also avoids them coming across as disinterested or worse, unprofessional.

It’s also helpful they have access to any digital documentation they might need, such as product brochures, sales presentations, order forms and proposal templates. All this helps them work more efficiently and execute on their sales activities.

Role of Area Sales Manager #3 – Sales Reporting

The third key role of area sales managers is learning how to conduct efficient sales reporting.

An accurate, concise weekly sales report allows you to extract insights on your team’s current performance. These insights then guide your tactical decision-making process regarding the allocation of resources and sales pipeline management .

However, with that being said I want to show how to put a sales report together. From personal experience area sales managers tend to overload their reports with just about every data point they can get their hands on.

What they end up with are pages and pages of graphs, data charts and other kinds of fancy tables without any particular focus . It therefore makes extracting information efficiently for immediate insights a bit of a challenge.

So to make sure you apply focus, ONLY include the data on the sales activities directly related to a specific sales process (see figure 1.1).

This way a sales reps performance is measured against efforts that directly affect your business objectives (and stops you including a ton of graphs that have nothing do with their performance).

Let’s use our medical devices example to highlight which activities could be included in your sales report.

As you can see, from this example there are a maximum of 6 (not 60) sales activities you could include in you weekly sales report that directly affect the performance of your quarterly objective – to increase revenue from new hospitals .

Keeping it tight and compact makes it a hell of a lot easier to digest, extract insight and make the best possible decisions regarding your team’s performance..

Role of Area Sales Manager #4 – Field Sales Representative Development

The fourth and final key role of area sales managers is the development of your sales team.  

Most business have finally come around to the fact that salespeople are not a disposable commodity to be discarded at will and have done away with the “revolving door policy”.

As we discussed earlier when looking at sales enablement, the activities that directly affect business objectives and results are all performed by people .

So their ability to perform their role suddenly becomes a key responsibility of area sales managers . The better trained they are and aligned to the processes of the overall sales team, the better they’ll perform.

Measuring and improving sales rep performance

This is where your accurate, concise sales manager reports come in handy.

If you’ve got your reporting aligned to your sales processes you should be able to find any weak spots or kinks in your team’s performance.

For example, say you set your reps a call frequency target of 10 new face to face visits with newly opened hospitals within their territory. Glancing through your report you notice that Steve (field rep) only made 3 last quarter.

So you call him to see what’s going on:

AREA SALES MANAGER : Hey Steve it’s me, how is everything going?

STEVE : Hey! Good thanks, how are things yourself?

AREA SALES MANAGER : Good thanks, listen the reason I’m calling is I’ve just gone through your latest weekly report and noticed you only recorded 3 face-to-face visits. Is there a reason why the numbers are a little low?

STEVE : To be honest I’ve found it difficult managing time between my established accounts and new business visits. After finishing my routine face-to-face calls there’s just been so little left to do anything else.

AREA SALES MANAGER : OK, now worries Steve. Let’s put some time in my calendar and see if there’s a way we can help you manage your time more efficiently.

STEVE : Will do, thanks.

As we’ve just seen from this quick call with Steve, the reason for his low call frequency numbers appears to be due to him spending too much time with his current accounts, and not enough time prospecting new hospitals.

Now clearly Steve can’t abandon these accounts (as they are paying customers) but perhaps he could reduce the time he spends with each one and in some cases, perhaps a phone call might suffice.

Whatever route you decide to go down to help Steve with his time management , there are several sales training topics you could explore to help him.

To conclude, the role of area sales managers is to extract the best performance from their regional sales teams as possible. To do this they must first set up a clear sales process aligned with the specific objectives for that quarter and, once that’s been established, they are then able to measure and improve their rep’s capabilities through enablement, coaching and the deployment of mobile sales technology.

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Regional sales manager business plan

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Old Mutual - Nairobi

Description The Unit Manger will oversee a unit where he/she will majorly be responsible for attracting, recruiting, and retaining sales agents so as to deliver the set insurance sales revenue targets. The role is on contractual basis and reports to the regional Branch/ Sales Manager .1. KEY TASKS AND RESPONSIBILITIESDelivery of business plan targets including Revenue, Persistency and Business MixR...

Unit Manager At Old Mutual Kenya

Old Mutual Kenya - Nairobi

Job DescriptionThe Unit Manger will oversee a unit where he/she will majorly be responsible for attracting, recruiting, and retaining sales agents so as to deliver the set insurance sales revenue targets. The role is on contractual basis and reports to the regional Branch/ Sales Manager .KEY TASKS AND RESPONSIBILITIESDelivery of business plan targets including Revenue, Persistency and Business MixR...

The Unit Manger will oversee a unit where he/she will majorly be responsible for attracting, recruiting, and retaining sales agents so as to deliver the set insurance sales revenue targets. The role is on contractual basis and reports to the regional Branch/ Sales Manager .KEY TASKS AND RESPONSIBILITIESDelivery of business plan targets including Revenue, Persistency and Business MixRecruitment and ...

Unit Manager at Old Mutual Kenya

Strabag International - Nairobi

Old Mutual Kenya is based in Nairobi and is part of a larger group that offers solutions in long-term savings, asset management and investment. We offer solutions to individuals and corporates underpinned by our core values which are: Respect, Integrity, Accountability and Pushing beyond boundaries.Job Description The Unit Manger will oversee a unit where he/she will majorly be responsible for at...

Old Mutual Kenya is based in Nairobi and is part of a larger group that offers solutions in long-term savings, asset management and investment. We offer solutions to individuals and corporates underpinned by our core values which are: Respect, Integrity, Accountability and Pushing beyond boundaries. Summary The Unit Manger will oversee a unit where he/she will majorly be responsible for attractin...

• Regional Sales Manager

Bolt - Nairobi

Managing your sales organization, you ll be leading country managers across your region - owning sales performance, coaching, developing, and driving them to meet each country s goalsRecruit and build your organization, we re growing fast and you ll need to build a winning team across multiple countries, with help from our recruitment team and your country managersAchieve growth and smash regiona...

Sales Manager at TUME Middle Africa Consulting Limited

TUME Middle Africa Consulting - Nairobi

TUME Middle Africa Consulting is a business advisory service offering support to Companies and business professionals who want to build their brands and markets in Africa. TUME works with selected independent professional partners to merge global expertise with local knowledge and deliver outstanding, actionable solutions. Engaging TUME will strengthen your professional capability significantly a...

Safari Travel Designer - Sales Consultant

Abc Worldwide - Nairobi

PRIMARY PURPOSE To generate and grow sales whilst maintaining required GP%, great agent relationships and high-level customer service by offering world-class itineraries to exceed agent & guests' expectations. To secure, cost and present product to the agent/guest accurately, efficiently, timeously by creating inspirational luxury travel. Have an excellent knowledge and good geographical understa...

GSD Account Manager East Africa

Thermo Fisher Scientific - Nairobi

Responsible for the growth of the Genetic Sciences Division (GSD includes the following technologies and applications: Capillary Electrophoresis Sequencing, Quantitative Real Time PCR and Micro Array), this includes Instruments, services and associated Consumables in the stated geographic territory, in a manner that positively reflects the Company image.Achieve sales targets, both quarterly and a...

Gsd Account Manager East Africa At Thermo Fisher Scientific

About the jobResponsible for the growth of the Genetic Sciences Division (GSD includes the following technologies and applications: Capillary Electrophoresis Sequencing, Quantitative Real Time PCR and Micro Array), this includes Instruments, services and associated Consumables in the stated geographic territory, in a manner that positively reflects the Company image.Achieve sales targets, both qu...

GSD Account Manager East Africa at Thermo Fisher Scientific

Thermo Fisher Scientific Inc. (NYSE: TMO) is the world leader in serving science, with revenues of more than $24 billion and approximately 70,000 employees globally. Our mission is to enable our customers to make the world healthier, cleaner and safer. We help our customers accelerate life sciences research, solve complex analytical challenges, improve patient diagnostics, deliver medicines to ma...

About The Role We re looking for a driven individual, a superb leader with experience in B2B sales who can turbo charge and drive the success of Bolt Business team in the region. We need a superstar with a history of great results, who is excellent at team management, and who knows how to build teams, manage diverse workloads and deliver rapid growth. You ll need to be driven, confident, and ambi...

Regional Sales Manager At Bolt

About The RoleWe're looking for a driven individual, a superb leader with experience in B2B sales who can turbo charge and drive the success of Bolt Business team in the region. We need a superstar with a history of great results, who is excellent at team management, and who knows how to build teams, manage diverse workloads and deliver rapid growth. You'll need to be driven, confident, and ambit...

Regional Sales Manager at Bolt

Jobs in Kenya - Nairobi

Job Description About The Role We re looking for a driven individual, a superb leader with experience in B2B sales who can turbo charge and drive the success of Bolt Business team in the region. We need a superstar with a history of great results, who is excellent at team management, and who knows how to build teams, manage diverse workloads and deliver rapid growth. You ll need to be driven, con...

Bolt, previously known as Taxify, is the leading European transportation platform providing ride-hailing and scooter sharing services. The company s mission is to make urban travel easier, quicker and more reliable About The Role We re looking for a driven individual, a superb leader with experience in B2B sales who can turbo charge and drive the success of Bolt Business team in the region. We ne...

Integrated Marketing And Gtm Manager At Yara International

Ional - Nairobi

ResponsibilitiesThe position of Integrated Marketing and GTM Manager is part of the Yara East Africa Entity (Kenya) management team and is responsible for developing and implementing YaraKenya and Ugandamarketing strategy aligned to support Yara sales /commercial strategy. This position is based in Nairobi, Kenya reporting to the Country Manager with a dotted line to the Regional Strategic Marketi...

Service Center Associate- Tharaka At Sunculture Kenya Ltd

Sunculture Kenya - Malindi Town, Malindi

About The RoleReporting to the Regional Sales Manager with a dotted reporting line to the Fleet Operations Manager , the Service Center Associates will manage our Service Centers. The key role will be good customer service to all customers that come to the service center, sales conversion, stock management, troubleshooting, and escalating all aftersale issues reported by the customers through the ...

Integrated Marketing and GTM Manager at Yara International

Yara International - Nairobi

What we do Yara s knowledge, products and solutions grow farmers , distributors and industrial customers businesses profitably and responsibly while protecting the earth s resources, food, and environment Responsibilities The position of Integrated Marketing and GTM Manager is part of the Yara East Africa Entity (Kenya) management team and is responsible for developing and implementing Yara Kenya...

Head Of Hr - East & Southern Africa At Upfield

Upfield - Nairobi

About The PositionYou'll be part of the wider local and global HR community, reporting directly to our People & Org Regional Director for AMEA. You will have a large HR support system that will support you with expertise in payroll, recruitment, reward & benefits and talent management.Key deliverables include shaping and owning the People Agenda to deliver the 2024 People plan across Talent, Orga...

Service Center Associate- Tharaka

• Tharaka-Nithi

About The Role Reporting to the Regional Sales Manager with a dotted reporting line to the Fleet Operations Manager , the Service Center Associates will manage our Service Centers. The key role will be good customer service to all customers that come to the service center, sales conversion, stock management, troubleshooting, and escalating all aftersale issues reported by the customers through the...

Senior Brand Manager

Beiersdorf - Nairobi

Strategic Responsibilities:Implement Eucerin consumer marketing strategy in the Central, East, West Africa (CEWA) region.Ensure global marketing strategy is implemented, following local consumer & market needs.Drive double digit brand growth through superior innovations, communication and in market activities.Bring digital consumer marketing to new heights.Product Marketing PlanSetup yearly PMP s...

Head of HR East & Southern Africa at Upfield

Upfield is a company selling multiple brands of margarine and other food spreads, including Flora, About The Position You ll be part of the wider local and global HR community, reporting directly to our People & Org Regional Director for AMEA. You will have a large HR support system that will support you with expertise in payroll, recruitment, reward & benefits and talent management. Key delivera...

Travel Designer Dmc Kenya At Wilderness

Wilderness - Nairobi

PRIMARY PURPOSETo generate and grow sales whilst maintaining required GP%, great agent relationships and high-level customer service by offering world-class itineraries to exceed agent & guests' expectations.To secure, cost and present product to the agent/guest accurately, efficiently, timeously by creating inspirational luxury travel. Have an excellent knowledge and good geographical understand...

Regional Bancassurance Sales Managers - Coast

Job Ref. No: JHIL107 (Re-advertised) Role Purpose The job holders will be obliged to deliver their respective regional bancassurance month-on-month and yearly revenue budgets. Main Responsibilities Operational Ensure achievement of sustainable growth of the assigned region to meet the set revenue objectives. Plan and co-ordinate health Insurance sales activation programs organized by Banks, Regio...

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