Experiences with a Sales Districting Model: Criteria and Implementation

Abstract

Previously reported research documented the analogue between sales districting and legislative apportionment and described the first applications of computer techniques to the redrawing of sales and service areas. This paper summarizes what we have learned from these seven applications. We emphasize —motivation for re-alignment: Better coverage, fairer work load and change in size of sales force, —criteria for measuring “good” districting: Single, multiple and weighted measures of salesman activity; relationship to sales objectives; and correlation between activity measures, —implementation: Top management involvement and presentation to the sales force, —demonstrated effectiveness of the new alignments.