A finished MKT-433 Topic 2 territory realignment proposal example, rebalancing six territories on potential and workload and planning a transition for the seller who gives up accounts. Searches like "mkt 433 topic 2 assignment example", "mkt433 topic 2 sample" and "mkt-433 topic 2 example" land here.
What a finished MKT-433 Topic 2 territory realignment proposal looks like
Before redrawing anything, the proposal shows the imbalance. A table lists each territory's accounts, estimated annual spend on copiers and managed print, the number of calls needed to cover them and the drive time between them, all as illustrative figures. One territory holds nearly a third of the dealer's potential and more calls than one seller can make, while two rural territories could absorb more work. The new map moves forty accounts, and the proposal is honest that the seller losing them built many of those relationships over years. It gives her a transition: shared credit on the transferred accounts for two quarters and first claim on a new commercial park inside her remaining area. Balance is judged on both potential and workload, since equal sales opportunity with unequal driving is not equal.
How an MKT-433 Topic 2 example is structured
The proposal is arranged so the argument for change comes before the new map. An opening section states the problem in one paragraph and the principle the redesign follows, territories balanced on potential and workload rather than on geography. Current territories then appear in a table with accounts, estimated potential, required calls and travel time. A third section explains how potential was estimated, from business counts and the dealer's own sales history, and states the limits of each source. The redesign follows as a second table, with each territory's new figures beside the old. A section on disruption identifies the seller who gives up the most accounts, estimates the commission at risk and sets out the transition plan. The proposal closes with how customers will be told and the indicators that would confirm the new map is working after two quarters.
The imbalance shown before any redraw
Current territories are set out with potential, calls and drive time, so the case for change rests on numbers the sales team can check for itself.
Potential estimated from two sources
Business counts by area and the dealer's own sales history each supply part of the estimate, and the proposal says what each one misses.
Workload counted beside opportunity
Equal potential spread across twice the driving is not a balanced territory, so the redesign weighs calls and travel time as heavily as spend.
The seller giving up accounts named
The rep handing over forty accounts is identified, her commission at risk estimated and her likely objections answered in writing rather than left for a meeting.
A transition with shared credit
Two quarters of split credit on transferred accounts and first claim on a new commercial park soften the loss without leaving the old map in place.
Where marks go in MKT-433 Topic 2
Territories redrawn so each covers the same land area or the same number of accounts cost the most credit, because neither measure says anything about opportunity or effort. Balancing on last year's sales is nearly as weak, since it rewards whoever already held the best territory and hides untapped potential. Drafts that ignore travel time produce maps that look even on paper and exhaust the rural sellers. The human side is where many proposals fall short: moving accounts without identifying the seller who gives them up, or estimating her commission at risk, invites the resistance that stalls most redesigns. Customers are often forgotten entirely, although they lose a familiar contact in the change. A proposal with no measure for judging the new map leaves the realignment impossible to evaluate.
Get an MKT-433 Topic 2 example written to your instructions
Send the MKT-433 Topic 2 instructions and the rubric posted in your classroom, with the territory data or case your section provided. We write a custom example to those criteria, with the current imbalance shown, potential and workload estimated and sourced, the seller losing accounts identified and a transition plan set out, in 24 to 48 hours. The first one is free.
MKT-433 Topic 2 questions, answered
What makes a sales territory balanced?
Similar opportunity and similar workload, not similar size. Opportunity is the potential spending of the accounts in the territory; workload is the calls and travel needed to serve them. A territory can be equal on one and badly unequal on the other. The example measures both and adjusts until neither the busiest nor the quietest seller sits far from the average.
Why not balance territories on current sales?
Because current sales reflect who has been selling there and for how long, as much as what the territory could produce. A strong seller in a weak area can post the same figures as a weak seller in a strong one. Balancing on history locks in both situations. Estimating potential separately shows where sales sit below what the area could support.
How should a realignment treat a seller who gives up accounts?
Openly and with some protection. The seller built those relationships and loses income when they move, so the proposal estimates the commission at risk and offers a transition, typically shared credit for a period and new opportunity elsewhere. Ignoring the loss rarely makes it disappear. It tends to surface later as resistance, a slow handover or a resignation.