Territory Coverage
Accounts, contacts, open pipeline and closed revenue by territory and sub-territory, with unowned accounts flagged, and the before and after of a modelled realignment.
Accounts
The company record everything else hangs off: hierarchy, sites, ownership by territory, the account team and the yearly plan for the accounts that matter most.
TierStrategicKeyActive
| Account Number | Account Name | Industry | Tier | Type | Owner |
|---|---|---|---|---|---|
| ACC-70636 | Account 788 | Software | Strategic | Prospect | CH |
| ACC-33912 | Account 463 | Manufacturing | Key | Customer | GF |
| ACC-64097 | Account 802 | Distribution | Strategic | Partner | MJ |
| ACC-27605 | Account 688 | Services | Key | Former | AY |
| ACC-42602 | Account 181 | Healthcare | Strategic | Prospect | ZC |
| ACC-38511 | Account 705 | Finance | Key | Customer | NV |
The account record
One record per legal entity or operating division you sell to. It carries the facts the rest of the system reads instead of asking the rep again:
| Field group | What it holds |
|---|---|
| Identity | Account number, name, website, phone, billing address, country |
| Classification | Type (prospect, customer, partner, former), industry, tier (strategic, key, standard) |
| Size | Employee count and annual revenue, used by territory rules and by the deal size bands in reporting |
| Ownership | Owner and territory, set by the rules or by a manager, with the previous owner and territory kept after a realignment |
| Commercial | Currency, default price book, payment terms and billing frequency, which default onto every quote and contract |
| Status | Active, inactive or do-not-contact, plus customer-since, the last activity date rolled up from the activity log and, where an order system is connected, the last order date |
The last activity date is written by the system whenever an activity on the account completes. It is the field managers sort on when they ask which customers nobody has spoken to this quarter. The last order date, from a connected order system, answers the other question: which customers have stopped buying.
Approval conditions
when every affected manager has decided, the realignment is approved (Status: Modelled → Approved).
Modelled
- RLG-47211 LP 7 d
- RLG-58484 LF 7 d
- RLG-91327 XE 5 d
- RLG-82479 YJ in 7 d
- RLG-72670 ZD in 10 d
RLG-47211
- EffectiveDate
- 10 Sep
- ProposedBy
- LP
- CreatedDate
- 11 Sep
- Status
- Modelled
Approval waits for the sales manager.
Hierarchies
A subsidiary, a division or a regional entity is its own account with a parent. The hierarchy answers questions a flat list cannot: what is our total pipeline across this group, and which entities buy from us. It also shows whether the parent’s master agreement covers a deal at the subsidiary. Contracts and opportunities stay on the entity that signs, and the reports roll them up to the parent when asked.
Partners are accounts of type partner. A deal a partner sourced or influenced names the partner on the deal itself, so partner revenue is reported without bending the hierarchy.
Sites
Most accounts have more than one address: a manufacturer has plants, a bank has branches. Sites record each location with its type, address and primary contact. Contacts can be placed at a site, so a rep visiting the plant knows who is there. A delivery or an installation on a deal can point at the site it goes to.
Ownership and territories
Every account has one owner and sits in one territory. Territory rules run in priority order over country, state, postcode, industry, employee-count band and named-account lists. The first rule that matches sets the territory, and the territory’s owner becomes the account owner unless a manager overrides it. Named-account rules run first so a strategic account in a region does not fall to the regional rep by accident. A lead that matches an account with an owner goes to that owner ahead of the rules.
When territories change, sales operations runs a realignment: the new rules are drafted with an effective date, modelled into a list of moves, approved by the managers and applied in bulk. Each moved account keeps its previous owner, its previous territory and a reference to the realignment that moved it. Open opportunities keep the territory they were created in until the manager reassigns them, so a rep is not stripped of a deal they have worked for months because a postcode boundary moved.
Account teams
Larger accounts are worked by more than one person: the account executive, a sales engineer, a customer success manager after the win, an executive sponsor at the top. Team membership grants access to the account and its deals without changing ownership, with read-only or edit rights per member. The team list is also what the customer sees on the contract handover, so they know who to call.
Account plans
For strategic and key accounts, the owner writes a plan for the fiscal year: objectives, the products the account does not yet buy (whitespace), a target revenue, and a relationship map. The map records who on our side knows whom on theirs. The plan goes to the manager for approval and is reviewed on a date the plan sets. Plans are records with a status, so a manager can see which key accounts have no plan and which plans are overdue for review.
Modules
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Accounts
The company record everything else hangs off: hierarchy, sites, ownership by territory, the account team and the yearly plan for the accounts that matter most.
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Contacts
The people at each account: who they are, who they report to, the part they play in a purchase, and whether you may contact them.
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Pipeline
Leads in, opportunities through the stages, a next step with a date on every deal, and a history that shows how each one really moved.
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Quotes
Priced proposals built from a price book, versioned as the deal moves, and approved by the right person whenever a rep goes past their authority.
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Activities
Every call, meeting, email, demo, task and note, logged against the account and the deal, synced from mail and calendar, and rolled up into the fields managers sort on.
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Renewals
The contract a won deal becomes, the notice deadline and lead time on it, the renewal opportunity the system opens in time, and the expansion sold on top.
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Forecast
Forecast categories on every deal, a quota per rep per period, a weekly submission with commit and best case, and a manager review that is kept alongside it.
Reports
All reportsRoles and permissions
Works inbound and outbound leads to qualification and hands them to an account executive.
Owns the accounts, contacts, opportunities and quotes in their territory and submits the weekly forecast.
Runs a team of reps: approves negotiation and discounts within manager authority, approves the team's realignment moves, reviews forecasts and sets quotas.
Guards price, terms and bookings: approves quotes below floor price or outside standard terms, validates closed-won deals against the accepted quote, and maintains the price books and thresholds.
Owns customers after the win: contracts, renewal risk, renewal and expansion deals.
Owns territories, stages, quotas, sources, campaigns, rates and data hygiene, without a book of business.
Reads the forecast, the pipeline and the renewal book without editing any of it.
Related processes
Lead to deal
From a lead arriving to a signed contract handed to customer success: routing, qualification, acceptance, proposal, negotiation, the bookings check and the handover, with the gates where a person decides.
6 stages · 3 approvals
Renewal
From a contract's notice deadline to the next contract signed: the opportunity the system opens, the risk call, the renewal quote and approval, and what happens when the customer says no.
6 stages · 2 approvals
Territory realignment
Changing who owns which accounts without losing deals in flight: modelling the new rules, approving the moves, applying them in bulk, handing over open deals, and checking nothing was orphaned.
6 stages · 2 approvals