Part IIPart II

SALES FORCE SALES FORCE ACTIVITIESACTIVITIES

Part IIPart II

SALES FORCE SALES FORCE ACTIVITIESACTIVITIES

Chapter 3:Chapter 3:

Sales Opportunity Sales Opportunity ManagementManagement

Sales Opportunity Management

GeneratingNew

Accounts

ManagingExistingAccounts

PersonalTime

Management

Sales VersusProfits

A PROCESS FOR GENERATING NEW ACCOUNTS :

A recent survey conducted by consulting A recent survey conducted by consulting company Towers Perrin indicated that 33 company Towers Perrin indicated that 33 percent of sales executives cited acquiring percent of sales executives cited acquiring new customers as their biggest opportunity for new customers as their biggest opportunity for growth (see Figure 3-1).growth (see Figure 3-1).

No matter how strong your products, how No matter how strong your products, how great your customer service, or how great your customer service, or how aggressive your sales force, businesses lose aggressive your sales force, businesses lose customers every year when companies are customers every year when companies are bought and sold, management changes, bought and sold, management changes, industries consolidate, and global economies industries consolidate, and global economies fluctuate. fluctuate.

A PROCESS FOR GENERATING NEW ACCOUNTS :

Few companies can afford to neglect new Few companies can afford to neglect new business development. Indeed, according to business development. Indeed, according to recent research findings, firms who have recent research findings, firms who have developed effective customer acquisition developed effective customer acquisition capabilities are more profitable than those capabilities are more profitable than those who have the capability of developing close who have the capability of developing close customer relationships, but are not good at customer relationships, but are not good at acquiring new customers.acquiring new customers.

The key to building sales through The key to building sales through prospecting prospecting is to spend time with prospects that are likely is to spend time with prospects that are likely to become good customers. Therefore, an to become good customers. Therefore, an important first step in acquiring new important first step in acquiring new customers is for salespeople to build a good customers is for salespeople to build a good prospect profile.prospect profile.

What CreatesSatisfied Customers?

AcquiringNew Customers

Mergers andAcquisitions

IntroducingNew Products

IncreasingBusiness withExisting Customers

42%

42%

10%

15%

Figure 3-1: What’s the Best Way to Grow?

Two ways to grow sales:

1.1. Obtain new customers.Obtain new customers.

2.2. Grow the business with the Grow the business with the existing customers. existing customers.

The Process For Generating New Accounts.

There are three steps to generate There are three steps to generate new accounts:new accounts:

1.1. Building a Prospect Profile.Building a Prospect Profile.

2.2. Building a Prospect List.Building a Prospect List.

3.3. Qualifying Prospects.Qualifying Prospects.

1-Building a Prospect Profile

Not all businesses will want or need your product or services.

Some prospects will clearly be a waste of your time, while others will not buy enough to make it worth your time. You must first decide what factors determine who is a good prospect.

This means building a prospect profile, which is simply a profile of what the best prospect looks like. A starting place for building this profile is a review of the target markets for your products, as specified in your marketing plan.

If a target market has not been clearly identified, a new salesperson may need to rely on the past experience of other salespeople in the company by asking them what types of business became their most valuable customers

1. Building a Prospect Profile.

Examples of demographics Examples of demographics frequently used to build a prospect frequently used to build a prospect profile includes:profile includes:

Size of the Business.Size of the Business.Customers’ age or backgroundCustomers’ age or backgroundBusiness Product Specialty.Business Product Specialty.Geographic Distance from shipping Geographic Distance from shipping

points. points.

2-Building a Prospect List

With a prospect profile clearly in mind, the next step is to With a prospect profile clearly in mind, the next step is to develop a list of prospects matching the profile developed develop a list of prospects matching the profile developed in the first step. The traditional method of generating in the first step. The traditional method of generating prospects is through cold canvassing. prospects is through cold canvassing.

Cold canvassingCold canvassing involves contacting prospective involves contacting prospective customers without appointments; that is, salespeople call customers without appointments; that is, salespeople call on firms or knock on doors until they find good prospects. on firms or knock on doors until they find good prospects. Direct sales organizations such as Avon Products have Direct sales organizations such as Avon Products have had success with thishad success with this

approach.approach.

Salespeople selling office supplies, air conditioning, paper Salespeople selling office supplies, air conditioning, paper supplies, and insurance also use it with some regularity. supplies, and insurance also use it with some regularity. Cold canvassing is used in these situations because the Cold canvassing is used in these situations because the target markets for these products are fairly broad. target markets for these products are fairly broad.

The drawback to this approach is that a salesperson could The drawback to this approach is that a salesperson could waste time soliciting low-quality prospects. Canvassing waste time soliciting low-quality prospects. Canvassing may also be more efficiently accomplished by telephone..may also be more efficiently accomplished by telephone..

2. Building a Prospect List.

How to identify good How to identify good prospects?prospects?

1.1. Direct MailDirect Mail

2.2. Trade showsTrade shows

3.3. DirectoriesDirectories

4.4. InternetInternet

5.5. ReferralsReferrals

Building a Prospect Profile

Direct Mail.Direct Mail. All companies receive direct inquiries about All companies receive direct inquiries about

products or services from potential customers. products or services from potential customers. Direct mail Direct mail is an excellent vehicle for locating is an excellent vehicle for locating prospective customers.prospective customers.

The use of e-mail inquiries has made it The use of e-mail inquiries has made it possible to dramatically increase the speed possible to dramatically increase the speed with which companies can respond to a direct with which companies can respond to a direct mail inquiry, which helps to increase the rate mail inquiry, which helps to increase the rate at which inquiries are converted to sales.at which inquiries are converted to sales.

Building a Prospect Profile Trade Shows. Trade Shows. Trade shows Trade shows are also an excellent are also an excellent

vehicle for generating good prospects. It is estimated vehicle for generating good prospects. It is estimated that more than 145,000 firms participate in over 8,000 that more than 145,000 firms participate in over 8,000 trade shows at a cost of$10 billion annually .trade shows at a cost of$10 billion annually .

Directories. Directories. Special direct inquiry Special direct inquiry directories directories and and open-to-bid announcements are important sources of open-to-bid announcements are important sources of leads for many firms. Like (champers of commerce )leads for many firms. Like (champers of commerce )

Internet. Internet. The Internet has revolutionized the process of The Internet has revolutionized the process of selling and qualifying prospects. One of the hottest lead-selling and qualifying prospects. One of the hottest lead-generating tools today is Web castinggenerating tools today is Web casting

Referrals. Referrals. With With referrals, referrals, a satisfied customer is asked a satisfied customer is asked to provide the names of others who might be interested to provide the names of others who might be interested in a product. In some cases, the person may also supply in a product. In some cases, the person may also supply an introduction of the salesperson to the prospects. The an introduction of the salesperson to the prospects. The advantage of referrals is that the person can say things advantage of referrals is that the person can say things about the salesperson and the product line that might about the salesperson and the product line that might not be as credible coming directly from the salesperson.not be as credible coming directly from the salesperson.

3- Qualifying Prospects

Regardless of the process used for generating a list of Regardless of the process used for generating a list of leads, salespeople ultimately must leads, salespeople ultimately must qualify a prospect, qualify a prospect, that is, determine if the prospect is likely to be that is, determine if the prospect is likely to be converted to a buying customer.converted to a buying customer.

Note that the salesperson needs information about Note that the salesperson needs information about customer needs, buying authority, and ability to pay.customer needs, buying authority, and ability to pay.

Needs. Needs. Qualified leads are those that have a use for Qualified leads are those that have a use for the seller’s goods or services and are planning to buy in the seller’s goods or services and are planning to buy in the near future.the near future.

Buying Authority. Buying Authority. salespeople often have problems salespeople often have problems identifying who has the authority to buy within an identifying who has the authority to buy within an organization because of the number of people involved organization because of the number of people involved in making a purchasing decision.in making a purchasing decision.

Ability to Pay. Ability to Pay. Finding prospects that want a product Finding prospects that want a product and also have the authority to buy will not be productive and also have the authority to buy will not be productive if they lack the financial resources to buy.if they lack the financial resources to buy.

Siebel Systems, Inc.:Assessing the Opportunity

Is There an Opportunity?Is There an Opportunity?

1Customer’s Application or Project

2 Customer’s Business Profile

3Customer’s Financial Condition

4 Access to Funds

5 Compelling Event

Can We Compete?Can We Compete?

6 Formal Decision Criteria

7 Solution Fit

8 Sales Resource Requirements

9 Current Relationship

10 Unique Business Value

Can We Win?Can We Win?

11 Inside Support

12 Executive Credibility

13 Cultural Compatibility

14 Informal Decision Criteria

15 Political Alignment

Is it Worth Winning?Is it Worth Winning?

16 Short-Term Revenue

17 Future Revenue

18 Profitability

19 Degree of Risk

20 Strategic Value

MANAGING EXISTING ACCOUNTS

Generating new customers is important, but many sales Generating new customers is important, but many sales and marketing managers feel that the companies that and marketing managers feel that the companies that will prosper will be ones that maintain strong customer will prosper will be ones that maintain strong customer loyalty. Determining whether an opportunity justifies an loyalty. Determining whether an opportunity justifies an allocation of precious sales resources.allocation of precious sales resources.

When Is an Account Too Small?When Is an Account Too Small? An important starting point in managing existing An important starting point in managing existing

accounts is determining the minimum opportunity on accounts is determining the minimum opportunity on which you should be spending your time. The individual which you should be spending your time. The individual salesperson is in an excellent position to determine the salesperson is in an excellent position to determine the long-term value of a customer.long-term value of a customer.

This analysis involves two steps: calculating a personal This analysis involves two steps: calculating a personal cost per sales call and a breakeven sales volume. We cost per sales call and a breakeven sales volume. We turn our attention to these analyses in this section.turn our attention to these analyses in this section.

Cost per Call.

The first step in addressing the minimum customers The first step in addressing the minimum customers size issue is to calculate the costs of making a sales call. size issue is to calculate the costs of making a sales call. Cost per call Cost per call is a function of the number of calls you is a function of the number of calls you make per day, the number of days available to call on make per day, the number of days available to call on customers, and your direct selling expenses.customers, and your direct selling expenses.

Direct selling expenses Direct selling expenses include such expenses as include such expenses as compensation, travel, lodging, entertainment, and compensation, travel, lodging, entertainment, and communications. These expenses are referred to as communications. These expenses are referred to as direct selling expenses because they can be attributed direct selling expenses because they can be attributed to an individual salesperson. In other words, the to an individual salesperson. In other words, the company would not have incurred these costs had a company would not have incurred these costs had a salesperson not been present in the territory.salesperson not been present in the territory.

How does the cost per call of $171.50 compare with that How does the cost per call of $171.50 compare with that of other salespeople? According to one survey, the of other salespeople? According to one survey, the average cost per call for all salespeople is $164.70.9average cost per call for all salespeople is $164.70.9

Table 3-1 Computing the Cost per Call for an Industrial Products Salesperson

CompensationCompensation

Salary, commissions, and bonus $69,035

Fringe benefits (hospital, life insurance, social security) $10,985 $80,020

Direct Selling ExpensesDirect Selling Expenses

Automobile 8,000

Lodging and meals 6,250

Entertainment 3,250

Communications 4,500

Samples, promotional material 1,750

Miscellaneous 1,700 25,450

Total Direct Expenses $105,470

Calls Per YearCalls Per Year

Total available days 260 days

Less:

Vacation 10 days

Holidays 10 days

Sickness 5 days

Meetings 18 days

Training 12 days 55 days

Net Selling Days 205 days

Average calls per day 3 calls

Total Calls per Year (205 X 3) 615 Calls

Average Cost per Call ($105,470/615)Average Cost per Call ($105,470/615) $171.50

Breakeven Sales Volume.

Breakeven sales volume Breakeven sales volume is the sales volume is the sales volume necessary to cover direct selling expenses. It is necessary to cover direct selling expenses. It is necessary to calculate breakeven sales volume necessary to calculate breakeven sales volume in order to determine the minimum size in order to determine the minimum size customer that should be pursued. customer that should be pursued.

Calculating the breakeven volume requires that Calculating the breakeven volume requires that we know the number of calls necessary to close we know the number of calls necessary to close a sale and what direct selling expenses are a sale and what direct selling expenses are budgeted to be as a percentage of total sales.budgeted to be as a percentage of total sales.

Determining the number of calls needed to Determining the number of calls needed to close a deal may be based on your own close a deal may be based on your own experience or that of other salespeople in the experience or that of other salespeople in the company.company.

Sales Opportunity ManagementKey to Productivity

Breakeven Sales VolumeBreakeven Sales Volume

(Cost per Call) x (Number of Calls to Close)

Sales Calls as a % of Sales

Table 3-2 Selected Statistics on Cost per Call and Number of Calls Needed to Close a Sale

IndustryIndustryCost Cost

per Callper Call

Number of Number of Calls Needed Calls Needed

to Close a Sale to Close a Sale

Sales Costs as Sales Costs as aa

Percentage ofPercentage of

Total Sales Total Sales

Business Services $ 46.00 4.6 10.3%

Chemicals 165.80 2.8 3.4

Construction 111.20 2.8 7.2

Electronics 133.30 3.9 12.6

Food Products 131.60 4.8 2.7

Instruments 226.00 5.3 14.8

Machinery 68.50 3.0 11.3

Office Equipment 25.00 3.7 2.4

Printing/Publishing 70.10 4.5 22.2

Rubber/Plastic 248.20 4.7 3.6

An Example: Chemicals

Cost per sale call= $165.80Cost per sale call= $165.80

Calls needed to close a sale= 2.8Calls needed to close a sale= 2.8

Sales Calls expenses of sales = 3.4%Sales Calls expenses of sales = 3.4%

Breakeven Sales Volume = Breakeven Sales Volume =

([$165.80*2.8]/0.034) = $13,654([$165.80*2.8]/0.034) = $13,654

I Cannot Afford to Lose This Business

I Cannot Afford to Lose This I Cannot Afford to Lose This Business. Business. Having performed a Having performed a breakeven analysis, how can a breakeven analysis, how can a salesperson use this information?salesperson use this information?

Should a salesperson not call on Should a salesperson not call on customers or prospects whose sales customers or prospects whose sales volume does not exceed the minimum volume does not exceed the minimum sales volume?sales volume?

People, and companies too, are rarely People, and companies too, are rarely inclined to turn their backs on a sale. inclined to turn their backs on a sale.

Three Methods for Setting Account Priorities

Breakeven account analysis provides a Breakeven account analysis provides a starting place from which to determine the starting place from which to determine the minimum-size account that should be minimum-size account that should be called on. called on.

This analysis does not fully address the This analysis does not fully address the issue of how much time should be issue of how much time should be allocated to prospecting and how much to allocated to prospecting and how much to existing accounts in a territory.existing accounts in a territory.

Following are four methods for setting Following are four methods for setting account priorities along with the situations account priorities along with the situations in which each is most appropriate.in which each is most appropriate.

Setting Account Priorities.

There are four methods for setting There are four methods for setting account priorities:account priorities:

1.1. Single- Factor Model.Single- Factor Model.

2.2. Portfolio Model.Portfolio Model.

3.3. Decision Model.Decision Model.

4.4. Sales Process Model.Sales Process Model.

Three Methods for Setting Account Priorities

Single-Factor Model. Single-Factor Model. The easiest and The easiest and probably the most widely used model for probably the most widely used model for allocating salespeople’s time is the allocating salespeople’s time is the single-factor single-factor model. model. This model examines a single customer This model examines a single customer characteristic, usually sales volume, to arrive at characteristic, usually sales volume, to arrive at an initial allocation of sales calls.an initial allocation of sales calls.

The main limitation of single-factor models The main limitation of single-factor models based on sales volume, procedure, that they based on sales volume, procedure, that they may not include all the factors that should be may not include all the factors that should be considered when evaluating an account’s sales considered when evaluating an account’s sales potential and life-time value. potential and life-time value.

Also not considered is the opportunity to obtain Also not considered is the opportunity to obtain greater account penetration (a greater share of greater account penetration (a greater share of the account’s total purchases), vulnerability to the account’s total purchases), vulnerability to competitive efforts, or account profitability.competitive efforts, or account profitability.

Customer Break-Even Analysis

A

C

B

1 2 3 4 5 6

$1,630

$3,261

$4,891

$6,522

$8,153

$9,784

Average Sales Volume Per MonthAverage Sales Volume Per Month

Number of SalesNumber of SalesCalls Per MonthCalls Per Month

Three Methods for Setting Account Priorities

Portfolio Models. (according to customer Portfolio Models. (according to customer attractiveness you are invest )attractiveness you are invest )

Portfolio models Portfolio models attempt to overcome the attempt to overcome the limitations of single-factor models by limitations of single-factor models by considering multiple factors when determining considering multiple factors when determining the attractiveness of individual accounts within the attractiveness of individual accounts within a territory. Selling effort is allocated so that a territory. Selling effort is allocated so that the most attractive accounts receive the most the most attractive accounts receive the most effort.effort.

Figure 3-2 illustrates one well-known portfolio Figure 3-2 illustrates one well-known portfolio model. This model classifies accounts into one model. This model classifies accounts into one of four categories by determining account of four categories by determining account attractiveness based on two criteria: account attractiveness based on two criteria: account opportunity and competitive position. opportunity and competitive position.

Core Accounts

Accounts are veryattractive.

Invest heavily in sellingresources.

Core Accounts

Accounts are veryattractive.

Invest heavily in sellingresources.

Drag Accounts

Accounts are moderatelyattractive.

Invest enough to maintaincurrent position.

Drag Accounts

Accounts are moderatelyattractive.

Invest enough to maintaincurrent position.

ProblemAccounts

Accounts are veryunattractive.

Minimal investmentof selling resources.

ProblemAccounts

Accounts are veryunattractive.

Minimal investmentof selling resources.

GrowthAccounts

Accounts are potentiallyattractive.

May want to investin heavily

GrowthAccounts

Accounts are potentiallyattractive.

May want to investin heavily

Competitive Position

Strong WeakA

ccou

nt O

ppor

tuni

ty

High

Low

Figure 3-2: PortfolioModel

Three Methods for Setting Account Priorities

Decision Models. Decision Models. Although portfolio models Although portfolio models have the advantage of using multiple have the advantage of using multiple characteristics to classify accounts, several characteristics to classify accounts, several shortcomings remain. shortcomings remain.

First, accounts must still be grouped into the First, accounts must still be grouped into the four quadrants for the purpose of allocating four quadrants for the purpose of allocating sales calls. Differences between firms in the sales calls. Differences between firms in the same quadrant are therefore not taken into same quadrant are therefore not taken into consideration. Second, the process does not consideration. Second, the process does not arrive at an optimal allocation of sales calls.arrive at an optimal allocation of sales calls.

Decision models Decision models for allocating sales calls for allocating sales calls overcome these two shortcomings by focusing overcome these two shortcomings by focusing on the response of each account to the on the response of each account to the number of sales calls made over a period of number of sales calls made over a period of time.time.

Dol

lar

Sal

es p

er Q

uart

er

Number of Sales Calls Per Quarter

$20,000

$10,000

1 2 3 4 5 6

Figure 3-3: Number of Sales Calls Response Function

While the three previous While the three previous models depend on priority , models depend on priority , this model (sales process this model (sales process models) depend on models) depend on opportunity.opportunity.

One example of a selling process One example of a selling process model is the sales funnel (see model is the sales funnel (see Figure 3-4).Figure 3-4).

Unqualified

Qualified

Best few

50% closure probability

75% closure probability

90% closure probability

2113 15 2322 18

24 2019 17

16 14

9 12

1011

8

7 5

6

3

1 2

4

Figure 3-4: The Sales Funnel

sales funnel Each sales opportunity is categorized based on the level of Each sales opportunity is categorized based on the level of

uncertainty in meeting theuncertainty in meeting the opportunity:opportunity: 1. Unqualified opportunities. 1. Unqualified opportunities. In this case, data suggest In this case, data suggest

that a possible need exists, but this need has not been that a possible need exists, but this need has not been verified with key people in the account.verified with key people in the account.

2. Qualified opportunities. 2. Qualified opportunities. A qualified opportunity must A qualified opportunity must meet four criteria:meet four criteria:

1.1. The need has been verified with at least one of the buying The need has been verified with at least one of the buying influencesinfluences

2.2. There is a confirmed intention to buy a new product or There is a confirmed intention to buy a new product or service, replace an existing one, or switch suppliers.service, replace an existing one, or switch suppliers.

3.3. Funding for the purchase has been approved or already Funding for the purchase has been approved or already exists.exists.

4.4. There is an identified time frame within which the There is an identified time frame within which the purchase will be made.purchase will be made.

3. Best few opportunities. 3. Best few opportunities. All the buyers have been All the buyers have been contacted and their needs identified, and in your judgment contacted and their needs identified, and in your judgment have been sufficiently developed to make the sale.have been sufficiently developed to make the sale.

SALES VERSUS PROFITS

There is a tendency in sales to evaluate There is a tendency in sales to evaluate opportunities in terms of dollar sales.opportunities in terms of dollar sales.

The main point we would like to make The main point we would like to make here is that companies and salespeople here is that companies and salespeople need to be aware of the price, cost, and need to be aware of the price, cost, and profit differences between customers and profit differences between customers and allocate their sales effort accordingly. allocate their sales effort accordingly.

It is not at all unusual for there to be a It is not at all unusual for there to be a 50- to 75-percent difference in the 50- to 75-percent difference in the profitability of customers who purchase a profitability of customers who purchase a similar quantity of product.similar quantity of product.

Customer Lifetime Value.

Customer Lifetime Value is based on the notion Customer Lifetime Value is based on the notion that the value of a customer is the sum of the that the value of a customer is the sum of the customer’s discounted flow of profit contributions customer’s discounted flow of profit contributions into the future. Calculating CLV requires knowing into the future. Calculating CLV requires knowing or making judgments about the following inputs:or making judgments about the following inputs:

• • The company’s discount rate (cost of capital)The company’s discount rate (cost of capital) • • The company’s planning horizon (3 years, 5 The company’s planning horizon (3 years, 5

years, 10 years)years, 10 years) • • The customer’s product category purchases in The customer’s product category purchases in

each periodeach period • • The average contribution from purchasesThe average contribution from purchases • • Each supplier’s share of total category Each supplier’s share of total category

purchasespurchases

TIME MANAGEMENT

In most surveys of business training In most surveys of business training programs, programs, time management time management is one of is one of the most frequently mentioned training the most frequently mentioned training topics. The reason is that significant topics. The reason is that significant productivity gains can be made through productivity gains can be made through better time management.better time management.

a 10-percent improvement in the time a 10-percent improvement in the time its sales force spent selling would its sales force spent selling would generate more than a 5-percent generate more than a 5-percent increase in overall sales volume.increase in overall sales volume.

13%

29%16%

17%25%

SellingFace-to-Face

Service Calls

AdministrativeTasks

Waiting andTravel

Figure 3-5: How Salespeople Spend Their Time

Selling overthe phone

The “Traveling Salesperson” Problem

On average, 17 percent of salespeople’s time is spent On average, 17 percent of salespeople’s time is spent traveling and waiting. Careful scheduling can produce traveling and waiting. Careful scheduling can produce substantial savings in travel time.substantial savings in travel time.

The dilemma is usually stated as a search for a route The dilemma is usually stated as a search for a route through the territory that allows athrough the territory that allows a

salesperson to visit each customer and return to the salesperson to visit each customer and return to the starting point with a minimum expenditure of either time starting point with a minimum expenditure of either time or money .or money .

A simple way to find a good sales call route, and one that A simple way to find a good sales call route, and one that is often very effective in minimizing travel time and costs, is often very effective in minimizing travel time and costs, is to plan a travel route based on four basic rules:is to plan a travel route based on four basic rules:

1. 1. The route should be circular.The route should be circular. 2. 2. The route should never cross itself.The route should never cross itself. 3. 3. The same route should not be used to travel to and The same route should not be used to travel to and

from a customer.from a customer. 4. 4. Customers in neighboring areas should be visited in Customers in neighboring areas should be visited in

sequence.sequence.

Overall Time Management

Despite all the emphasis companies are putting on Despite all the emphasis companies are putting on increasing selling time, 16 percent of a salesperson’s increasing selling time, 16 percent of a salesperson’s time is spent on administrative taskstime is spent on administrative tasks

Following is a list of what many salespeopleFollowing is a list of what many salespeople consider some of the most common time wasters:24consider some of the most common time wasters:24 1. 1. Telephone interruptionsTelephone interruptions 2. 2. Drop-in visitorsDrop-in visitors 3. 3. Lack of self-disciplineLack of self-discipline 4. 4. CrisesCrises 5. 5. MeetingsMeetings 6. 6. Lack of objectives, priorities, and deadlinesLack of objectives, priorities, and deadlines 7. 7. Indecision and procrastinationIndecision and procrastination 8. 8. Attempting too much at onceAttempting too much at once 9. 9. Leaving tasks unfinishedLeaving tasks unfinished 10. 10. Unclear communicationUnclear communication

EmergenciesEmergencies

Personal Growth

Personal Growth

TimeWastersTime

Wasters

RecreationRecreation

Importance High Low

High

LowUrg

ency

Figure 3-6: Time Management