Following Talley's workload method, GB533's Unit 3 model classes 2,060 dental accounts and prospects, totals the calls they need and divides by one representative's yearly capacity. Searches like "gb 533 unit 3 assignment example", "gb533 unit 3 sample" and "gb533 unit 3 example" land here.
What a finished GB533 Unit 3 workload sizing model looks like
Three tables and a sensitivity chart fill five pages. The first table classes the distributor's accounts by annual purchases: 190 A practices above $60,000, 520 B practices between $20,000 and $60,000, 810 C practices below that, 240 offices owned by dental service organizations, and 300 target prospects. The second assigns call frequencies, 24 a year for A accounts, 12 for B, 4 for C, 6 for DSO offices and 3 for prospects, and multiplies to 16,380 calls. The third builds capacity: 240 working days, less 40 for meetings, training, trade shows and administration, leaves 200 selling days at 5.5 calls a day, or 1,100 calls per representative. Dividing gives 14.9, rounded up to fifteen. A sensitivity chart shows the answer moving between fourteen and seventeen as calls per day shift.
How a GB533 Unit 3 example is structured
The model follows the workload sequence in its standard order, because each step depends on the one before: classify accounts, set a call frequency per class, total the workload, estimate what one representative can deliver, divide. Classification rests on purchases, with a note that potential would be better and is not yet measured, a gap Unit 4 addresses. Call frequencies are justified class by class, from how often A practices reorder to what DSO offices need locally when purchasing happens at headquarters. Capacity is built from the calendar down rather than assumed, and every non-selling day is listed. Rounding is argued, not automatic: fourteen representatives would leave roughly 1,000 calls unmade, most from C accounts. The sensitivity section tests calls per day, the least certain input, and shows how much headcount rides on it, which is the model's honest limit.
Accounts classed by what they buy
Annual purchases sort 1,520 independent practices into A, B and C. Purchases stand in for potential here, and the model says so, since a small buyer in a large practice may be buying mostly elsewhere.
A call frequency for each class
Twice a month for A practices, monthly for B, quarterly for C, six local visits for DSO offices and three approaches per prospect. Each frequency carries one sentence explaining why that class needs that much attention.
Capacity built from the calendar
Forty-eight weeks of five days give 240. Twelve meeting days, eight training, five at trade shows and fifteen of administration leave 200 selling days, at 5.5 calls a day across urban and rural routes.
Fourteen point nine, rounded up
At 1,100 calls per representative, 16,380 calls need 14.9 people. The model rounds to fifteen and shows what fourteen would sacrifice: about a thousand calls a year, mostly on C practices.
The input that moves the answer
Calls per day is the softest figure. At 5.0 the force needs seventeen; at 6.0, fourteen. The model recommends measuring actual call rates for a quarter before the last hire is made.
Where marks go in GB533 Unit 3
Workload models are checked arithmetically by many GB533 graders, so a headcount stated without the calculation behind it earns little regardless of whether it is right. Classification is the next place credit is won or forfeited: classes defined by gut feel, or frequencies assigned without reasons, leave the total resting on nothing. Capacity is often overstated, with every working day counted as a selling day, and graders who know the method look for meetings, training and travel subtracted. Models that ignore prospecting calls size a force that can only maintain what it already has. Rounding down to save cost without saying which calls go unmade conceals a decision. Sensitivity testing earns credit in graduate sections, because an answer that swings by three people on one assumption needs that swing reported. Missing citations for the method draw comments.
Get a GB533 Unit 3 example written to your instructions
Account counts, call frequencies and selling days are what this model runs on, so send whatever figures your GB533 case supplies, with the Unit 3 prompt and rubric. A free first sample, back within 24-48h, works the headcount step by step and tests the least certain input. Assumed figures are labeled as assumptions.
GB533 Unit 3 questions, answered
What is the Talley workload method?
A procedure published by Walter Talley in 1961 for sizing a sales force from the work customers require. Accounts are classified, each class gets a call frequency, total calls are computed, and that total is divided by the calls one representative can make in a year. Most GB533 texts present it or a close variant, often called the workload or buildup approach.
How do I set call frequencies if the case does not give them?
Base them on how often each class of account buys and how much attention it needs to be kept or grown, then state the reasoning. Larger accounts usually warrant more frequent calls. Industry norms from trade sources help if available. Graders care less about the exact frequency than about a visible, consistent rationale applied class by class.
Should the model round the headcount up or down?
Either can be defended, but the choice has to be explicit. Rounding up covers the workload with some slack; rounding down saves a salary and leaves calls unmade. Show which accounts would go under-served if you round down. Some sections expect a recommendation with a phased hiring plan when the result falls between two whole numbers.