The Key to Unlocking Sales Performance 2621
Transcript of The Key to Unlocking Sales Performance 2621
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The Key to Unlocking
Sales Performance4 Steps To Achieving Sales
Accountability & Getting the Best
From Your Sales TeamPresented by Ann Bueler
Co-President
Woodard Cleaning & Restoration Services
April 22, 2010
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The Ability to Measure Performance & Hold
a Sales Team Accountable
Starts with 3 Essential Elements:
j Vision: The act or power of seeing
j Strategy: Careful plan or methodthe art of devising
or employing plans or stratagems toward a goalj Goal: The end toward which effort is directed
Elements of a Great Goal:
Specific, Measurable, Attainable,Relevant,
Track-able, Stretching, & Time-bound
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STEP # 1
Develop a Definable Vision, Strategies & Goals
ThenCommunicate * Communicate * Communicatej Case Study: Woodard Business Example
Vision Example: Destination 2020
Profitably grow top line revenue & pretax
net income to x$/x% by 2020. Maximize Woodards
Legendary Service, & One Woodard Initiatives.
Achieve Industry-wide Recognition as Employer of
Choice. Achieve Operational & Sales Excellence.
If you dont know where youre going, you
might wind up someplace else!Yogi Berra
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STEP # 1
Develop a Definable Vision, Strategies & Goals
ThenCommunicate * Communicate * Communicate2010 Sales Strategy Example:
Maximize a direct sales force cross selling
all services to assigned, account based,
business portfolios organized by industry
verticals.
Target individual focus/goals for each sales
person: either large, complex new business
development focus or new program
development focus in addition to
management of their business portfolio ofaccounts.
Targets Areas for Business Development:
Whales/$50K+; Lapsed Accts; Industry
Targeted Programs (e.g., hospitals,
universities, senior centers, contractors,
national accounts, etc.)
Build Strategies For:
Sales:*Commercial
*Residential
Service/Product Lines
Marketing
Operations
Customer Service
I/T
Accounting
Etc.
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STEP # 1
Develop a Definable Vision, Strategies & Goals
ThenCommunicate * Communicate * Communicate2010 Sales Goal Examples:
*Increase Top Line Revenue 22%
*Grow Insurance Program Segment / Incremental $850K*Establish Board-up Business to Convert 20 Fire Projects*Grow CAT/LL Segment / Incremental $700K*Establish Rug Cleaning Retail Channel / $100K
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STEP # 2
Establish A Selling Structure That
Leads You To Your Vision!We Created an Integrated Sales Organization
How We Were
Structured:
* Two sales forces
aligned by service
offering: Cleaning &
Restoration
* A one-to-one
networking &
relationship sales
approach
Challenges:
* Costly & confusing account
coverage
* Numerous small efforts tied to
individual clients
* Lack of cohesive account-
based sales effort
* Difficult to own the account
* Slow growth
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STEP # 2
Establish A Selling Structure That
Leads You To Your Vision!
How We Are
Structured:
* Integrated & cross
trained sales force
* Account-based sales
approach
* Book of Businessmanagement
* Industry alignment
within 13 verticals
Opportunities:
* Broader/deeper sales coverage
* Identify bigger opportunities* Better industry penetration
* Ability to own the account
* Faster growth
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STEP # 2
Establish A Selling Structure That
Leads You To Your Vision!
We Established Account & Industry Designations
7 Sales Account Managers
4 Commercial Account Designations:
Maintenance; Non-Maintenance;Restoration Only; Prospect
13 Industry Verticals:
Property Management/Real Estate; Education;
Healthcare; Finance/Acct/Ins.; Business/Personal
Services; Manufacturing/Distribution;
Architecture/Engineering; Legal; General Contractors;
Mechanical Contractors; Government; Religious;
Retail
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STEP # 2
Establish A Selling Structure That
Leads You To Your Vision!
We Organized Accounts
2086 Active Sales Accounts Managed
(e.g., State Farm, CTMT, Edward Jones, Wash U., etc.)
3637 Active Sales Account Contacts / 3352 Locations(many contacts and/or locations can exist for a single account)
3624 Sales Account Prospects
(managed by sales account managers)
1576House Account Clients & Prospects
(assigned to a stay-in-touch program managed by Marketing)
HOW WILL YOUR SALES STRUCTURE
LEAD YOU TO YOUR VISION?
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STEP # 3
Establish A Strong & Consistent
Selling ProcessWe Set Expectations for Sales People
The Selling Process Starts with Setting Expectations
of the Sales Account Manager:
Skilled in Selling to a Disciplined Sales Model
Ability to Execute Bottoms-up, Account-based
Forecasting
Ability to Develop an Annual Business Plan
& Present to the Management Team
Ability to Develop Quarterly Business Plan Updates
& Present to the Management Team
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STEP # 3
Establish A Strong & Consistent
Selling Process
Ability to Develop Account Plans, (for both
individually managed and team managed accounts)
for the Top 5-10 Accounts in each Business Portfolio
Industry Expertise (subject matter expertise and
resource to the team where the Business Portfolio is
heavily weighted in a particular area: e.g., Property
Management, Education,H
ealthcare, Insurance,Construction, etc.)
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STEP # 3
Establish A Strong & Consistent
Selling Process
Account Team Management (organizing and
managing both sales and non-sales function team
members, e.g., operations, customer service, etc, to
execute the account plan)
Continuing Education Class Presentation
Capability
Back-up Project Management Capability
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STEP # 3
Establish A Strong & Consistent
Selling ProcessWe Create Plans with Goals
We start the year with an assigned
Book of Business Or BusinessPortfolio for each sales account
manager which includes existing
Maintenance cleaning accounts;
Non-maintenance cleaningaccounts; Restoration accounts
& Prospects
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STEP # 3
Establish A Strong & Consistent
Selling ProcessWe Execute Account Planning
WHY DO ACCOUNT PLANNING?
Ensures focus on key accounts is successful Ensures that we move TO the place we want to be
Ensures we maximize use of our valuable time
Ensures personal success
Determines / Re-affirms account objectives
Assess todays position relative to objectives
Analyzes possible alternative position / objectives
Selects the best position / objectives
Establishes appropriate action plan
Implementation against the plan
MEASURES SUCCESS & ALLOWS FOR
ADJUSTMENTS
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STEP # 3
Establish A Strong & Consistent
Selling ProcessAccount Planning
WOODARD ACCOUNT PLAN WORKSHEET
GENERAL ACCOUNT INFORMATION
FINANCIALS:
$ VOLUME TOTAL
$ VOLUME THROUGH PROGRAMS
$ VOLUME W/O CONSTRUCTION
OTH
ER?BUSINESS DESCRIPTION:
BUSINESS STATUS:
GROWING STAGNANT DECLINING
BUSINESS MIX:
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STEP # 3
Establish A Strong & Consistent
Selling Process
Account Planning
WOODARD ACCOUNT PLAN WORKSHEET
BUSINESS GOALS:
% THE ACCOUNTHAS CAPTURED OFTHEIR MARKET POTENTIAL:
ORGANIZATION CHART
& IDENTIFICATION OF PERSONNEL:
HOT BUTTONS:
BUYING PHILOSOPHY:
INDUSTRY TRENDS EFFECTING ACCOUNT:
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STEP # 3
Establish A Strong & Consistent
Selling ProcessAccount Planning
WOODARD ACCOUNT PLAN WORKSHEET
ACCOUNTS COMPETITORS:ACCOUNTS DIFFERENTIATORS:
S.W.O.T ANALYSIS OF ACCOUNT W/IN
THEIR MARKET PLACE
ACCOUNTS STRENGTHS:
ACCOUNTS WEAKNESSES:
ACCOUNTS OPPORTUNITIES:
THREATS TO ACCOUNT:
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STEP # 3
Establish A Strong & Consistent
Selling Process
Account Planning
NEEDS / PROBLEMS
LIST ALL NEEDS,
PROBLEMS
IDENTIFIED
AT THE ACCOUNT:(INCLUDE THE COST
INCURRED IF THE NEED IS
NOT MET OR THE
PROBLEM IS NOT SOLVED)
EXPECTATIONS
REQUIREMENTS /
EXPECTATIONS OF:
THE VENDOR
TH
E PRODUCTS &SERVICES
THE SALES
REPRESENTATIVE
AND/OR PROJECT MGR.
WOODARD ACCOUNT PLAN WORKSHEET
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STEP # 3
Establish A Strong & Consistent
Selling ProcessAccount Planning
DECISION PROCESS / KEY PLAYER PROFILE
DEFINITION / OUTLINE OF DECISION
PROCESS:
KEY PLAYER PROFILE
NAME POSITIONPRIORITIES
CONCERNS
MOTIVATORS
PERCEPTIONS (OF COMPETITION / OF WOODARD)
WOODARD ACCOUNT PLAN WORKSHEET
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STEP # 3
Establish A Strong & Consistent
Selling ProcessAccount Planning
ASSESSMENT OF WOODARDS POSITION
IN THE ACCOUNT
PRODUCTS / SERVICES IN PLACE:% OF ACCOUNT SHARE BY
PRODUCT/SERVICE LINE:
STATUS OF EXISTING RELATIONSHIPS:
WOODARDS
ACHIEVEMENTS IN
THE ACCOUNT:
WOODARDS SET BACKS
IN THE ACCOUNT:
ACCOUNT MANAGER(S):
PROJECT MANAGER(S):
COMPANY EXECUTIVES:
OFFICE PERSONNEL:
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STEP # 3
Establish A Strong & Consistent
Selling Process
Account Planning
S.W.O.T ANALYSIS OF WOODARD
WITHIN THE ACCOUNT
WOODARD STRENGTHS:
WOODARD WEAKNESSES:
WOODARD OPPORTUNITIES:
THREATS TO WOODARD:
OVERALL PERCEPTION OF WOODARD
IN THE ACCOUNT:
WOODARD ACCOUNT PLAN WORKSHEET
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STEP # 3
Establish A Strong & Consistent
Selling ProcessAccount Planning
THE ANNUAL ACCOUNT PLAN
GOALS / OBJECTIVES:
(e.g., FINANCIAL, RELATIONSHIP,
PRODUCT/SERVICE EXTENSION,
COMPETITIVE, ETC.)
STRATEGY:
TACTICS:
WOODARD ACCOUNT PLAN WORKSHEET
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STEP # 3
Establish A Strong & Consistent
Selling ProcessAccount Plan Property Management Matrix
PROPERTY MANAGEMENT MATRIX
Date: September, 2006
Account Manager: Mary Daniels
Company: Grubb & Ellis
Property Mgr Ph/F/Email Building Bldg Type Build Owner Address Sq. Ft. Contract Term Tenant(s) Lease Term Tenant Sq Ft
Carlye Hoese 314-621-8676 (phone) 1010 Market A Office
BKG
Ventures 1010 Market 169000 e xp 12/08
Brown & James,
Ac cent ure 10 y rs , 10 y rs 51000, 36000
Jennifer
Smith 314-677-6724
211 N.
Lindbergh B Office Bakewell
211 N.
Lindbergh 29750 exp 12/08 Govt. unknown 29750
JenniferSmith 314-677-6724 8820 Ladue Office Bakewell 8820 Ladue 36600 exp 12/08 Medical 5 - 6 years varies
Jennifer
Smith 314-727-2004 Southfield Ctr Retail Bakewell
5406-5458 S.
Lindbergh 95000 exp 12/08 Schnucks 20 years 50000
Patric k Miller 314-677-6723 10795 W at son B Offic e
Chicago
Deferred
Exchange
Corp 10795 Watson 38487 n/a
Swank Motion
Pictures 5 years 38500
Patrick Miller 314-677-6723
12200 Weber
Hill A Office ADP
12200 Weber
Hill 44827 n/a ADP owned 45000
Patrick Miller 314-677-6723
12250 Weber
Hill A Office Bakewell
12250 Weber
Hill 67393 n/a Liberty Mutual 15 years 19000
Pat ri ck Mil le r 314-677-6723 3401 Rider Trail Industri al
Fortune Earth
Company 3401 Rider Trail 60362 n/a ADT Security 10 years 23000
Patrick Miller 314-677-6723
3701 S
Lindbergh B Office Bakewell
3701 S
Lindbergh 26000 n/a Southwest Bank 10 years 18000
Patrick Miller 314-677-6723
Sunset Office
Park B Office Bakewell
10825 Watson
Road 17700 n/a
various business
services varies varies
Paul
Hoette/Dan
Eggleston 314-439-5444
1023 Executive
Pkwy C Office
Vorhoff
Duenke
1023 Executive
Pkwy 19360 n/a SPRINT 10 years 15000
Paul
Hoette/DanEggleston 314-439-5444
10765 IndianHead Flex Nancy Lurie
10765 IndianHead 40000 n/a
various businessservices varies varies
Paul
Hoette/Dan
Eggleston 314-909-7575
660-670 Mason
Ridge Center Dr A Office
Lutheran Hour
Ministries
660-670 Mason
Ridge Center Dr 153000 12/08
Lutheran Hour
Ministries owned 83000
Paul
Hoette/Dan
Eggleston 314-439-5444 Park 270 II A Office
Alliance
Equity Park
1801 Park 270
Drive 154289 12/08
XTRA Corp, Doe
Run
10 years, 7
years 53000, 21000
Shir ley Rieser 314-677-6723 3741 Mue ller Rd C Flex
Elm Point
Investment 3741 Mueller Rd 28280 n/a ASNI Inc 10 years 28280
David Biales 314-719-2000
101-140
Chesterfield
Business Pkwy B Flex
Chesterfield
Chamber
101-140
Chesterfield
Business 12300 n/a
Chesterfield
Chamber 10 years 123000
David Biales 314-719-2000
133-157
Chesterfield
Business Pkwy B Flex Grubb & El li s
133-157
Chesterfield
Bus ines s Pk wy 12800 n/ a
Basso, Krupp &
Myers LLC 15 years 12800
David Biales 314-719-2000
165-189Chesterfield
Business Pkwy A Flex Grubb & El li s
165-189Chesterfield
Bus ines s Pk wy 12800 n/ a
Tada Hair Salon,Hedicorp
Contracting 5 years 9800, 3000
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STEP # 3
Establish A Strong & Consistent
Selling ProcessAccount Plan Property Management Matrix
ContinuedAcct Rep Carpet Cleaning Firm Restoration Firm Services Provided Maintenance Firm Architect/Designer Other Service Provider(s)
MD Woodard Woodard
Maintenance carpet $6k; water
'03 MMMM unknown Whelan Security
MD Woodard Woodard
common area carpet
$350/year; restoration
BG Service
Solutions unknown Murphy Mechanical
MD Woodard Woodard
common area carpet;
restoration
BG Service
Solutions unknown Murphy Mechanical
MD n/a Woodard fire & water restoration in house unknown Murphy Mechanical
MD
canceled w/us - may be
sold, need to verify Servicemaster fire & water restoration Janitron unknown Climate Masters
MD Janitron Servicemaster fire & water restoration Janitron unknown Climate Masters
MD Janitron Servicemaster fire & water restoration Janitron unknown Climate Masters
MD
We cleaned in '05-no
addl info Servicemaster fire & water restoration Janitron unknown Climate Masters
MD
canceled w/us - may be
sold, need to verify Servicemaster fire & water restoration Janitron unknown Climate Masters
MD Janitron Servicemaster fire & water restoration Janitron unknown Climate Masters
MD ABM Woodard fire & water restoration
BG Service
Solutions unknown Bell Electrical Contractors
MD
We cleaned in '04 - no
addl info available Woodard fire & water restoration
BG Service
Solutions unknown Bell Electrical Contractors
MD Clean Tech Servicemaster fire & water restoration Clean Tech unknown Bell Electrical Contractors
MD Woodard Woodard Common area carpet, $3400 ABM unknown Bell Electrical Contractors
MD
We cleaned in '04 - no
addl info available unknown Clean Tech unknown Milford Plumbing
MD ABM unknown ABM unknown Centimark Roofing
MD ABM unknown ABM unknown Centimark Roofing
MD ABM unknown ABM unknown Centimark Roofing
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STEP # 3
Establish A Strong & Consistent
Selling Process
Account Plan Property Management Matrix
ContinuedServices Provided Opportunities Priority Notes
Security Tenant carpet Bids carpet yearly
electrical Tenant carpet
electrical Tenant carpet
electrical no add'l
HVAC
Carpet/Restora
tion
HVAC
Carpet/Restora
tion
HVAC
Carpet/Restora
tion
HVAC
Carpet/Restora
tion
HVAC
Carpet/Restora
tion
HVAC
Carpet/Restora
tion
electrical Carpet
electrical Carpet
electrical
Carpet/Restora
tion
electrical Tenant carpet
plumbers
Carpet/Restora
tion
Roofing
Carpet/Restora
tion
Co-star; call said
this is Gundaker
Commercial -
more research
must be done
Roofing
Carpet/Restora
tion
Co-star; call said
this is Gundaker
Commercial -
more research
must be done
RoofingCarpet/Restoration
Co-star; call said
this is Gundaker
Commercial -
more researchmust be done
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STEP # 3
Establish A Strong & Consistent
Selling ProcessWe Develop Business Plans
2010 Revenue Goal (Invoiced $$): $
% Of Sales Team Goal: %
% Of Company Goal: %% Of Goal Forecasted as New Business: %
% Of Goal Forecasted as
Maintenance/Existing Business: %
Total Number of Accounts: #
Number/Percentage of Accounts that
Generate 80% of Business: # - %
Forecasted Close Percentage: %
Forecasted Losses Anticipated: $ - %
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STEP # 3
Establish A Strong & Consistent
Selling ProcessBusiness Planning
BUSINESS PLAN
Book of Business Vision
(Describe the 3-5 year vision you have fordevelopment of your book of business)
2010 Strategy
(Describe your overall business strategy for the
coming year examples may include going after a
certain competitor, owning a specific segment,
changing your new/existing business mix, targeting
certain size businesses, leveraging a new program,
etc. or any combination of a number of strategies)
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STEP # 3
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Selling Process
Business Planning
Book of Business Breakdown
(list all segments in your business)
Industry Segment:
$ Forecasted % by Segment Q1$ Q2$ Q3$ Q4$
Key Account List
(list key accounts by segment)
Key Accounts by Industry Segment$ Forecast % of Segment Q1$ Q2$ Q3$ Q4$ Acct Plan
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STEP # 3
Establish A Strong & Consistent
Selling Process
Business Planning
Major Initiatives to be Undertaken this Year:
(Outline the major initiatives that will be a part of
your plan this year include what must go well to
succeed, goals, and tactics)
New Business Development Related
Industry Segment Related
Marketing RelatedNetworking Related
Competition Related
Etc.
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STEP # 3
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Selling Process
Business Planning
Associations / Business Memberships:
Association
Goals for Participation
Tactics to Achieve Goals
Major Challenges Facing Your Business:
How/When You Will Overcome These Challenges:
Support/Resources Required:
(List support / resources you will engage to
accomplish your plan)
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STEP # 3
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Selling Process
Business Planning
Training/Professional Development Plan:
(List seminars, reading materials, self-study,
classes, mentoring opportunities, etc. that you planto utilize for development include dates for
completion)
Expenses:
(List expenditures anticipated for the coming year-
list by category e.g., entertainment, training,
collateral materials required, association
membership fees, etc.)
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STEP # 3
Establish A Strong & Consistent
Selling Process
Business PlanningKey Indicators to Monitor Success:
Beyond the numbers, list all key indicators you will
utilize to monitor your success. Examples can include:
Competitive wins
Number of losses
Self-developed to company-provided lead ratio
Referral rate
Number of Woodard services sold to an accountNumber of new maintenance agreements
Number of new restoration service agreements
Number of new preferred provider programs
Etc.
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STEP # 3
Establish A Strong & Consistent
Selling Process
We Execute Quarterly Business Planning
QUARTERLY BUSINESS REVIEW
THE NUMBERS:
2010 GOAL:
THIS GOAL AS A % OF THE COMPANYS
COMMERCIAL OR RESTORATION GOAL:
CURRENT YTD:
% of GOAL YTD:% of ANNUAL GOAL:
PREVIOUS YTD:
% OF PYTD:
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STEP # 3
Establish A Strong & Consistent
Selling Process
Quarterly Business Planning
QUARTERLY BUSINESS REVIEW
THE NUMBERS:
New Business Acquired YTD:
New Business as a % of YTD GOAL:
Amount / Percent of New Business Developed Through
Company Leads:
Amount / Percent of New Business Self-Developed:
Maintenance Business YTD:
Maintenance Business as a % of YTD GOAL:
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STEP # 3
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Selling Process
Quarterly Business Planning
MAJOR ACCOUNTS LIST
Account Acct Projected Revenue Status
Plan Y/N as % of Goal of Acct12
3
etc
Total
BUSINESS OVERVIEW:
What Went Well in Q1?
What Did Not Go Well in Q1?
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STEP # 3
Establish A Strong & Consistent
Selling Process
Quarterly Business Planning
PLAN FOR REMAINDER OF THE YEAR
TO MAKE GOAL:
Amount of New/Additional Business That Needs to Be
Developed Beyond Current Client Base to Reach 2010
Goal:
Plan for New/Additional Business Development for
Remainder of the Year:
Anticipated Losses / Possible Losses / Worst Case
Scenario:
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STEP # 3
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Selling Process
Quarterly Business Planning
PLAN FOR REMAINDER OF THE YEAR
TO MAKE GOAL:
Contingency Plan for Anticipated / PossibleLosses or Worst Case Scenario:
Major Challenges / Issues / Obstacles:
Resources / Support Required:
Quarterly Business Review & Planning
Ensures Appropriate Adjustments in the
Appropriate Timeframe to Maximize Success!
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STEP # 3
Establish A Strong & Consistent
Selling Process
We Identify Prospects & Opportunities
Co-Star / Goldmine
Local / Regional Business Information Sources
Membership /Active Involvement in Associations Industry Vertical Research & Planning
(e.g. Property Management Matrix)
We Establish Selling Skill Expectations
Prepare for the Sales Call Develop a Question Arsenal
Qualify Sales Call Model / Sales Call Plan
Design the Solution to the Need / Problem / Goal
Present the Solution Quote or Proposal; Know the
Difference
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STEP # 3
Establish A Strong & Consistent
Selling ProcessPrepare for the Call:
Research: Co-Star; Client Website
Goldmine; Account Files; InternalResources e.g. Customer Service,
Project Management, Operations
Management, etc.
Prepare Questions from The
Question Arsenal; Set Objectives;
Create an Agenda
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STEP # 3
Establish A Strong & Consistent
Selling Process
Qualifying The Opportunity:
Execute Against the Sales Call Model
Execute Against the Sales Call Plan
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STEP # 3
Establish A Strong & Consistent
Selling Process
Sales Call Plan
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STEP # 3
Establish A Strong & Consistent
Selling ProcessSales Call Model
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STEP # 3
Establish A Strong & Consistent
Selling ProcessPresent the Solution:
Solutions are the culmination
of a thorough sales process
Present Solutions in the
context of:
Meeting Needs
Solving ProblemsAchieving Goals
A Strong Value Proposition
At a CEC Level
Presentations Demand:
Preparation &PracticePracticePractice
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STEP # 4
Hold the Sales Team Accountable
Coach to Account-ability
Every sales account manager is expected to,
and measured on, their ability to:
Present an Account-based Forecast, by service line,
by 10/31
Present Account Plans on key accounts
(on average 5 10) by 12/31
Present a Business Plan by 1/15
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STEP # 4
Hold the Sales Team Accountable
Coach to Account-ability
Every sales account manager is expected to,
and measured on, their ability to:
Present quarterly business reviews against plan atthe end of each quarter
Annually outline participation in the industries in
which they have accepted responsibility as subject
matter expert and responsibility for keeping the
team informed of whats happening in their
adopted industry vertical(s) (e.g., trends, changes,
challenges, successes, etc.)
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STEP # 4
Hold the Sales Team Accountable
Present 1-3 CEC courses by 12/31
The Sales Rep must identify new sales opportunities,
maintain existing account relationships, network well,build a sales strategy, execute a strong sales call/cycle,
maintain numerous relationships at multiple levels
across an account, be active in a variety of associations
and member organizations, close the deal
The Sales Rep needs to know where they are against
their plan at any given time & possess the capability,
confidence & determination to
MAKE THE NUMBER!
Coach to Account-ability
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STEP # 4
Hold the Sales Team Accountable
Measure the Following:
The numbers, by service line, against goaland previous year
Proposals generated / Close percentage Maintenance Programs and Restoration
Agreements acquired, lost & why
Non-Maintenance clients acquired / lost & why
Prospect contacts made
Whales acquired Large Loss presentations delivered &
commitments acquired
Lapsed Accounts (contacted / converted to
business)
Business Portfolio specific key indicators
Coach to Account-ability
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The Key to Unlocking
Sales PerformanceWhere To Start?
PUT THE BIG ROCKS IN FIRST!
Establish The Vision, Strategy, & Goals
Establish The Sales Structure
Establish The Sale Process
Measure Performance;
Hold Yourself & Others Accountable
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The Key to Unlocking
Sales PerformanceIn Conclusion
With a client-focused organization that is committed
to planning; the execution of a well-defined marketapproach & account planning process; a skilled sales
account manager or sales team; and, the delivery of
exceptional professional services.
We can know exactly where we are goinghow weare going to get therewhats working, what isnt,
and what needs to change to.
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The Key to Unlocking
Sales Performance
REACH OUR GOALS
AND ACHIEVE OUR VISION!!