The sales person as an entrepreneur and a business man

33
L/O/G/O Anonymous Nothing happens until a “good sale” takes place

description

This is more of a lecture (in Arabic) showing the importance of training sales persons to become business people. it shows the gap between the sales person- supplier AND the sales person- customer. An example of a project with a bad cash flow outlook is given. Unfortunately the spreadsheet can not be uploaded. I will try to narrate this presentation on You tube and show the spreadsheet.

Transcript of The sales person as an entrepreneur and a business man

Page 1: The sales person as an entrepreneur and a business man

L/O/G/O

Anonymous

Nothing happens until a “good sale” takes placeNothing happens until a “good sale” takes place

Page 2: The sales person as an entrepreneur and a business man

Competitive Economy ChallengesCompetitive Economy Challenges

• Exclusive representation is a thing of the past.

• Effects of global economy changes are felt faster and more profoundly

Page 3: The sales person as an entrepreneur and a business man

Competitive Economy ChallengesCompetitive Economy Challenges

• Product supremacy is short lived.

• Short product life cycle – products fall in commodity trap

Page 4: The sales person as an entrepreneur and a business man

Competitive Economy ChallengesCompetitive Economy Challenges

• The sales person is not the only conduit of Information• Competition drives price wars

• Shareholders’ expectations are higher than ever (monthly and even weekly target review).

Page 5: The sales person as an entrepreneur and a business man

Sounds familiar?Sounds familiar?

• Unqualified hires & inherited sales reps

• Extended sales cycles

• Bad forecasts & inflated pipelines

• Unqualified prospects and premature proposals

• Unnecessary discounts!

Page 6: The sales person as an entrepreneur and a business man

1. Performance measures are not set OR not communicated:• Quota (revenue + profit).• Key Sales Objectives (KSO)• Quota attainment review (annual, quarterly, monthly)• Average deal size, LTR and RTR (lead to revenue & revenue to

remittance)• Closing & conversion ratios

2. New sales person ramp-up takes a long time (2 years).

4. Sales managers spend time validating pipeline information

5. Forecasting based on unrealistic optimism or historical figures

Typical Sales Challenges

Page 7: The sales person as an entrepreneur and a business man

Evolution of businessEvolution of business

Early in history Till 1950’s 1960’s 1970’s & later

21st century

Trading

Production

Selling

Marketing

Holistic Sales & Marketing

Page 8: The sales person as an entrepreneur and a business man

Marketing, Sales and FinanceMarketing, Sales and Finance

• Marketing:– Analyze current position and opportunities.– Gain info about the market.– Prepare the ground for customers to buy.

Brand awareness - Demand generation5 P’s

Product, Price, Promotion, Place, packaging

Page 9: The sales person as an entrepreneur and a business man

• Sales:The action of prospecting and qualifying potential opportunities to provide a certain segment of buyers with means to :

• Achieve a goal, • Solve a problem, • Capture a lost opportunity • Satisfy a need.

Using the seller company’s product or service

Marketing, Sales and FinanceMarketing, Sales and Finance

Page 10: The sales person as an entrepreneur and a business man

Marketing, Sales and FinanceMarketing, Sales and Finance

Page 11: The sales person as an entrepreneur and a business man

• Finance:– Managing the time, money and risk

associated with a specific business. – Finance works on the accounting information

to make decisions about the future.– Money not in the bank is not money

Marketing, Sales and FinanceMarketing, Sales and Finance

Page 12: The sales person as an entrepreneur and a business man

The new and improved Sales Person The new and improved Sales Person

Sales

Finance

Service Fulfillment

Marketing

Page 13: The sales person as an entrepreneur and a business man

The Sales WorldThe Sales WorldProspecting

Qualification

Initial meeting

Needs analysis

Product/Service demo

Proposal presentation

Objection handling

Negotiation

Closing

Order processing

Follow up

Page 14: The sales person as an entrepreneur and a business man

Sales Sales

BuyingCompany

Prospecting

Qualification

Initial meeting

Needs analysis

Product/Service demo

Proposal presentation

Objection handling Negotiation

Closing

Order processing

Follow up

ProducingCompany

SellingCompany

ProducingCompany

Materials acquired and coordinated to deliver

an end product that will deliver a greater value

Larger than the sum of parts

Page 15: The sales person as an entrepreneur and a business man

BuyingCompany

Prospecting

Qualification

Initial meeting

Needs analysis

Product/Service demo

Proposal presentation

Objection handling Negotiation

Closing

Order processing

Follow up

ProducingCompany

SellingCompany

ProducingCompany

• Achieve a goal, • Solve a problem, • Capture a lost opportunity • Satisfy a need.

• Feature 1• Feature 2• Feature 3• Feature 4

Value proposition

A bigger PictureA bigger Picture

Page 16: The sales person as an entrepreneur and a business man

Prospecting

Qualification

Initial meeting

Needs analysis

Product/Service demo

Proposal presentation

Objection handling Negotiation

Closing

Order processing

Follow up

SellingCompany

ProducingCompany

• Achieve a goal, • Solve a problem, • Capture a lost opportunity or • Satisfy a need.

• Feature 1• Feature 2

Value proposition

ProducingCompany

• Feature 3

ProducingCompany

• Feature 4

BuyingCompany

A bigger bigger PictureA bigger bigger Picture

Page 17: The sales person as an entrepreneur and a business man

Prospecting

Qualification

Initial meeting

Needs analysis

Product/Service demo

Proposal presentation

Objection handling Negotiation

Closing

Order processing

Follow up

SellingCompany

Brand Owner

Order placement conditionsProduction lead timePayment (advance, LC, Payment BG)Delivery time.Installation & implementation.Credit rules.Fiscal/financial year

Brand Owner Channel model

Channel model

Channel model

Brand Owner

A realistic PictureA realistic Picture

Page 18: The sales person as an entrepreneur and a business man

Prospecting

Qualification

Initial meeting

Needs analysis

Product/Service demo

Proposal presentation

Objection handling Negotiation

Closing

Order processing

Follow up

SellingCompany

Brand Owner

Brand Owner Local distributor

Multiple Value add resellers

Brand Owner

Support / renewal through international

Order placement conditionsProduction lead timePayment (advance, LC, Payment BG)Delivery time.Installation & implementation.Credit rules.Fiscal/financial year

Payment against LC

50% advance & 50% upon delivery

50% adv. , balance after 60 days

A realistic PictureA realistic PictureRegional Master Distributor (new purchase)

Page 19: The sales person as an entrepreneur and a business man

Prospecting

Qualification

Initial meeting

Needs analysis

Product/Service demo

Proposal presentation

Objection handling Negotiation

Closing

Order processing

Follow up

SellingCompany

Brand Owner

Brand Owner Local distributor

Multiple Value add resellers

Regional Master Distributor (new purchase)

Brand Owner

Support / renewal through international

BuyingCompany

• Achieve a goal, • Solve a problem, • Capture a lost opportunity• Satisfy a need.

Different

set of

T’c & C’s

BuyingCompany

A realistic PictureA realistic Picture

Page 20: The sales person as an entrepreneur and a business man

Prospecting

Qualification

Initial meeting

Needs analysis

Product/Service demo

Proposal presentation

Objection handling Negotiation

Closing

Order processing

Follow up

SellingCompany

Brand Owner

Brand Owner Local distributor

Multiple Value add resellers

Regional Master Distributor (new purchase)

Brand Owner

Support / renewal through international

BuyingCompany

Different

set of

T’c & C’s

BuyingCompany

PO

PO

PO

PO

A realistic PictureA realistic Picture

Page 21: The sales person as an entrepreneur and a business man

Prospecting

Qualification

Initial meeting

Needs analysis

Product/Service demo

Proposal presentation

Objection handling Negotiation

Closing

Order processing

Follow up

SellingCompany

Brand Owner

Brand Owner Local distributor

Multiple Value add resellers

Regional Master Distributor (new purchase)

Brand Owner

Support / renewal through international

BuyingCompany

Different

set of

T’c & C’s

BuyingCompany

Invoice

Invoice

Invoice

PO Invoice

A realistic PictureA realistic Picture

Page 22: The sales person as an entrepreneur and a business man

Problem?Problem?

Cash-out before Cash-in

Or

Pay others before you get paid

Page 23: The sales person as an entrepreneur and a business man

Sales Forecasting90% under the waterSales Forecasting

90% under the waterTo determine how much of their product they believe

the market will purchase

• Drive plans for :• Suppliers payment.• Bank guarantees.• Inventory.• Hiring.• Outsourcing.• Marketing. • Manufacturing.

Page 24: The sales person as an entrepreneur and a business man

360 – 24X7 security & safety project for XYZ industrial company360 – 24X7 security & safety project for XYZ industrial company

• Review entry & exit points.• Strengthen existing weak points.• Install access gates.• Detection of intruders.• Intruder prevention by alarms and lights. • Recording of activities.• Generate alerts.• Generate reports (logs).• Allow remote access.

Page 25: The sales person as an entrepreneur and a business man

Main suppliers (construction)Main suppliers (construction)

CON-MAN• Reinforce factory gates’

concrete foundation• Increase walls’ height.• Build a new wall to

increase the perimeter.

Doors “R” us• Replace external

perimeter windows with reinforced glass ones.

• Replace wooden doors by steel ones.

• Replace main gates by GWC 6100 ones.

Page 26: The sales person as an entrepreneur and a business man

Main suppliers (security)Main suppliers (security)

Sense & sensibility• Infrared motion detection• Magnetic proximity for

doors/windows• Glass integrity sensor• Temperature sensor

Sensitive sensors Inc.• Glass Break Detector• Temperature: Analog or

Serial• Infrared Sensor: Self-

Designed • Magnetic sensors: HALL

effect switch

Page 27: The sales person as an entrepreneur and a business man

Main suppliers (electronics)Main suppliers (electronics)

Control System Inc.• Main control processor:

ATMega128• RF link: ZigBee Wireless• Internet: TBD Ethernet

module• Data Storage: SD cards• Alarm Trigger: Standard IO• Programming: C/C++ using

Eclipse • Visual Station: Connected via

Serial

• .

Electric works & beyond• Provide separate feeder

line for security system• Provide AC hot backup• Electrical wiring • Signal wiring • switchboards

Page 28: The sales person as an entrepreneur and a business man

Main suppliers (implementation)Main suppliers (implementation)

1. System level design.

2. Detailed component design.

3. Material order.

4. Construction work.

5. Doors & windows.

6. Sensors’ installation

7. Programming

8. Cameras & Alarms

9. Testing

10.Training

11. Documentation and handover

12.Warranty 1 year

Page 29: The sales person as an entrepreneur and a business man

Payment plan with customerPayment plan with customer

Deliverable1. System level design.

2. Detailed component design.

3. Material order.

4. Construction work.

5. Doors & windows.

6. Sensors’ installation

7. Programming

8. Cameras & Alarms

9. Testing

10. Training• Documentation and handover• Warranty 1 year

Percentage1. 10% Adv.

2. 10% after construction work.

3. 15% after doors and windows installation.

4. 20% after camera & sensor installation

5. 20% after testing and training

6. 15% after handover

7. 10% after warranty and final acceptance

Page 30: The sales person as an entrepreneur and a business man

Payment plan with vendorsPayment plan with vendors

50% Adv., 50% after 4 weeks

60% Adv., 20 upon delivery and 20% upon

installation

Con-Man

Sense &

sensibility

Doors “R” us

100 % Adv. HW 100% Adv., SW

100% upon delivering

license and installation

50% Adv. and 50% upon

completion)

Sensitive

sensors

Inc.

Electric

works &

Beyond

Control

System

Inc.

80% Adv. 20% upon installation

30% Adv., 30% upon delivering cables and materials, 30% upon electrical cables work and 10% upon signal cables work)

Page 31: The sales person as an entrepreneur and a business man

Financial pictureFinancial picture

Cash flowspreadsheet

Page 32: The sales person as an entrepreneur and a business man

Sales

Ecosystem

Sales Human Capital

Internal Processes

Supporting Infrastructure

Marketing & product

Sales mgmt. leadership

Customers’ circumstances

Offerings

Sales Excellence

What is a Sales EcosystemWhat is a Sales Ecosystem

Page 33: The sales person as an entrepreneur and a business man

Sales Ecosystem AssessmentSales Ecosystem Assessment

Sales Human Capital

Internal processes

Supporting infrastructure Admin

Supporting infrastructure Accounting HR

Supporting infrastructure AccountingMarketing & Prduct Management

Customers' segment circumstances

Sales Leadership

Offerings

0

5

10Your company

Initial

Repeated

Defined

Managed

Optimized