Measuring Sales Perance Business Mentors.ppt

thekeytounlockingsalesperformance 4stepstoachievingsalesaccountability gettingthebestfromyoursalesteam presentedbyannbuelerco presidentwoodardcleaning restorationservicesapril22 2010 theabilitytomeasureperformance holdasalesteamaccountablestartswith3essentialelements vision theactorpowerofseeing strategy carefulplanormethod theartofdevisingoremployingplansorstratagemstowardagoal goal theendtowardwhicheffortisdirected elementsofagreatgoal specific measurable attainable relevant track able stretching time bound step 1developadefinablevision strategies goalsthen communicate communicate communicate casestudy woodardbusinessexample visionexample destination2020profitablygrowtoplinerevenue pretaxnetincometox x by2020 maximizewoodard s legendaryservice onewoodard initiatives achieveindustry widerecognitionasemployerofchoice achieveoperational salesexcellence ifyoudon tknowwhereyou regoing youmightwindupsomeplaceelse yogiberra step 1developadefinablevision strategies goalsthen communicate communicate communicate 2010salesstrategyexample maximizeadirectsalesforcecrosssellingallservicestoassigned accountbased businessportfoliosorganizedbyindustryverticals targetindividualfocus goalsforeachsalesperson eitherlarge complexnewbusinessdevelopmentfocusornewprogramdevelopmentfocusinadditiontomanagementoftheirbusinessportfolioofaccounts targetsareasforbusinessdevelopment whales 50k lapsedaccts industrytargetedprograms e g hospitals universities seniorcenters contractors nationalaccounts etc buildstrategiesfor sales commercial residentialservice productlinesmarketingoperationscustomerservicei taccountingetc step 1developadefinablevision strategies goalsthen communicate communicate communicate 2010salesgoalexamples increasetoplinerevenue22 growinsuranceprogramsegment incremental 850k establishboard upbusinesstoconvert20fireprojects growcat llsegment incremental 700k establishrugcleaningretailchannel 100k step 2establishasellingstructurethatleadsyoutoyourvision wecreatedanintegratedsalesorganization howwewerestructured twosalesforcesalignedbyserviceoffering cleaning restoration aone to onenetworking relationshipsalesapproach challenges costly confusingaccountcoverage numeroussmalleffortstiedto individual clients lackofcohesive account based saleseffort difficultto own theaccount slowgrowth step 2establishasellingstructurethatleadsyoutoyourvision howwearestructured integrated crosstrainedsalesforce account basedsalesapproach bookofbusinessmanagement industryalignmentwithin13verticals opportunities broader deepersalescoverage identifybiggeropportunities betterindustrypenetration abilityto own theaccount fastergrowth step 2establishasellingstructurethatleadsyoutoyourvision weestablishedaccount industrydesignations 7salesaccountmanagers4commercialaccountdesignations maintenance non maintenance restorationonly prospect13industryverticals propertymanagement realestate education healthcare finance acct ins business personalservices manufacturing distribution architecture engineering legal generalcontractors mechanicalcontractors government religious retail step 2establishasellingstructurethatleadsyoutoyourvision weorganizedaccounts 2086activesalesaccountsmanaged e g statefarm ctmt edwardjones washu etc 3637activesalesaccountcontacts 3352locations manycontactsand orlocationscanexistforasingleaccount 3624salesaccountprospects managedbysalesaccountmanagers 1576houseaccountclients prospects assignedtoastay in touchprogrammanagedbymarketing howwillyoursalesstructureleadyoutoyourvision step 3establishastrong consistentsellingprocesswesetexpectationsforsalespeople thesellingprocessstartswithsettingexpectationsofthesalesaccountmanager skilledinsellingtoadisciplinedsalesmodelabilitytoexecutebottoms up account basedforecastingabilitytodevelopanannualbusinessplan presenttothemanagementteamabilitytodevelopquarterlybusinessplanupdates presenttothemanagementteam step 3establishastrong consistentsellingprocess abilitytodevelopaccountplans forbothindividuallymanagedandteammanagedaccounts forthetop5 10accountsineachbusinessportfolioindustryexpertise subjectmatterexpertiseandresourcetotheteamwherethebusinessportfolioisheavilyweightedinaparticulararea e g propertymanagement education healthcare insurance construction etc step 3establishastrong consistentsellingprocess accountteammanagement organizingandmanagingbothsalesandnon salesfunctionteammembers e g operations customerservice etc toexecutetheaccountplan continuingeducationclasspresentationcapabilityback upprojectmanagementcapability step 3establishastrong consistentsellingprocesswecreateplanswithgoals westarttheyearwithanassignedbookofbusinessorbusinessportfolioforeachsalesaccountmanagerwhichincludesexistingmaintenancecleaningaccounts non maintenancecleaningaccounts restorationaccounts prospects step 3establishastrong consistentsellingprocessweexecutebottoms upforecastingbyaccount step 3establishastrong consistentsellingprocessweexecuteaccountplanning whydoaccountplanning ensuresfocusonkeyaccountsissuccessfulensuresthatwemovetotheplacewewanttobeensureswemaximizeuseofourvaluabletimeensurespersonalsuccessdetermines re affirmsaccountobjectivesassesstoday spositionrelativetoobjectivesanalyzespossiblealternativeposition objectivesselectsthebestposition objectivesestablishesappropriateactionplanimplementationagainsttheplanmeasuressuccess allowsforadjustments step 3establishastrong consistentsellingprocessaccountplanning woodardaccountplanworksheetgeneralaccountinformationfinancials volumetotal volumethroughprograms volumew oconstructionother businessdescription businessstatus growingstagnantdecliningbusinessmix step 3establishastrong consistentsellingprocessaccountplanning woodardaccountplanworksheetbusinessgoals theaccounthascapturedoftheirmarketpotential organizationchart identificationofpersonnel hotbuttons buyingphilosophy industrytrendseffectingaccount step 3establishastrong consistentsellingprocessaccountplanning woodardaccountplanworksheetaccount scompetitors account sdifferentiators s w o tanalysisofaccountw intheirmarketplaceaccount sstrengths account sweaknesses account sopportunities threatstoaccount step 3establishastrong consistentsellingprocessaccountplanning needs problemslistallneeds problemsidentifiedattheaccount includethecostincurrediftheneedisnotmetortheproblemisnotsolved expectationsrequirements expectationsof thevendortheproducts servicesthesalesrepresentativeand orprojectmgr woodardaccountplanworksheet step 3establishastrong consistentsellingprocessaccountplanning decisionprocess keyplayerprofiledefinition outlineofdecisionprocess keyplayerprofilenamepositionprioritiesconcernsmotivatorsperceptions ofcompetition ofwoodard woodardaccountplanworksheet step 3establishastrong consistentsellingprocessaccountplanning assessmentofwoodards positionintheaccountproducts servicesinplace ofaccountsharebyproduct serviceline statusofexistingrelationships woodard sachievementsintheaccount woodard ssetbacksintheaccount accountmanager s projectmanager s companyexecutives officepersonnel step 3establishastrong consistentsellingprocessaccountplanning s w o tanalysisofwoodardwithintheaccountwoodardstrengths woodardweaknesses woodardopportunities threatstowoodard overallperceptionofwoodardintheaccount woodardaccountplanworksheet step 3establishastrong consistentsellingprocessaccountplanning theannualaccountplangoals objectives e g financial relationship product serviceextension competitive etc strategy tactics woodardaccountplanworksheet step 3establishastrong consistentsellingprocessaccountplanning resourcesrequired people partnerships products services programs technology etc outlinetheactionsteps timeline actionresource s completionsteprequireddate1 2 3 etc woodardaccountplanworksheet step 3establishastrong consistentsellingprocessaccountplanpropertymanagementmatrix step 3establishastrong consistentsellingprocessaccountplanpropertymanagementmatrixcontinued step 3establishastrong consistentsellingprocessaccountplanpropertymanagementmatrixcontinued step 3establishastrong consistentsellingprocesswedevelopbusinessplans 2010revenuegoal invoiced ofsalesteamgoal ofcompanygoal ofgoalforecastedasnewbusiness ofgoalforecastedasmaintenance existingbusiness totalnumberofaccounts number percentageofaccountsthatgenerate80 ofbusiness forecastedclosepercentage forecastedlossesanticipated step 3establishastrong consistentsellingprocessbusinessplanning businessplanbookofbusinessvision describethe3 5yearvisionyouhavefordevelopmentofyourbookofbusiness 2010strategy describeyouroverallbusinessstrategyforthecomingyear examplesmayincludegoingafteracertaincompetitor owningaspecificsegment changingyournew existingbusinessmix targetingcertainsizebusinesses leveraginganewprogram etc oranycombinationofanumberofstrategies step 3establishastrong consistentsellingprocessbusinessplanning bookofbusinessbreakdown listallsegmentsinyourbusiness industrysegment forecasted bysegmentq1 q2 q3 q4 keyaccountlist listkeyaccountsbysegment keyaccountsbyindustrysegment forecast ofsegmentq1 q2 q3 q4 acctplan step 3establishastrong consistentsellingprocessbusinessplanning majorinitiativestobeundertakenthisyear outlinethemajorinitiativesthatwillbeapartofyourplanthisyear includewhatmustgowelltosucceed goals andtactics newbusinessdevelopmentrelatedindustrysegmentrelatedmarketingrelatednetworkingrelatedcompetitionrelatedetc step 3establishastrong consistentsellingprocessbusinessplanning associations businessmemberships associationgoalsforparticipationtacticstoachievegoalsmajorchallengesfacingyourbusiness how whenyouwillovercomethesechallenges support resourcesrequired listsupport resourcesyouwillengagetoaccomplishyourplan step 3establishastrong consistentsellingprocessbusinessplanning training professionaldevelopmentplan listseminars readingmaterials self study classes mentoringopportunities etc thatyouplantoutilizefordevelopment includedatesforcompletion expenses listexpendituresanticipatedforthecomingyear listbycategory e g entertainment training collateralmaterialsrequired associationmembershipfees etc step 3establishastrong consistentsellingprocessbusinessplanning keyindicatorstomonitorsuccess beyondthenumbers listallkeyindicatorsyouwillutilizetomonitoryoursuccess examplescaninclude competitivewinsnumberoflossesself developedtocompany providedleadratioreferralratenumberofwoodardservicessoldtoanaccountnumberofnewmaintenanceagreementsnumberofnewrestorationserviceagreementsnumberofnewpreferredproviderprogramsetc step 3establishastrong consistentsellingprocessweexecutequarterlybusinessplanning quarterlybusinessreviewthenumbers 2010goal thisgoalasa ofthecompany scommercialorrestorationgoal currentytd ofgoalytd ofannualgoal previousytd ofpytd step 3establishastrong consistentsellingprocessquarterlybusinessplanning quarterlybusinessreviewthenumbers newbusinessacquiredytd newbusinessasa ofytdgoal amount percentofnewbusinessdevelopedthroughcompanyleads amount percentofnewbusinessself developed maintenancebusinessytd maintenancebusinessasa ofytdgoal step 3establishastrong consistentsellingprocessquarterlybusinessplanning majoraccountslistaccountacctprojectedrevenuestatusplany nas ofgoalofacct123etc totalbusinessoverview whatwentwellinq1 whatdidnotgowellinq1 step 3establishastrong consistentsellingprocessquarterlybusinessplanning planforremainderoftheyeartomakegoal amountofnew additionalbusinessthatneedstobedevelopedbeyondcurrentclientbasetoreach2010goal planfornew additionalbusinessdevelopmentforremainderoftheyear anticipatedlosses possiblelosses worstcasescenario step 3establishastrong consistentsellingprocessquarterlybusinessplanning planforremainderoftheyeartomakegoal contingencyplanforanticipated possiblelossesorworstcasescenario majorchallenges issues obstacles resources supportrequired quarterlybusinessreview planningensuresappropriateadjustmentsintheappropriatetimeframetomaximizesuccess step 3establishastrong consistentsellingprocessweidentifyprospects opportunities co star goldminelocal regionalbusinessinformationsourcesmembership activeinvolvementinassociationsindustryverticalresearch planning e g propertymanagementmatrix weestablishsellingskillexpectations prepareforthesalescall developaquestionarsenalqualify salescallmodel salescallplandesignthesolutiontotheneed problem goalpresentthesolution quoteorproposal knowthedifference step 3establishastrong consistentsellingprocess prepareforthecall research co star clientwebsitegoldmine accountfiles internalresourcese g customerservice projectmanagement operationsmanagement etc preparequestionsfrom thequestionarsenal setobjectives createanagenda step 3establishastrong consistentsellingprocess qualifyingtheopportunity executeagainstthe salescallmodel executeagainstthe salescallplan step 3establishastrong consistentsellingprocess salescallplan step 3establishastrong consistentsellingprocess salescallmodel step 3establishastrong consistentsellingprocess presentthesolution solutionsaretheculminationofathoroughsalesprocesspresentsolutionsinthecontextof meetingneedssolvingproblemsachievinggoalsastrongvaluepropositionataceclevel presentationsdemand preparation practice practice practice step 4holdthesalesteamaccountable accountability 1 subjecttogivinganaccount answerable2 capableofbeingaccountedfor explainablesyn seeresponsible responsible 1 a liabletobecalledontoanswer b 1 liabletocalltoaccountastheprimarycause motiveoragent 2 beingthecauseorexplanation2 a abletoanswerforone sconductandobligationstrustworthy step 4holdthesalesteamaccountable coachtoaccount ability everysalesaccountmanagerisexpectedto andmeasuredon theirabilityto presentanaccount basedforecast byserviceline by10 31presentaccountplansonkeyaccounts onaverage5 10 by12 31presentabusinessplanby1 15 step 4holdthesalesteamaccountable coachtoaccount ability everysalesaccountmanagerisexpectedto andmeasuredon theirabilityto presentquarterlybusinessreviewsagainstplanattheendofeachquarterannuallyoutlineparticipationintheindustriesinwhichtheyhaveacceptedresponsibilityassubjectmatterexpertandresponsibilityforkeepingtheteaminformedof what shappening in their adoptedindustryvertical s e g trends changes challenges successes etc step 4holdthesa