销售领导_米勒汉默-Sales_Leadership.Overview.Service.2010.

1、1 Service Sales Training Facilitator, Author 6 Training beyond $5-7 MM; $7-10 MM Corporate Service Division or Company above $10-15 MM q“Bundled offerings” help close more preventive maintenance, build strong customer relationships qUse a proven B2B Sales Process! qUse Service Sales Software (NorthB

2、oundary) qStrong Service Understanding the “Functions” over “Conventional Wisdom” Pro-active aggressive M keep competition in check) qExamine fair, independent, general competitive sales compensation packages at about ten time the annual salary or draw for goals. Example: Base salary 50,000 = breakp

3、oint plan at 500,000-$750,000 in project sales including $250,000 in PMAs with incentives paid monthly or quarterly for above plan performance. qIncentive or commissions range from 2-4% of the gross sale or 4-8% of the gross margin when a salary or draw is paid out. 8-12% of the gross profit is a co

4、mmon commission when on a lower salary. qSalary ranges exist from $35k to $65k and are structured for experienced sales people with sales objectives from $500,000 to $1,200,000 in gross sales. Of that, $200- 250,000 would be the objective for preventive maintenance (annual “raw” sales dollars). 18 C

5、ompany Culture qThe company culture that is most conducive to success in selling is one that not only recognizes the importance of sales, but, elevates sales and marketing to a position of area, department or division status and has true sales management and leadership. qThe organization funds, appr

6、eciates, rewards, leads and manages with a focus on marketing and sales. Decisions in delivery and technical expertise incorporate a sales posture. 19 Tracking Service Revenue Direct Costs Indirect Costs Gross Profit Selling Expenses General & Administrative “Net” or Operating Income Maintenance Bas

7、e (annual $) Full PMA, Customized PMA, T&I Section 3. Sales Training & Coaching The Service Sales Education “Journey” 23 Service Sales Education Journey qPre-Class Training Workbook (two weeks in advance) qClassroom Training for Sales & Management (3-day/5 day) qPost-Class Workbook (Action Plan) (10

8、 days) qEmail & Phone Coaching (Mentoring) qOn-site Assessments & Management Mentoring (60 day) qService Area Development Plan (Coaching) qAdditional Education Opportunities 1-2 Day: “Advanced Sales - Strategic Account Management” “Customer Service Excellence” “Dispatch Coordination” 24 Regional Cla

9、ssroom Training & Education qPreventive Maintenance Agreement Sales Training, 3 or 5 day class qSales & Activity Management Training, 3 day class for managers, GMs qProject & Design-Build Sales Training, 2 or 3 day class, for sales, managers, service and negotiated projects, special projects qAdvanc

10、ed Service Sales and Customer Service Excellence, Dispatch-Coordination (All include CD with audio overview) 25 Training Descriptions qService Sales Training Classes: qThe objective of the Preventive Maintenance Agreement Sales training is to provide education for Sales Reps and their mangers relate

11、d to the sales process, marketing approach and activity management necessary to be successful in effectively selling maintenance using a process and NorthBoundary Selling System. The training is facilitated to provide complete role play situations related to the sales process, specific steps and dai

12、ly activity. The class includes a presentation, manual, sales tools, audio overview and could incorporate video role plays for future DVD reference. 26 Training Descriptions contd qThe Sales Management training is provided to location managers, general managers, sales managers and service managers f

13、or sales leadership development. This training session will focus on the management, coaching and mentoring skills that you can apply for success in selling and the practice of facilitating critical one-on-one Sales Meetings. qThe Project Sales training class is provided as education for Project and

14、 Service Sales Reps and Design-Build Sales to encourage the use of a sales process, practice specific steps and learn negotiating as well as estimating skills necessary to be successful in project sales using the NorthBoundary Selling System. 27 Sales Process Overview qMarketing preparation and terr

15、itory management qProspecting and setting the appointments qConducting a first meeting or “first call appointment” qSurveying, qualifying and pricing the solutions qConfirming information with a financial analysis qMaking unique recommendations - proposals qClosing the sale signing of agreements qPe

16、rformance reviews and customer retention Section 4. Service Assessment & Evaluation On-site Service and Strategic Business Plans 29 Assessment & Evaluation qAssess and evaluate information through interviews of key personnel in service qStrategic Business Planning meetings with the “end in mind” for

17、 key areas of service qOptions for moving forward and training of personnel, the coaching plan determined qGoals and objectives determined, prioritized qAction plans created with teams (time frame) qTracking and monitoring of actions qAdjustments and repeat 30 Sales Management Focus: “The commercial

18、 preventive maintenance agreement sales process or selling cycle is a roadmap for successful new business development and building strong business relationships.” “It is meant to be used for existing relationships (the database) or for developing new relationships.” It is the most complex sales proc

19、ess in our industry! Needs time for development! 31 Importance of “One-on- one” Meetings & Coaching qDiscussing the numbers qDiscussing the prospecting activity and lead generation activity qDiscussing the strategies for qualifying, negotiating and closing more business qReviewing Weekly Sales Activ

20、ity as it relates to the Plan & Objective qReviewing specific accounts to discuss strategic approaches related to the Sales Process 32 Successful Culture, Success Characteristics qCompany “First” vs. Commissions Focus q“Pipeline” or “Funnel” vs. Quote Log & Backlog qCustomer Relationship vs. Prospec

21、t-Suspect Log qStrategic Account Management & Market Segments qStrategic Approach vs. “Numbers Game” Only qMeasure & Track with Plan, Goals vs. No Tracking q“Front-end” Vision, “How will we go to market?” q“Miller-Heiman” Funnel Concept qTraining & Education for Service Sales qManagement & Follow-up

22、! 33 Service Change Management Process l“Coaching is seeing what others dont see, means changing behavior and encouraging positive change at all levels” qAssess and evaluate information qPlanning with the “end in mind” qOptions and negotiations qGoals and objectives qAction plans qTracking 5. NorthB

23、oundary Software & Sales Management The Selling System and How to Manage Sales 35 NorthBoundary Software qMaintenance Agreement Pricing Tutorial CD qMaintenance Proposal System Tutorial CD qProject Pricing and Proposal Generating Training qOwning and Operating Cost Analysis Coaching qSales Manager S

24、ystem Implementation qCustomer Information Forms Usage qQuick Draw for Design Tools qNB Website 36 Service Growth for Managers qEncourage Research, Cold Calls qGet Commitment for Phone Time from Sales qSchedule Many First Visits and Accompany Reps qKnow and Help with First Visit and Strategies qSurv

25、ey Financial Info Estimating Strategies qDo they have a “Plan of Action”, Financial Data? qWhen is the confirmation meeting scheduled? qWhen and who related to final proposal and is it unique to the prospect? qHow will we deliver and manage project/PMA? 37 Sales Process Absolutes qPhone Skills - Set

26、ting Appointments Practice and role play situations qFacilitating The Structured First Visit Facilitate with the sales person, examples qGaining “The Plan of Action” Review the plans of action obtained, schedule qConfirm and Verify All Information Encourage confirming skills-negotiating qPresenting

27、Proposals Closing the Sale Provide assistance for proposal development, closing 38 Service Sales Management qDevelop the Marketing Approach qUse the Sales Process qManage with Sales Meetings, “One-on-ones” qPlan, Track & Measure qSales Managers Core Competencies Knowing how to develop territories an

28、d plans Knowing how to set structured “First Calls” Modeling how to facilitate a great “First Call” Meeting to gain a plan of action” Surveying and obtaining information to develop a unique proposal while confirming and verifying 39 Sales Management 101 q“Begin with the end in mind” Plan to Coach qWhat is the sales persons annual goal and objective? qSet up a meeting schedule for weekly sales mee