销售领导-米勒汉默-Sales-Leadership.Overview.Service.2010.ppt

1、1,Commercial HVAC Service Sales Leadership,Service Sales Understanding the “Functions” over “Conventional Wisdom” Pro-active aggressive M keep competition in check),Examine fair, independent, general competitive sales compensation packages at about ten time the annual salary or draw for goals. Examp

2、le: Base salary 50,000 = breakpoint plan at 500,000-$750,000 in project sales including $250,000 in PMAs with incentives paid monthly or quarterly for above plan performance. Incentive 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. 8-1

3、2% of the gross profit is a common commission when on a lower salary. Salary 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 (annua

4、l “raw” sales dollars).,18,Company Culture,The 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. Th

5、e organization funds, appreciates, 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 Operat

6、ing Income Maintenance Base (annual $) Full PMA, Customized PMA, T&I,Section 3. Sales Training & Coaching,The Service Sales Education “Journey”,23,Service Sales Education Journey,Pre-Class Training Workbook (two weeks in advance) Classroom Training for Sales & Management (3-day/5 day) Post-Class Wor

7、kbook (Action Plan) (10 days) Email & Phone Coaching (Mentoring) On-site Assessments & Management Mentoring (60 day) Service Area Development Plan (Coaching) Additional Education Opportunities 1-2 Day: “Advanced Sales - Strategic Account Management” “Customer Service Excellence” “Dispatch Coordinati

8、on”,24,Regional Classroom Training & Education,Preventive Maintenance Agreement Sales Training, 3 or 5 day class Sales & Activity Management Training, 3 day class for managers, GMs Project & Design-Build Sales Training, 2 or 3 day class, for sales, managers, service and negotiated projects, special

9、projects Advanced Service Sales and Customer Service Excellence, Dispatch-Coordination (All include CD with audio overview),25,Training Descriptions,Service Sales Training Classes: The objective of the Preventive Maintenance Agreement Sales training is to provide education for Sales Reps and their m

10、angers related 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

11、steps and daily 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,The Sales Management training is provided to location managers, general managers, sales managers and servic

12、e managers for 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. The Project Sales training class is provided as education for

13、Project and 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,Marketing preparatio

14、n and territory management Prospecting and setting the appointments Conducting a first meeting or “first call appointment” Surveying, qualifying and pricing the solutions Confirming information with a financial analysis Making unique recommendations - proposals Closing the sale signing of agreements

15、 Performance reviews and customer retention,Section 4. Service Assessment & Evaluation,On-site Service and Strategic Business Plans,29,Assessment & Evaluation,Assess and evaluate information through interviews of key personnel in service Strategic Business Planning meetings with the “end in mind” fo

16、r key areas of service Options for moving forward and training of personnel, the coaching plan determined Goals and objectives determined, prioritized Action plans created with teams (time frame) Tracking and monitoring of actions Adjustments and repeat,30,Sales Management Focus:,“The commercial pre

17、ventive 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 process

18、in our industry! Needs time for development!,31,Importance of “One-on-one” Meetings & Coaching,Discussing the numbers Discussing the prospecting activity and lead generation activity Discussing the strategies for qualifying, negotiating and closing more business Reviewing Weekly Sales Activity as it

19、 relates to the Plan & Objective Reviewing specific accounts to discuss strategic approaches related to the Sales Process,32,Successful Culture, Success Characteristics,Company “First” vs. Commissions Focus “Pipeline” or “Funnel” vs. Quote Log & Backlog Customer Relationship vs. Prospect-Suspect Log

20、 Strategic Account Management & Market Segments Strategic Approach vs. “Numbers Game” Only Measure & Track with Plan, Goals vs. No Tracking “Front-end” Vision, “How will we go to market?” “Miller-Heiman” Funnel Concept Training & Education for Service Sales Management & Follow-up!,33,Service Change

21、Management Process,“Coaching is seeing what others dont see, means changing behavior and encouraging positive change at all levels” Assess and evaluate information Planning with the “end in mind” Options and negotiations Goals and objectives Action plans Tracking,5. NorthBoundary Software & Sales Ma

22、nagement,The Selling System and How to Manage Sales,35,NorthBoundary Software,Maintenance Agreement Pricing Tutorial CD Maintenance Proposal System Tutorial CD Project Pricing and Proposal Generating Training Owning and Operating Cost Analysis Coaching Sales Manager System Implementation Customer In

23、formation Forms Usage Quick Draw for Design Tools NB Website ,36,Service Growth for Managers,Encourage Research, Cold Calls Get Commitment for Phone Time from Sales Schedule Many First Visits and Accompany Reps Know and Help with First Visit and Strategies Survey Financial Info Estimating Strategies

24、 Do they have a “Plan of Action”, Financial Data? When is the confirmation meeting scheduled? When and who related to final proposal and is it unique to the prospect? How will we deliver and manage project/PMA?,37,Sales Process Absolutes,Phone Skills - Setting Appointments Practice and role play sit

25、uations Facilitating The Structured First Visit Facilitate with the sales person, examples Gaining “The Plan of Action” Review the plans of action obtained, schedule Confirm and Verify All Information Encourage confirming skills-negotiating Presenting Proposals Closing the Sale Provide assistance fo

26、r proposal development, closing,38,Service Sales Management,Develop the Marketing Approach Use the Sales Process Manage with Sales Meetings, “One-on-ones” Plan, Track & Measure Sales Managers Core Competencies Knowing how to develop territories and plans Knowing how to set structured “First Calls” M

27、odeling 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,“Begin with the end in mind” Plan to Coach What is the sales persons annual goal and objective? Set up a meeting schedule for weekly sales meetings as a