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“The Key to Unlocking Sales Performance”. 4 Steps To Achieving Sales Accountability & Getting the Best From Your Sales Team. Presented by Ann Bueler Co-President Woodard Cleaning & Restoration Services April 22, 2010.

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the key to unlocking sales performance

“The Key to Unlocking Sales Performance”

4 Steps To Achieving Sales Accountability & Getting the Best From Your Sales Team

Presented by Ann Bueler

Co-President

Woodard Cleaning & Restoration Services

April 22, 2010

the ability to measure performance hold a sales team accountable starts with 3 essential elements
The Ability to Measure Performance & Hold a Sales Team Accountable Starts with 3 Essential Elements:
  • Vision: The act or power of seeing…
  • Strategy: Careful plan or method…the art of devising or employing plans or stratagems toward a goal…
  • Goal: The end toward which effort is directed…

Elements of a Great Goal:

Specific, Measurable, Attainable, Relevant,

Track-able, Stretching, & Time-bound

step 1 develop a definable vision strategies goals then communicate communicate communicate
STEP # 1 Develop a Definable Vision, Strategies & Goals Then…Communicate * Communicate * Communicate
  • Case Study: Woodard Business Example

Vision Example: Destination 2020

Profitably grow top line revenue & pretax

net income to x$/x% by 2020. Maximize Woodard’s “Legendary Service,” & “One Woodard” Initiatives. Achieve Industry-wide Recognition as Employer of Choice. Achieve Operational & Sales Excellence.

“If you don’t know where you’re going, you

might wind up someplace else!”

Yogi Berra

step 1 develop a definable vision strategies goals then communicate communicate communicate4
STEP # 1Develop a Definable Vision, Strategies & Goals Then…Communicate * Communicate * Communicate

2010 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 of accounts.

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.

step 1 develop a definable vision strategies goals then communicate communicate communicate5
STEP # 1 Develop a Definable Vision, Strategies & Goals Then…Communicate * Communicate * Communicate

2010 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

slide6
STEP # 2Establish 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

step 2 establish a selling structure that leads you to your vision
STEP # 2Establish A Selling Structure That Leads You To Your Vision!

How We Are Structured:

* Integrated & cross trained sales force

* Account-based sales approach

* Book of Business management

* Industry alignment within 13 verticals

Opportunities:

* Broader/deeper sales coverage

* Identify bigger opportunities

* Better industry penetration

* Ability to “own” the account

* Faster growth

slide8
STEP # 2Establish 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

step 2 establish a selling structure that leads you to your vision we organized accounts
STEP # 2Establish 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)

1576 House Account Clients & Prospects

(assigned to a stay-in-touch program managed by Marketing)

HOW WILL YOUR SALES STRUCTURE

LEAD YOU TO YOUR VISION?

slide10

STEP # 3Establish A Strong & Consistent Selling Process

We 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
slide11

STEP # 3Establish 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, Healthcare, Insurance,
  • Construction, etc.)
slide12

STEP # 3Establish 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
step 3 establish a strong consistent selling process we create plans with goals
STEP # 3Establish A Strong & Consistent Selling Process We Create Plans with Goals

We start the year with an assigned Book of Business Or Business Portfolio for each sales account manager which includes existing Maintenance cleaning accounts;

Non-maintenance cleaning accounts; Restoration accounts

& Prospects

step 3 establish a strong consistent selling process we execute bottoms up forecasting by account
STEP # 3Establish A Strong & Consistent Selling ProcessWe Execute Bottoms-Up Forecasting by Account
step 3 establish a strong consistent selling process we execute account planning
STEP # 3Establish 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 today’s 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
step 3 establish a strong consistent selling process account planning
STEP # 3Establish A Strong & Consistent Selling ProcessAccount Planning

WOODARD ACCOUNT PLAN WORKSHEET

GENERAL ACCOUNT INFORMATION

FINANCIALS:

$ VOLUME TOTAL

$ VOLUME THROUGH PROGRAMS

$ VOLUME W/O CONSTRUCTION

OTHER?

BUSINESS DESCRIPTION:

BUSINESS STATUS:

GROWING STAGNANT DECLINING

BUSINESS MIX:

step 3 establish a strong consistent selling process account planning17
STEP # 3Establish A Strong & Consistent Selling ProcessAccount Planning

WOODARD ACCOUNT PLAN WORKSHEET

BUSINESS GOALS:

% THE ACCOUNT HAS CAPTURED OF

THEIR MARKET POTENTIAL:

ORGANIZATION CHART

& IDENTIFICATION OF PERSONNEL:

HOT BUTTONS:

BUYING PHILOSOPHY:

INDUSTRY TRENDS EFFECTING ACCOUNT:

step 3 establish a strong consistent selling process account planning18
STEP # 3Establish A Strong & Consistent Selling ProcessAccount Planning

WOODARD ACCOUNT PLAN WORKSHEET

ACCOUNT’S COMPETITORS:

ACCOUNT’S DIFFERENTIATORS:

S.W.O.T ANALYSIS OF ACCOUNT W/IN THEIR MARKET PLACE

ACCOUNT’S STRENGTHS:

ACCOUNT’S WEAKNESSES:

ACCOUNT’S OPPORTUNITIES:

THREATS TO ACCOUNT:

step 3 establish a strong consistent selling process account planning19
STEP # 3Establish A Strong & Consistent Selling ProcessAccount Planning

WOODARD ACCOUNT PLAN WORKSHEET

EXPECTATIONS

REQUIREMENTS / EXPECTATIONS OF:

THE VENDOR

THE PRODUCTS & SERVICES

THE SALES REPRESENTATIVE

AND/OR PROJECT MGR.

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)

step 3 establish a strong consistent selling process account planning20
STEP # 3Establish A Strong & Consistent Selling ProcessAccount Planning

WOODARD ACCOUNT PLAN WORKSHEET

DECISION PROCESS / KEY PLAYER PROFILE

DEFINITION / OUTLINE OF DECISION PROCESS:

KEY PLAYER PROFILE

NAME POSITION

PRIORITIES

CONCERNS

MOTIVATORS

PERCEPTIONS (OF COMPETITION / OF WOODARD)

step 3 establish a strong consistent selling process account planning21
STEP # 3Establish 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:

ACCOUNT MANAGER(S):

PROJECT MANAGER(S):

COMPANY EXECUTIVES:

OFFICE PERSONNEL:

WOODARD’S

ACHIEVEMENTS IN

THE ACCOUNT:

WOODARD’S SET BACKS

IN THE ACCOUNT:

step 3 establish a strong consistent selling process account planning22
STEP # 3Establish A Strong & Consistent Selling ProcessAccount Planning

WOODARD ACCOUNT PLAN WORKSHEET

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:

step 3 establish a strong consistent selling process account planning23
STEP # 3Establish A Strong & Consistent Selling ProcessAccount Planning

WOODARD ACCOUNT PLAN WORKSHEET

THE ANNUAL ACCOUNT PLAN

GOALS / OBJECTIVES:

(e.g., FINANCIAL, RELATIONSHIP, PRODUCT/SERVICE EXTENSION, COMPETITIVE, ETC.)

STRATEGY:

TACTICS:

step 3 establish a strong consistent selling process account planning24
STEP # 3Establish A Strong & Consistent Selling ProcessAccount Planning

WOODARD ACCOUNT PLAN WORKSHEET

RESOURCES REQUIRED:

(PEOPLE, PARTNERSHIPS, PRODUCTS, SERVICES, PROGRAMS, TECHNOLOGY, ETC. )

 OUTLINE THE ACTION STEPS & TIMELINE:

ACTION RESOURCE(S) COMPLETION

STEP REQUIRED DATE

1.

2.

3.

Etc.

step 3 establish a strong consistent selling process account plan property management matrix
STEP # 3Establish A Strong & Consistent Selling ProcessAccount Plan Property Management Matrix
slide26
STEP # 3Establish A Strong & Consistent Selling ProcessAccount Plan Property Management MatrixContinued
slide27
STEP # 3Establish A Strong & Consistent Selling ProcessAccount Plan Property Management MatrixContinued
step 3 establish a strong consistent selling process we develop business plans
STEP # 3Establish 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: $ - %

step 3 establish a strong consistent selling process business planning
STEP # 3Establish A Strong & Consistent Selling ProcessBusiness Planning

BUSINESS PLAN

Book of Business Vision

(Describe the 3-5 year vision you have for development 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)

step 3 establish a strong consistent selling process business planning30
STEP # 3Establish A Strong & Consistent Selling ProcessBusiness 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

step 3 establish a strong consistent selling process business planning31
STEP # 3Establish A Strong & Consistent Selling ProcessBusiness 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 Related

Networking Related

Competition Related

Etc.

step 3 establish a strong consistent selling process business planning32
STEP # 3Establish A Strong & Consistent Selling ProcessBusiness 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)

step 3 establish a strong consistent selling process business planning33
STEP # 3Establish A Strong & Consistent Selling ProcessBusiness Planning

Training/Professional Development Plan:

(List seminars, reading materials, self-study, classes, mentoring opportunities, etc. that you plan to 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.)

step 3 establish a strong consistent selling process business planning34
STEP # 3Establish A Strong & Consistent Selling ProcessBusiness Planning

Key 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 account

Number of new maintenance agreements

Number of new restoration service agreements

Number of new preferred provider programs

Etc.

step 3 establish a strong consistent selling process we execute quarterly business planning
STEP # 3Establish A Strong & Consistent Selling ProcessWe Execute Quarterly Business Planning

QUARTERLY BUSINESS REVIEW

THE NUMBERS:

2010 GOAL:

THIS GOAL AS A % OF THE COMPANY’S

COMMERCIAL OR RESTORATION GOAL:

CURRENT YTD:

% of GOAL YTD:

% of ANNUAL GOAL:

PREVIOUS YTD:

% OF PYTD:

step 3 establish a strong consistent selling process quarterly business planning
STEP # 3Establish A Strong & Consistent Selling ProcessQuarterly 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:

step 3 establish a strong consistent selling process quarterly business planning37
STEP # 3Establish A Strong & Consistent Selling ProcessQuarterly Business Planning

MAJOR ACCOUNTS LIST

Account Acct Projected Revenue Status

Plan Y/N as % of Goal of Acct

1

2

3

etc……

Total

BUSINESS OVERVIEW:

What Went Well in Q1?

What Did Not Go Well in Q1?

step 3 establish a strong consistent selling process quarterly business planning38
STEP # 3Establish A Strong & Consistent Selling ProcessQuarterly 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:

step 3 establish a strong consistent selling process quarterly business planning39
STEP # 3Establish A Strong & Consistent Selling ProcessQuarterly Business Planning

PLAN FOR REMAINDER OF THE YEAR

TO MAKE GOAL:

Contingency Plan for Anticipated / Possible

Losses 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!

step 3 establish a strong consistent selling process we identify prospects opportunities
STEP # 3Establish A Strong & Consistent Selling ProcessWe 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
step 3 establish a strong consistent selling process
STEP # 3Establish A Strong & Consistent Selling Process
  • Prepare for the Call:
  • Research: Co-Star; Client Website
  • Goldmine; Account Files; Internal
  • Resources e.g. Customer Service,
  • Project Management, Operations
  • Management, etc.
  • Prepare Questions from “The
  • Question Arsenal”; Set Objectives;
  • Create an Agenda
step 3 establish a strong consistent selling process42
STEP # 3Establish A Strong & Consistent Selling Process
  • Qualifying The Opportunity:
  • Execute Against the “Sales Call Model”
  • Execute Against the “Sales Call Plan”
step 3 establish a strong consistent selling process45
STEP # 3Establish A Strong & Consistent Selling Process

Present the Solution:

  • Solutions are the culmination of a thorough sales process
  • Present Solutions in the context of:
  • Meeting Needs
  • Solving Problems
  • Achieving Goals
  • A Strong Value Proposition
  • At a CEC Level
  • Presentations Demand:
  • Preparation &
  • Practice…Practice…Practice
step 4 hold the sales team accountable
STEP # 4Hold the Sales Team Accountable

Accountability: 1. subject to giving an account: ANSWERABLE 2: capable of being accounted for: EXPLAINABLE syn. see Responsible.

Responsible: 1. a.: liable to be called on to answer; b (1): liable to call to account as the primary cause, motive or agent (2): being the cause or explanation 2. a: able to answer for one’s conduct and obligations TRUSTWORTHY

step 4 hold the sales team accountable47
STEP # 4Hold 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
step 4 hold the sales team accountable48
STEP # 4Hold 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 at
  • the 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 “what’s happening” in “their”
  • adopted industry vertical(s) (e.g., trends, changes,
  • challenges, successes, etc.)
step 4 hold the sales team accountable49
STEP # 4Hold the Sales Team Accountable

Coach to Account-ability

  • 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!
step 4 hold the sales team accountable50
STEP # 4Hold the Sales Team Accountable

Coach to Account-ability

  • Measure the Following:
  • The numbers, by service line, against goal
  • and 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
the key to unlocking sales performance51
“The Key to Unlocking Sales Performance”

Where 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

the key to unlocking sales performance52
“The Key to Unlocking Sales Performance”

Now Let’s Take Some Action:

List At Least One Thing You Will Commit To Doing To Move Your Organization to a Higher Level As a Result of Your Time Investment in This Session:

___________________________________

___________________________________

___________________________________

the key to unlocking sales performance53
“The Key to Unlocking Sales Performance”

In Conclusion…

With a client-focused organization that is committed to planning; the execution of a well-defined market approach & 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 going…how we are going to get there…what’s working, what isn’t, and what needs to change to….

the key to unlocking sales performance54
“The Key to Unlocking Sales Performance”

…REACH OUR GOALS

AND ACHIEVE OUR VISION!!

Thank You!!

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