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INTRODUCTION: Developing Reasonable But Challenging Sales Goals. This Presentation Identifies 10 Sales and Marketing Related Topics We Believe Companies, Both Large and Small, Should Consider.

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Introduction developing reasonable but challenging sales goals
INTRODUCTION:Developing Reasonable But Challenging Sales Goals

This Presentation Identifies 10 Sales and Marketing Related Topics We Believe Companies, Both Large and Small, Should Consider.

As With Most of The Tools We Have Developed The Sales Planning Ideas Identified In This Presentation Are Most Effective When Used in Conjunction With Certain Other Wilson-Oyler Tools. These Tools Are Mentioned as Exhibits.


D eveloping r easonable y et c hallenging s ales g oals

Developing Reasonable Yet Challenging Sales Goals


Know the rules
Know the Rules

  • Rule #1 – Go Long. This Years Sales Goals Should Be Determined By Your Long Term Business Plan

  • Rule #2 – Get Smart/Know Your Market. Sales Goals Should Be Influenced By Market Intelligence (MIQ). See Exhibit ‘A’

  • Rule #3 – Plan To Build Density. Beware of Taking What the Market Gives You, As It May Lead To Organizational Stretch. Target Work In Specific Geographic Regions.


Know the rules1
Know The Rules

  • Rule # 4 – Know The Math. Your Sales Success or Failure will be Rooted in your ‘Calls to Conversions’ Ratio

  • Rule # 5 – Do The Math. Your Balance Sheet And ‘Right Sizedness’ Should Govern Your Growth Objectives (see dilution work sheet form – exhibit ‘B’)

  • Rule #6 – Avoid The Hemorrhage. Many Company’s Lose Over 20% A Year. You Must Become Emotional Intelligent, To Retain Customers in Today Market. You Must Play Offense Not Defense


Know the rules2
Know The Rules

  • Rule #7 – Think ‘Balance’. Many Small Company’s Inadvertently Get ‘Niche’d. Your Plan should Seek To Avoid It.

  • Rule #8 – Stretch. In Order to Achieve Your Plan Objectives Your Team Has To Achieve Their Job Task Objectives. These Objectives Should Move With the Business Plan Objectives. In Order For the Individuals Working With-In The Company Today To Remain Relevant, They will Need To Hone Their Skills and Improve Their Effectiveness.


Know the rules3
Know The Rules

  • Rule #9 – Take These Additional Steps. Three Important Additional Steps We Believe Are Essential To Successful Sales Planning

  • Rule #10 –Revisiting The Plan. As Market Condition, Organizational Conditions and Competitive Conditions Change, Modification/Adjustments To the Plan Will Be Needed In Order to Remain Current With Market Conditions. Wilson-Oyler Recommend That a Review Should be Conducted Every 6 Months


Execute the rules
Execute The Rules

  • Rule #1– Go Long- Build YOUR Business Plan.

    • The Business Plan Establishes Company Goals and Objectives - Sales are the fuel behind the plan. Without sales there is no need for operations nor administration.

    • Long Term Sales Projections – If an organization knows where it will wind up, the organization can calmly plan its operational needs and determine its administrative support requirements. Essentially, building and adhering to YOUR business plan breeds surprised out of the organization and allows Owners and Managers to execute without the many distractions inherent to small business.


Execute the rules1
Execute The Rules

  • Rule #2 – Get Smart/Know Your Market

    • Even the smallest of Contractors can conduct a simple market study using publications and visual ‘drive-a-round’s. The publications most often available are:

      • The Blacks Guide – For Industrial and Flex

      • The Book of Lists – For Professional Office

      • The Apartment Guide – For Multifamily Tenants (non-ownership)

      • The Chamber of Commerce – For All Businesses In All Market Segments.

      • Trade Associations – Of Each Targeted Market Segments

      • Neighborhood Drive-A-Round’s


Execute the rules2
Execute The Rules

  • Rule #2 – Get Smart/Know Your Market – continued

    • Understand Market Segment Drivers (what drives the segment)

    • Understand Market Segment Restrictors (what impedes or restricts the market)

    • Understand Your Targeted Customers Value Chains (what they think of when they wake up in the morning) *See exhibit ‘A’

    • Understand The Market Demand Chain (do not invest in anything the Customer is not willing to pay for, i.e. fancy trucks, fancy cars, fancy offices, fancy nurseries, etc.)

    • Net-Work in All Targeted Market Segments (Listen to What’s Going On In Targeted Markets Business and Personal Lives – Be ‘Hyper Observant’


Execute the rules3
Execute The Rules

  • Rule #2 – Get Smart/Know Your Market – continued

    • Learn Market Segment Drivers (what drives the segment)

      • Retail – Location, Location, Location

      • Apartment/Multifamily Housing – Occupancy Levels & Rates

      • Resort & Hospitality – Tourism & Business Retreats/Conventions

    • Learn Market Segment Restrictors (what impedes or restricts the market)

      • All Segments – Capital

      • Private Developer – Regulatory Compliance

      • Retail – Anchor Tenancies

    • Perform ‘Lessons Learned’ Reviews (all targeted work lost, all targeted work sold, all targeted customer bids rejected)


Execute the rules4
Execute The Rules

  • Rule #3 – Plan To Build Density

    • A Crew Behind Glass Isn’t Mowing Grass

    • A Supervisor Behind Glass is Just Burning Gas

    • The Markets Going To Pay What The Markets Going To Pay

    • Advantages to Density:

      • Increased Revenue Per Crew/Crew Member

      • Increased Revenue Managed Per Supervisor

      • Faster/Quicker Service Recovery Time

      • Improved Face Time – Work Team & Clients

      • Lower Fuel and Vehicle Maintenance Costs


Execute the rules5
Execute The Rules

  • Rule #4 – Know The Math

    • Know YOUR Balance Sheet

      • `A Plan to Aggressively Expand Revenues On A Weak Balance Sheet May Over-Utilize YOUR Balance Sheet and Could Be Dangerous (see W/O balance sheet tool)

      • A Plan For Moderate Growth On A Strong Balance Sheet May Under-Utilize YOUR Balance Sheet (see W/O balance sheet tool)

    • Know The Impact, Right Sized/Wrong Sized

      • Monetize the Organizational Impact of YOUR Sales Plan to Determine Revenue Objectives (see W/O dilution tool)

      • Know When YOU are ‘Right Sized’, Know What Revenues Will make YOU ‘Wrong Sized’.


Execute the rules6
Execute The Rules

  • Rule #5 – Do the Math - The Math You Need To Know To Establish ‘Achievable’ Sales Goals

    • The Numbers of Prospects required to generate the number of Proposals needed to obtain targeted closings based on Sales Closure Rate achieved

    • The Amount of Proposal Revenues required to generate the amount of Revenue based on Sales Closure Rate

    • Anticipated Work Loss/Attrition

    • Average Cost of ‘Customer Acquisition’ - $ and Man Power


Execute the rules7
Execute The Rules

  • Rule #6 – Avoid The Hemorrhage, Reconvert! Nothing Disrupts A Sales Plan Faster Than The Unexpected Loss of Business. Reconversion Starts the Day the Agreement Is Signed

    • Develop a Client Retention Strategy for each Client and each Project – market segment specific, Constituent specific (value chain)

    • Develop a Customer Relationship Management Schedule and Post In appropriate locations (supervisor schedule book, office posting, ect.)

    • Gain ‘Subject Matter Expert’ Status

    • Gain ‘Trusted Advisor’ Status – Communications Trust, Competency Trust, Corporate Trust

    • Be Hyper Vigilant – Protect, Protect, Protect The Customer

    • Constantly Reconfirm YOUR Value To Each Client


Execute the rules8
Execute The Rules

  • Rule #7 – Think ‘Balance’. Like an Investment Portfolio, A Good Sales Plan Stays Balanced.

    • Revenue Per Client Balance – No One Customer Should Exceed 5-7.5% of YOUR Client Portfolio

    • Revenue Per Market Segment Balance – No One Market Segment Should Exceed That Segments % of Market Share (based on market study) In YOUR Portfolio

    • Ownership/Management Time Management Should Be Balanced (sales and operations)


Execute the rules9
Execute The Rules

  • Rule # 8 – ‘Stretch Manage’ or YOUR Sales Planning and The Selling Of Work As Planned, Will Not Be Accomplished

    • Each Person In Management of A Small Company Must Wear Many Hats

    • The Pivotal Duties of Each Hat Worn Must Be Fully Understood (see W/O job descriptions)

    • Specific Time Should Be Calendared For Each Task As Identified in The Job Description (see Pivotal Duties Calendar)

    • Time Management is The Key Imperative To A Small Business Sales Plan


Execute the rules10
Execute The Rules

  • Rule #9 – Additional Key Steps To Building A Successful Sales Plan Are:

    • You Plan Should Determine and Describe How You will Attract New Customers (Note: could be a take away market for years to come)

    • Getting Your Name Out (Branding) Requires a Plan, Describe How you Plan to do This. It is Best if You can Develop YOUR ‘Brand Plan’ by Market Segment

    • You Should Develop a Budget for Collateral materials, Business Cards, etc. It Is Generally a Good Idea to Use Outside Consultants to Assist In Designing Your Collateral Materials


Execute the rules11
Execute The Rules

  • Rule #9 – Additional Key Steps To Building A Successful Business: – continued

    • Once Your Targets are Selected, Your Sales Goals Determined and Your Strategy Defined, You Should Identify the Timelines and Milestones for Achieving The Goals

    • Based on Your Targets and Their value Chains, Your Payment terms Should be Identified


Execute the rules12
Execute The Rules

  • Rule #10 – Revisit The Plan. No One Business Plan Nor the Sales Plan Portion Within, Can Go On Forever Without a Review. Circumstances Change that Require a Periodic Adjusting Of the Plan, Such As:

    • Financial Conditions – Capital Markets, Real Estate Markets, Local Markets, Clients Business’s

    • YOUR Business Will Change – Personnel Issues, Goals of Ownership, Financial Conditions (company, owner, employees), Competition, etc.

    • Ownership Change – Personal Objectives & Goals


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