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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:
j Vision: The act or power of seeing« j Strategy: Careful plan or method«the art of devising
or employing plans or stratagems toward a goal« j 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
j 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 ³Legendary Service,´ & ³One Woodard´ Initiatives. Achieve Industry-wide Recognition as Employer of Choice. Achieve Operational & Sales Excellence. ³If you don¶t know where you¶re going, you might wind up someplace else!´
STEP # 1 Develop 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 * 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
STEP # 2 Establish A Selling Structure That Leads You To Your Vision! We Created an Integrated Sales Organization How We Were Structured: Challenges: * Costly & confusing account coverage * Two sales forces aligned by service * Numerous small efforts tied to offering: Cleaning & ³individual´ clients Restoration * Lack of cohesive ³accountbased´ sales effort * A one-to-one networking & * Difficult to ³own´ the account relationship sales * Slow growth approach .
STEP # 2 Establish 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 ³own´ the account * Faster growth .
Architecture/Engineering. Retail . Government.. Healthcare. Religious. Restoration Only. Education. Manufacturing/Distribution. Mechanical Contractors. Finance/Acct/Ins. Prospect 13 Industry Verticals: Property Management/Real Estate. Business/Personal Services.STEP # 2 Establish A Selling Structure That Leads You To Your Vision! We Established Account & Industry Designations 7 Sales Account Managers 4 Commercial Account Designations: Maintenance. General Contractors. Legal. Non-Maintenance.
.. Edward Jones. CTMT.STEP # 2 Establish A Selling Structure That Leads You To Your Vision! We Organized Accounts 2086 Active Sales Accounts Managed (e.) 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? .g. State Farm. etc. Wash U.
STEP # 3 Establish 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 .
Education. Construction.. etc. Insurance. Healthcare.STEP # 3 Establish A Strong & Consistent Selling Process Ability to Develop Account Plans.g. (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. Property Management.) .
g. etc. operations.STEP # 3 Establish A Strong & Consistent Selling Process Account Team Management (organizing and managing both sales and non-sales function team members. to execute the account plan) Continuing Education Class Presentation Capability Back-up Project Management Capability . e. customer service..
Restoration accounts & Prospects . Non-maintenance cleaning accounts.STEP # 3 Establish 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.
00 686.00 1.83 550.00 0.00 0.Maintenance Cust .00 0.00 0.779.00 0.00 1. Joseph's Hospital US Bank Westin St.180.00 11.00 0.739.567.00 3.70 0.00 0.403.690.Maintenance Cust .62 3.000.00 1.00 0.46 78.00 2.899.41 0.00 0.00 16.00 0.00 3.00 1.690.00 0. Morrison & Hecker Tech Electronics AT & T Commerce Bank Commerce Bank Congregation B'Nai Amoona Travis & Nolen.00 36.00 4.00 0.00 3.00 500.00 0.00 0.00 0.00 1.078.00 0.00 0.Non-Main Prospect Prospect Cust .091.838.00 2.Maintenance Cust .00 15.00 2.232.48 80.00 1.048. Louis County Library State Farm Insurance State Farm Insurance Armstrong Teasdale.00 0.00 13.32 2. LLP Duke Realty Duke Realty Duke Realty Edward Jones Company North Edward Jones Company South Farmers Insurance Group GHP Spencer.750.220.00 1.00 1.500.000.00 0.00 740.00 0.00 0.72 0.Non-Main Cust .00 0.10 0.00 3.610.00 0.500.000.Maintenance Cust .00 0.00 0.Maintenance Cust .227.00 0.00 1.00 0.Maintenance Cust .00 0.000.110.00 0.008.650.00 2008 2008 Cleaning Restoration Revenue Revenue 0.110.00 0.00 5.082.00 1.24 0.00 0.Maintenance Cust .226.00 1.38 0.88 3.00 0.00 2.055.00 0.00 16.00 0.00 335.76 0.00 0.00 0.00 0.00 1.351.424.00 2.Maintenance Cust .00 79.56 535.800.374.00 0.00 0.00 0.00 5.00 0.536.00 0.120.00 1.369.STEP # 3 Establish A Strong & Consistent Selling Process We Execute Bottoms-Up Forecasting by Account Account American Family Insurance American Family Insurance Bene-Kelly Insurance Guide One Insurance St.00 7.00 0.00 0. Poetz Rep JB JB JB JB JB JB JB JB JB KR KR KR KR KR KR KR KR KR KR KR LH LH LH LH LH MD MD MD MD MD MD MD MD MMW MMW MMW MMW MMW MMW MMW MMW MMW MMW RH RH RH RH RH RH RH RH RH RH Industry Insurance Insurance Insurance Insurance Govt/Civic/Community Govt/Civic/Community Govt/Civic/Community Insurance Insurance Legal Services Property Services Property Services Property Services Financial Services Financial Services Insurance Financial Services Legal Services Legal Services Whole/Man/Dist Bus/Pers Services Financial Services Financial Services Religious Health Services Health Services Property Services Property Services Property Services Property Services Bus/Pers Services Property Services Insurance Insurance Insurance Bus/Pers Services Bus/Pers Services Property Services Contractor Contractor Health Services Financial Services Hotel/Rest/Retail Education Engineers/Architects Plumber/Sprinkler Education Education Bus/Pers Services Plumber/Sprinkler Govt/Civic/Community Property Services Property Services Contact Type Cust .86 37.00 0.Maintenance Cust .00 2.00 0.00 0.00 0.40 0.00 0.00 0.972.00 0.00 19.00 2.Non-Main Cust .00 0.78 4.00 0.00 0.00 0.200.00 0.00 16.00 1.20 0.00 0.404.00 2.000.00 512.00 4.56 295.048.00 235.00 0.00 0.00 0.00 0.00 1.00 1. Louis County Library St.200.00 0.Non-Main Cust .60 0.00 0.00 0.49 0.Non-Main Cust .15 0.564.771.000.97 0.00 5.04 0.38 0.Maintenance Cust .00 0.00 0.00 0.31 3.00 0.00 0.00 3.00 0.00 0.00 0.00 0.00 0.374.080.Non-Main Prospect Prospect Cust .00 0.00 0.00 0.00 2.692.180.00 0.00 224.00 0.00 11.75 0.88 0. Skibinski Andy Barnes Robert Smith Ron Markel Melodee Griffin Jim Fernandez Rachel Hirth Tim Meehan Bob Weber Justin Heath Dale Huff Jim Wachter Chad Barton John R.Maintenance Cust .00 0.00 0.00 0.254.00 16.00 1.40 6.291.00 5.00 0.00 0.00 1.00 3.73 0.226.00 0.031.966.507.00 434.83 0.917.45 14.00 2.00 0.58 1.81 0.00 15.00 0.00 0.00 0.Maintenance Prospect Cust .322.651.45 0.00 0.50 661.884.61 0.802.794.00 0.369.796.54 3.00 66.226.28 723.15 0.00 0.00 0. Wachter Plumbing Company St.00 0.75 0.00 370.00 0.872.00 512.Non-Main Cust .468.00 0.00 0.00 3.00 0.00 0.00 0.59 0.00 0.00 0.00 0.10 0.00 0.00 0. PC BJC Behavioral Health Services Colliers Turley Martin Tucker Colliers Turley Martin Tucker Colliers Turley Martin Tucker Colliers Turley Martin Tucker Metropolitan St. Britt & Browne.18 885.552.00 0.200.499.40 0.55 0.85 4.00 14.00 0.220.00 0.00 0.00 0.00 700.00 0.00 1.54 2.63 0. Louis Public Library Voss Properties Voss Properties Contact Dan Fowler Carl Wicker Ellen Forrester Jana Anderson Gerry Burrow Gerry Burrow Gerry Burrow Bette Handy Hugh Bissell Carolyn Smith Deborah Patterson Deborah Patterson Deborah Patterson Angie Hobbs Angie Hobbs Jeff Johnson Ron Prebianca Teresa Hutton Diane Feltz Ed Bachman Fred Shelton Sue Franey Robert Henson Michael Samis Nancy Brown Linda Elliott Julie Fowler Julie Fowler Julie Fowler Julie Fowler Gary Holland Tom Reina Johna Suchanek Paul Mottet Paul Mottet Jean Lammert Joan Ebrecht Larry Hunkins Clint N.87 1.Non-Main Cust .30 4.00 0.00 0.56 535.00 2.00 0.114.00 11.333.790.00 0.138.00 0.Maintenance Prospect Prospect Cust .856.000.30 0.00 0.00 0. Poetz John R.00 0.59 1.Maintenance Cust .00 0.00 10.894.32 2.82 36.00 0.00 0.00 0.00 0.00 0.58 124.00 0.796.00 1.511.00 0.059.220.54 2008 2008 2008 Pending C leaning R estoration C leaning Forecast Forecast 0.706.00 0.00 3.794.54 3.00 2.00 2.00 0.00 3. Louis Sewer District Smith Management Group The Travelers Companies.00 0.366.00 2.Maintenance Cust .599.032.00 0.057.00 1.00 2.00 0.872.49 1.00 0.00 2.00 0.670.00 0.00 1.220.Non-Main Cust .Maintenance Cust .00 0.00 0.097.05 0.00 1.00 Program 0.Non-Main Cust .395.500.00 200.00 0.00 0.38 0.899.526.12 0.00 0.00 2.Non-Main Prospect Prospect Cust .110.80 700.00 0.00 0.00 1.081.00 597.00 0.Maintenance Cust .254.00 0.00 0.00 0.800.00 0.50 651.021.00 0.00 0.00 0.00 0.330.31 1.33 2.Non-Main Cust .244.00 0.00 0.20 0.00 0.668.00 0.64 0.43 1.Non-Main Cust .00 0.Maintenance Cust .47 0.00 2.00 0.Non-Main Cust .892.00 2.00 0.73 0. LLP Stinson.200.00 0.Maintenance Cust .00 0.21 700.00 1.28 468.20 14.20 0.00 2.00 2.58 2.00 0.500.146.507.00 699.00 0.58 28.04 3.00 0.699.00 1.00 0.Maintenance Cust .20 0.00 19.Maintenance Cust .00 0.00 0.00 454.779.00 1.00 0.87 0.56 535.00 0.06 0.00 0.00 2.00 7.254.00 0.00 0.679.00 0.00 0.479.28 0.00 224.725.326.00 0.682.84 139. AAA AAA Ameren UE Enterprise Rent-A-Car Jones Lang LaSalle McBride and Sons Building Paric Corporation St.448.00 1.Richmond Heights SD Nutriformance R.00 0.00 0. Louis Chaminade College Prep Innoventor Jarrell Mechanical Contractors Jefferson City Public Schools Maplewood .000.00 0.00 83.00 17.00 0. Louis County Library St.00 1.J.08 0.00 524.00 625.95 700.00 3.00 0.00 1.00 164. Fane.00 0.00 4.00 0.00 0.658.00 0.00 1.00 3.00 0.00 0.Non-Main Prospect Cust .58 0.00 0.202.98 0.00 0.00 0.00 0.369.00 0. Inc.00 2.Maintenance Cust .Maintenance Cust .43 1.00 0.553.Maintenance Cust .229.00 0.000.00 0.650.34 0.00 533.64 19.734.00 0.254.00 .32 0.00 3.694.00 0.00 0.00 0.36 1.00 127.Non-Main Prospect Cust .00 2.54 0.643.00 1.00 0.73 2.202.Non-Main Cust .00 0.88 1.208.00 137.Maintenance 2007 2007 Cleaning Restoration Revenue Revenue 0.00 0.400.00 1.706.00 0.00 0.00 1.695.00 0.00 0.
STEP # 3 Establish A Strong & Consistent Selling Process We 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 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 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: .
W.STEP # 3 Establish A Strong & Consistent Selling Process Account Planning WOODARD ACCOUNT PLAN WORKSHEET ACCOUNT¶S COMPETITORS: ACCOUNT¶S DIFFERENTIATORS: S.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 Planning WOODARD ACCOUNT PLAN WORKSHEET 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) EXPECTATIONS REQUIREMENTS / EXPECTATIONS OF: THE VENDOR THE PRODUCTS & SERVICES THE SALES REPRESENTATIVE AND/OR PROJECT MGR.
STEP # 3 Establish A Strong & Consistent Selling Process Account 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 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: .
O.T ANALYSIS OF WOODARD WITHIN THE ACCOUNT WOODARD STRENGTHS: WOODARD WEAKNESSES: WOODARD OPPORTUNITIES: THREATS TO WOODARD: OVERALL PERCEPTION OF WOODARD IN THE ACCOUNT: .W.STEP # 3 Establish A Strong & Consistent Selling Process Account Planning WOODARD ACCOUNT PLAN WORKSHEET S.
RELATIONSHIP. ETC. COMPETITIVE.STEP # 3 Establish A Strong & Consistent Selling Process Account Planning WOODARD ACCOUNT PLAN WORKSHEET THE ANNUAL ACCOUNT PLAN GOALS / OBJECTIVES: (e.) STRATEGY: TACTICS: ..g. FINANCIAL. PRODUCT/SERVICE EXTENSION.
PROGRAMS. Etc. PRODUCTS. 3. ) OUTLINE THE ACTION STEPS & TIMELINE: ACTION STEP 1. 2. ETC.STEP # 3 Establish A Strong & Consistent Selling Process Account Planning WOODARD ACCOUNT PLAN WORKSHEET RESOURCES REQUIRED: (PEOPLE. PARTNERSHIPS. RESOURCE(S) REQUIRED COMPLETION DATE . SERVICES. TECHNOLOGY.
Lindbergh 8820 Ladue 5406-5458 S. 2006 Account Manager: Mary Daniels Company: Grubb & Ellis Property Mgr Ph/F/Email Carlye Hoese Jennifer Smith Jennifer Smith Jennifer Smith 314-621-8676 (phone) 314-677-6724 314-677-6724 314-727-2004 Building 1010 Market 211 N. Medical Schnucks Lease Term 10 yrs. 3000 . Accenture Govt. Hedicorp Contracting 5 years 9800.STEP # 3 Establish A Strong & Consistent Selling Process Account Plan Property Management Matrix PROPERTY MANAGEMENT MATRIX Date: September. 10 yrs unknown 5 . 36000 29750 169000 exp 12/08 29750 exp 12/08 36600 exp 12/08 95000 exp 12/08 Patrick Miller Patrick Miller Patrick Miller Patrick Miller Patrick Miller Patrick Miller Paul Hoette/Dan Eggleston Paul Hoette/Dan Eggleston Paul Hoette/Dan Eggleston Paul Hoette/Dan Eggleston 314-677-6723 314-677-6723 314-677-6723 314-677-6723 314-677-6723 314-677-6723 10795 Watson 12200 Weber Hill 12250 Weber Hill 3401 Rider Trail 3701 S Lindbergh Sunset Office Park 1023 Executive Pkwy 10765 Indian Head B Office A Office A Office Industrial B Office B Office Bakewell Fortune Earth Company 3401 Rider Trail 3701 S Bakewell Lindbergh 10825 Watson Bakewell Road Vorhoff Duenke 1023 Executive Pkwy 10765 Indian Head 10795 Watson 12200 Weber Hill 12250 Weber Hill 38487 n/a 44827 n/a 67393 n/a 60362 n/a 26000 n/a 17700 n/a Swank Motion Pictures ADP Liberty Mutual ADT Security Southwest Bank various business services 5 years owned 15 years 10 years 10 years varies varies 38500 45000 19000 23000 18000 314-439-5444 C Office 19360 n/a SPRINT various business services Lutheran Hour Ministries XTRA Corp. Lindbergh Sq. Contract Term Tenant(s) Brown & James. Ft. Krupp & Myers LLC 15 years 12800 David Biales 314-719-2000 165-189 Chesterfield Business Pkwy A Flex Grubb & Ellis 165-189 Chesterfield Business Pkwy 12800 n/a Tada Hair Salon.6 years 20 years varies 50000 Tenant Sq Ft 51000. Lindbergh 8820 Ladue Southfield Ctr Bldg Type Build Ow ner BKG A Office Ventures B Office Office Retail Bakewell Bakewell Bakewell Chicago Deferred Exchange Corp ADP Address 1010 Market 211 N. Doe Run ASNI Inc 10 years 15000 314-439-5444 Flex Nancy Lurie 40000 n/a varies varies 314-909-7575 660-670 Mason Ridge Center Dr A Office Lutheran Hour 660-670 Mason Ministries Ridge Center Dr Alliance Equity Park Elm Point Investment 1801 Park 270 Drive 3741 Mueller Rd 153000 12/08 owned 10 years. 21000 28280 Shirley Rieser 314-677-6723 3741 Mueller Rd C Flex David Biales 314-719-2000 101-140 Chesterfield Business Pkwy B Flex Chesterfield Chamber 101-140 Chesterfield Business 12300 n/a Chesterfield Chamber 10 years 123000 David Biales 314-719-2000 133-157 Chesterfield Business Pkwy B Flex Grubb & Ellis 133-157 Chesterfield Business Pkwy 12800 n/a Basso. 7 years 10 years 83000 314-439-5444 Park 270 II A Office 154289 12/08 28280 n/a 53000.
$3400 ABM Clean Tech unknown unknown Bell Electrical Contractors Milford Plumbing MD ABM unknown ABM unknown Centimark Roofing MD ABM unknown ABM unknown Centimark Roofing MD ABM unknown ABM unknown Centimark Roofing .STEP # 3 Establish A Strong & Consistent Selling Process Account Plan Property Management Matrix Continued Acct Rep Carpet Cleaning Firm Restoration Firm MD MD MD MD Woodard Woodard Woodard n/a Woodard Woodard Woodard Woodard Services Provided Maintenance Firm Maintenance carpet $6k.no addl info available Woodard unknown Common area carpet.no addl info available Woodard fire & water restoration unknown Bell Electrical Contractors MD Woodard fire & water restoration unknown Bell Electrical Contractors MD Clean Tech Servicemaster fire & water restoration Clean Tech unknown Bell Electrical Contractors MD MD Woodard We cleaned in '04 . need to verify Janitron Servicemaster MD ABM We cleaned in '04 . water '03 MMMM common area carpet BG Service $350/year. need to verify Servicemaster Janitron Servicemaster fire & water restoration fire & water restoration fire & water restoration fire & water restoration fire & water restoration fire & water restoration Janitron Janitron Janitron Janitron Janitron Janitron BG Service Solutions BG Service Solutions unknown unknown unknown unknown unknown unknown Climate Masters Climate Masters Climate Masters Climate Masters Climate Masters Climate Masters Janitron Servicemaster We cleaned in '05-no addl info Servicemaster canceled w/us . BG Service restoration Solutions fire & water restoration in house Architect/Designer Other Service Provider(s) unknown unknown unknown unknown Whelan Security Murphy Mechanical Murphy Mechanical Murphy Mechanical MD MD MD MD MD MD canceled w/us .may be sold.may be Servicemaster sold. restoration Solutions common area carpet.
call said this is Gundaker Commercial more research must be done Roofing Carpet/Restora tion Roofing Carpet/Restora tion Roofing Carpet/Restora tion . call said this is Gundaker Commercial more research must be done Co-star.STEP # 3 Establish A Strong & Consistent Selling Process Account Plan Property Management Matrix Continued Services Provided Security electrical electrical electrical Opportunities Priority Tenant carpet Tenant carpet Tenant carpet no add'l Notes Bids carpet yearly HVAC HVAC HVAC HVAC HVAC HVAC Carpet/Restora tion Carpet/Restora tion Carpet/Restora tion Carpet/Restora tion Carpet/Restora tion Carpet/Restora tion electrical Carpet electrical Carpet Carpet/Restora tion electrical electrical plumbers Tenant carpet Carpet/Restora tion Co-star. call said this is Gundaker Commercial more research must be done Co-star.
STEP # 3 Establish A Strong & Consistent Selling Process We 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: $ % % % % # # .% % $-% .
or any combination of a number of strategies) . leveraging a new program. targeting certain size businesses. changing your new/existing business mix. etc.STEP # 3 Establish A Strong & Consistent Selling Process Business 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.
STEP # 3 Establish A Strong & Consistent Selling Process Business 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 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 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 Planning Training/Professional Development Plan: (List seminars. entertainment. collateral materials required.. etc. association membership fees. training.) . reading materials. mentoring opportunities. classes. self-study. that you plan to utilize for development ± include dates for completion) Expenses: (List expenditures anticipated for the coming yearlist by category ± e.g. etc.
STEP # 3 Establish A Strong & Consistent Selling Process Business 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 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 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 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 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 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! .
g.STEP # 3 Establish A Strong & Consistent Selling Process We Identify Prospects & Opportunities Co-Star / Goldmine Local / Regional Business Information Sources Membership /Active Involvement in Associations Industry Vertical Research & Planning (e. Know the Difference Prepare . Property Management Matrix) We Establish Selling Skill Expectations 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.
etc. Customer Service. Create an Agenda . Internal Resources e. Client Website Goldmine. Account Files.STEP # 3 Establish A Strong & Consistent Selling Process Prepare for the Call: Research: Co-Star. Project Management. Set Objectives.g. Operations Management. Prepare Questions from ³The Question Arsenal´.
STEP # 3 Establish A Strong & Consistent Selling Process Qualifying The Opportunity: Execute Against the ³Sales Call Model´ Execute Against the ³Sales Call Plan´ .
STEP # 3 Establish A Strong & Consistent Selling Process Sales Call Plan .
STEP # 3 Establish A Strong & Consistent Selling Process Sales Call Model .
STEP # 3 Establish A Strong & Consistent Selling Process Present the Solution: Solutions are the culmination of a thorough sales process Present Solutions in the context of: Presentations Demand: Meeting Needs Preparation & Solving Problems Practice«Practice«Practice Achieving Goals A Strong Value Proposition At a CEC Level .
a: able to answer for one¶s conduct and obligations TRUSTWORTHY . motive or agent (2): being the cause or explanation 2.: liable to be called on to answer. a. b (1): liable to call to account as the primary cause. subject to giving an account: ANSWERABLE 2: capable of being accounted for: EXPLAINABLE syn. see Responsible. Responsible: 1.STEP # 4 Hold the Sales Team Accountable Accountability: 1.
by 10/31 Present Account Plans on key accounts (on average 5 ± 10) by 12/31 Present a Business Plan by 1/15 . by service line. their ability to: Present an Account-based Forecast.STEP # 4 Hold the Sales Team Accountable Coach to Account-ability Every sales account manager is expected to. and measured on.
successes. 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 ³what¶s happening´ in ³their´ adopted industry vertical(s) (e. challenges. and measured on. changes.) ..STEP # 4 Hold the Sales Team Accountable Coach to Account-ability Every sales account manager is expected to. etc. trends.g.
maintain existing account relationships. execute a strong sales call/cycle. network well. build a sales strategy. maintain numerous relationships at multiple levels across an account. 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! . be active in a variety of associations and member organizations.STEP # 4 Hold the Sales Team Accountable Coach to Account-ability Present 1-3 CEC courses by 12/31 The Sales Rep must identify new sales opportunities.
against goal and previous year Proposals generated / Close percentage Maintenance Programs and Restoration Agreements acquired. by service line. 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 .STEP # 4 Hold the Sales Team Accountable Coach to Account-ability Measure the Following: The numbers.
Strategy. & Goals Establish The Sales Structure Establish The Sale Process Measure Performance. Hold Yourself & Others Accountable .³The Key to Unlocking Sales Performance´ Where To Start? PUT THE BIG ROCKS IN FIRST! Establish The Vision.
³The 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: ___________________________________ ___________________________________ ___________________________________ .
We can know exactly where we are going«how we are going to get there«what¶s working. the delivery of exceptional professional services«. what isn¶t. and. the execution of a well-defined market approach & account planning process. . a skilled sales account manager or sales team. and what needs to change to«.³The Key to Unlocking Sales Performance´ In Conclusion« With a client-focused organization that is committed to planning.
³The Key to Unlocking Sales Performance´ «REACH OUR GOALS AND ACHIEVE OUR VISION!! .