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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 BuelerCo-President
Woodard Cleaning & Restoration ServicesApril 22, 2010
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 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 * Communicate2010 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 *ResidentialService/Product LinesMarketingOperationsCustomer ServiceI/TAccountingEtc.
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 # 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 # 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
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 # 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?
STEP # 3Establish A Strong & Consistent
Selling ProcessWe 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
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.)
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 # 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 # 3Establish A Strong & Consistent
Selling ProcessWe Execute Bottoms-Up Forecasting by Account
Account Contact Rep Industry Contact Type
2007
Cleaning Revenue
2007
Restoration Revenue
2008
Cleaning Revenue
2008
Restoration Revenue Program
American Family Insurance Dan Fowler JB Insurance Cust - Non-Main 0.00 2,679.75 0.00 7,120.24 0.00American Family Insurance Carl Wicker JB Insurance Cust - Non-Main 0.00 2,706.20 0.00 5,114.34 0.00
Bene-Kelly Insurance Ellen Forrester JB Insurance Prospect 0.00 0.00 0.00 0.00 0.00Guide One Insurance Jana Anderson JB Insurance Prospect 0.00 0.00 0.00 0.00 0.00
St. Louis County Library Gerry Burrow JB Govt/Civic/Community Cust - Maintenance 1,564.76 0.00 434.88 0.00 1,643.85St. Louis County Library Gerry Burrow JB Govt/Civic/Community Cust - Maintenance 5,138.00 0.00 1,448.87 0.00 4,779.73
St. Louis County Library Gerry Burrow JB Govt/Civic/Community Cust - Maintenance 2,567.20 0.00 533.47 0.00 2,229.06State Farm Insurance Bette Handy JB Insurance Cust - Non-Main 0.00 3,366.49 0.00 16,694.12 0.00
State Farm Insurance Hugh Bissell JB Insurance Cust - Non-Main 0.00 15,802.64 0.00 4,739.88 0.00Armstrong Teasdale, LLP Carolyn Smith KR Legal Services Cust - Maintenance 19,610.20 0.00 3,884.00 0.00 19,892.00
Duke Realty Deborah Patterson KR Property Services Cust - Maintenance 2,796.00 0.00 699.00 0.00 2,796.00Duke Realty Deborah Patterson KR Property Services Cust - Maintenance 2,048.00 0.00 512.00 0.00 2,048.00
Duke Realty Deborah Patterson KR Property Services Cust - Maintenance 1,369.58 0.00 235.98 0.00 1,369.58Edward Jones Company North Angie Hobbs KR Financial Services Cust - Maintenance 137,055.00 1,706.00 36,374.28 723.20 124,254.46
Edward Jones Company South Angie Hobbs KR Financial Services Cust - Maintenance 79,599.05 0.00 14,078.73 0.00 78,670.72Farmers Insurance Group Jeff Johnson KR Insurance Cust - Non-Main 0.00 0.00 0.00 2,333.32 0.00
GHP Ron Prebianca KR Financial Services Prospect 0.00 0.00 0.00 0.00 0.00Spencer, Fane, Britt & Browne,
LLP Teresa Hutton KR Legal Services Cust - Maintenance 2,699.00 0.00 1,082.00 0.00 2,552.00Stinson, Morrison & Hecker Diane Feltz KR Legal Services Cust - Non-Main 1,244.00 1,021.83 0.00 0.00 0.00
Tech Electronics Ed Bachman KR Whole/Man/Dist Cust - Non-Main 3,032.63 0.00 0.00 0.00 0.00AT & T Fred Shelton LH Bus/Pers Services Prospect 0.00 0.00 0.00 0.00 0.00
Commerce Bank Sue Franey LH Financial Services Cust - Maintenance 1,110.00 0.00 370.00 0.00 1,110.00Commerce Bank Robert Henson LH Financial Services Cust - Maintenance 2,226.00 0.00 0.00 0.00 2,226.00
Congregation B'Nai Amoona Michael Samis LH Religious Cust - Maintenance 2,499.21 0.00 0.00 0.00 3,511.80Travis & Nolen, PC Nancy Brown LH Health Services Cust - Maintenance 700.00 0.00 0.00 0.00 700.00
BJC Behavioral Health Services Linda Elliott MD Health Services Prospect 0.00 0.00 0.00 0.00 0.00
Colliers Turley Martin Tucker Julie Fowler MD Property Services Cust - Maintenance 1,899.32 0.00 686.83 0.00 1,899.32Colliers Turley Martin Tucker Julie Fowler MD Property Services Cust - Maintenance 2,202.00 0.00 550.50 0.00 2,202.00
Colliers Turley Martin Tucker Julie Fowler MD Property Services Cust - Maintenance 1,507.88 0.00 651.56 0.00 1,322.36Colliers Turley Martin Tucker Julie Fowler MD Property Services Cust - Maintenance 1,180.64 0.00 295.15 0.00 1,180.60
Metropolitan St. Louis Sewer District Gary Holland MD Bus/Pers Services Cust - Non-Main 0.00 14,894.28 0.00 5,059.62 0.00
Smith Management Group Tom Reina MD Property Services Cust - Non-Main 1,374.81 0.00 0.00 3,326.45 0.00The Travelers Companies, Inc. Johna Suchanek MD Insurance Cust - Non-Main 0.00 11,966.58 0.00 14,650.82 0.00
AAA Paul Mottet MMW Insurance Cust - Maintenance 15,771.87 28,917.15 5,351.28 36,395.55 16,692.59AAA Paul Mottet MMW Insurance Cust - Maintenance 1,668.78 0.00 468.10 0.00 1,872.40
Ameren UE Jean Lammert MMW Bus/Pers Services Cust - Maintenance 4,794.54 0.00 0.00 0.00 6,227.31Enterprise Rent-A-Car Joan Ebrecht MMW Bus/Pers Services Cust - Maintenance 3,220.00 0.00 0.00 0.00 3,220.00
Jones Lang LaSalle Larry Hunkins MMW Property Services Prospect 0.00 0.00 0.00 0.00 0.00McBride and Sons Building Clint N. Skibinski MMW Contractor Prospect 0.00 0.00 0.00 0.00 0.00
Paric Corporation Andy Barnes MMW Contractor Cust - Non-Main 0.00 11,682.61 0.00 7,057.70 0.00St. Joseph's Hospital Robert Smith MMW Health Services Cust - Non-Main 1,690.00 0.00 335.40 0.00 0.00
US Bank Ron Markel MMW Financial Services Cust - Non-Main 1,972.33 0.00 0.00 1,232.20 0.00Westin St. Louis Melodee Griffin MMW Hotel/Rest/Retail Cust - Non-Main 2,734.43 0.00 0.00 0.00 0.00
Chaminade College Prep Jim Fernandez RH Education Cust - Non-Main 1,507.04 4,081.04 0.00 0.00 0.00Innoventor Rachel Hirth RH Engineers/Architects Cust - Maintenance 3,254.38 0.00 0.00 2,146.73 3,254.38
Jarrell Mechanical Contractors Tim Meehan RH Plumber/Sprinkler Cust - Non-Main 0.00 2,479.08 0.00 0.00 0.00Jefferson City Public Schools Bob Weber RH Education Prospect 0.00 0.00 0.00 0.00 0.00
Maplewood - Richmond Heights SD Justin Heath RH Education Prospect 0.00 0.00 0.00 0.00 0.00
Nutriformance Dale Huff RH Bus/Pers Services Cust - Non-Main 0.00 3,658.41 0.00 597.75 0.00R.J. Wachter Plumbing
Company Jim Wachter RH Plumber/Sprinkler Prospect 0.00 0.00 0.00 0.00 0.00St. Louis Public Library Chad Barton RH Govt/Civic/Community Prospect 0.00 0.00 0.00 0.00 0.00
Voss Properties John R. Poetz RH Property Services Cust - Maintenance 164.56 1,779.10 524.30 0.00 224.56Voss Properties John R. Poetz RH Property Services Cust - Maintenance 535.54 0.00 0.00 0.00 535.54
2008
Pending Cleaning
2008
Cleaning Forecast
2008
Restoration Forecast
0.00 0.00 0.000.00 0.00 0.00
0.00 0.00 0.000.00 0.00 0.00
1,208.97 0.00 0.003,330.86 37,403.58 1,291.43
1,695.59 0.00 0.000.00 0.00 0.00
0.00 0.00 0.0016,008.00 19,725.00 0.00
2,097.00 0.00 1,500.001,536.00 2,838.00 1,000.00
1,369.58 2,080.00 1,000.0083,856.84 139,400.00 0.00
66,091.48 80,650.00 2,000.000.00 0.00 13,000.00
0.00 10,000.00 0.00
4,031.00 2,790.00 0.00512.00 0.00 0.00
0.00 3,200.00 500.000.00 0.00 0.00
740.00 1,110.00 0.002,226.00 2,526.00 0.00
2,468.95 3,800.00 200.00700.00 700.00 0.00
0.00 0.00 0.00
1,424.49 2,000.00 0.001,651.50 2,200.00 0.00
661.18 0.00 0.00885.45 1,200.00 0.00
0.00 0.00 16,000.00
0.00 1,750.00 0.000.00 0.00 0.00
11,553.31 17,000.00 127,000.001,404.30 1,872.40 0.00
4,794.54 0.00 0.003,220.00 3,220.00 0.00
0.00 0.00 0.000.00 0.00 2,500.00
0.00 0.00 0.000.00 1,690.00 0.00
0.00 0.00 0.000.00 3,500.00 0.00
0.00 1,200.00 0.003,254.38 3,800.00 0.00
0.00 0.00 0.000.00 0.00 0.00
0.00 0.00 0.00
0.00 1,500.00 0.00
0.00 0.00 0.000.00 0.00 0.00
224.56 625.00 0.00535.54 454.00 0.00
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 # 3Establish A Strong & Consistent
Selling ProcessAccount Planning
WOODARD ACCOUNT PLAN WORKSHEET
GENERAL ACCOUNT INFORMATIONFINANCIALS:$ VOLUME TOTAL$ VOLUME THROUGH PROGRAMS$ VOLUME W/O CONSTRUCTIONOTHER?
BUSINESS DESCRIPTION:BUSINESS STATUS:GROWING STAGNANT DECLININGBUSINESS MIX:
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 # 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 # 3Establish A Strong & Consistent
Selling ProcessAccount Planning
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 VENDORTHE PRODUCTS & SERVICESTHE SALES REPRESENTATIVEAND/OR PROJECT MGR.
WOODARD ACCOUNT PLAN WORKSHEET
STEP # 3Establish A Strong & Consistent
Selling ProcessAccount Planning
DECISION PROCESS / KEY PLAYER PROFILE
DEFINITION / OUTLINE OF DECISION PROCESS:
KEY PLAYER PROFILENAME POSITION
PRIORITIES CONCERNS MOTIVATORS PERCEPTIONS (OF COMPETITION / OF WOODARD)
WOODARD ACCOUNT PLAN WORKSHEET
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:
WOODARD’S ACHIEVEMENTS IN THE ACCOUNT:WOODARD’S SET BACKS IN THE ACCOUNT:
ACCOUNT MANAGER(S):PROJECT MANAGER(S):COMPANY EXECUTIVES:OFFICE PERSONNEL:
STEP # 3Establish A Strong & Consistent
Selling ProcessAccount Planning
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:
WOODARD ACCOUNT PLAN WORKSHEET
STEP # 3Establish A Strong & Consistent
Selling ProcessAccount Planning
THE ANNUAL ACCOUNT PLAN
GOALS / OBJECTIVES:(e.g., FINANCIAL, RELATIONSHIP, PRODUCT/SERVICE EXTENSION, COMPETITIVE, ETC.)
STRATEGY:
TACTICS:
WOODARD ACCOUNT PLAN WORKSHEET
STEP # 3Establish A Strong & Consistent
Selling ProcessAccount Planning
RESOURCES REQUIRED:(PEOPLE, PARTNERSHIPS, PRODUCTS, SERVICES, PROGRAMS, TECHNOLOGY, ETC. )
OUTLINE THE ACTION STEPS & TIMELINE:
ACTION RESOURCE(S) COMPLETION STEP REQUIRED DATE1.2.3.Etc.
WOODARD ACCOUNT PLAN WORKSHEET
STEP # 3Establish A Strong & Consistent
Selling ProcessAccount Plan Property Management Matrix
PROPERTY MANAGEMENT MATRIXDate: September, 2006Account Manager: Mary DanielsCompany: Grubb & Ellis
Property Mgr Ph/F/Email Building Bldg Type Build Owner Address Sq. Ft. Contract Term Tenant(s) Lease Term Tenant Sq Ft
Carlye Hoese 314-621-8676 (phone) 1010 Market A OfficeBKG Ventures 1010 Market 169000 exp 12/08
Brown & James, Accenture 10 yrs, 10 yrs 51000, 36000
Jennifer Smith 314-677-6724
211 N. Lindbergh B Office Bakewell
211 N. Lindbergh 29750 exp 12/08 Govt. unknown 29750
Jennifer Smith 314-677-6724 8820 Ladue Office Bakewell 8820 Ladue 36600 exp 12/08 Medical 5 - 6 years varies
Jennifer Smith 314-727-2004 Southfield Ctr Retail Bakewell
5406-5458 S. Lindbergh 95000 exp 12/08 Schnucks 20 years 50000
Patrick Miller 314-677-6723 10795 Watson B Office
Chicago Deferred
Exchange Corp 10795 Watson 38487 n/a
Swank Motion Pictures 5 years 38500
Patrick Miller 314-677-672312200 Weber Hill A Office ADP
12200 Weber Hill 44827 n/a ADP owned 45000
Patrick Miller 314-677-672312250 Weber Hill A Office Bakewell
12250 Weber Hill 67393 n/a Liberty Mutual 15 years 19000
Patrick Miller 314-677-6723 3401 Rider Trail IndustrialFortune Earth Company 3401 Rider Trail 60362 n/a ADT Security 10 years 23000
Patrick Miller 314-677-67233701 S Lindbergh B Office Bakewell
3701 S Lindbergh 26000 n/a Southwest Bank 10 years 18000
Patrick Miller 314-677-6723Sunset Office Park B Office Bakewell
10825 Watson Road 17700 n/a
various business services varies varies
Paul Hoette/Dan
Eggleston 314-439-5444
1023 Executive
Pkwy C Office
Vorhoff
Duenke
1023 Executive
Pkwy 19360 n/a SPRINT 10 years 15000Paul
Hoette/Dan Eggleston 314-439-5444
10765 Indian Head Flex Nancy Lurie
10765 Indian Head 40000 n/a
various business services varies varies
Paul Hoette/Dan
Eggleston 314-909-7575
660-670 Mason
Ridge Center Dr A Office
Lutheran Hour
Ministries
660-670 Mason
Ridge Center Dr 153000 12/08
Lutheran Hour
Ministries owned 83000Paul
Hoette/Dan Eggleston 314-439-5444 Park 270 II A Office
Alliance Equity Park
1801 Park 270 Drive 154289 12/08
XTRA Corp, Doe Run
10 years, 7 years 53000, 21000
Shirley Rieser 314-677-6723 3741 Mueller Rd C FlexElm Point Investment 3741 Mueller Rd 28280 n/a ASNI Inc 10 years 28280
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, 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, Hedicorp
Contracting 5 years 9800, 3000
STEP # 3Establish A Strong & Consistent
Selling ProcessAccount Plan Property Management Matrix
ContinuedAcct Rep Carpet Cleaning Firm Restoration Firm Services Provided Maintenance Firm Architect/Designer Other Service Provider(s)
MD Woodard Woodard
Maintenance carpet $6k; water
'03 MMMM unknown Whelan Security
MD Woodard Woodard
common area carpet
$350/year; restoration
BG Service
Solutions unknown Murphy Mechanical
MD Woodard Woodard
common area carpet;
restoration
BG Service
Solutions unknown Murphy Mechanical
MD n/a Woodard fire & water restoration in house unknown Murphy Mechanical
MD
canceled w/us - may be
sold, need to verify Servicemaster fire & water restoration Janitron unknown Climate Masters
MD Janitron Servicemaster fire & water restoration Janitron unknown Climate Masters
MD Janitron Servicemaster fire & water restoration Janitron unknown Climate Masters
MD
We cleaned in '05-no
addl info Servicemaster fire & water restoration Janitron unknown Climate Masters
MD
canceled w/us - may be
sold, need to verify Servicemaster fire & water restoration Janitron unknown Climate Masters
MD Janitron Servicemaster fire & water restoration Janitron unknown Climate Masters
MD ABM Woodard fire & water restorationBG Service Solutions unknown Bell Electrical Contractors
MD
We cleaned in '04 - no
addl info available Woodard fire & water restoration
BG Service
Solutions unknown Bell Electrical Contractors
MD Clean Tech Servicemaster fire & water restoration Clean Tech unknown Bell Electrical Contractors
MD Woodard Woodard Common area carpet, $3400 ABM unknown Bell Electrical Contractors
MD
We cleaned in '04 - no
addl info available unknown Clean Tech unknown Milford Plumbing
MD ABM unknown ABM unknown Centimark Roofing
MD ABM unknown ABM unknown Centimark Roofing
MD ABM unknown ABM unknown Centimark Roofing
STEP # 3Establish A Strong & Consistent
Selling ProcessAccount Plan Property Management Matrix
ContinuedServices Provided Opportunities Priority Notes
Security Tenant carpet Bids carpet yearly
electrical Tenant carpet
electrical Tenant carpet
electrical no add'l
HVAC
Carpet/Restora
tion
HVAC
Carpet/Restora
tion
HVAC
Carpet/Restora
tion
HVAC
Carpet/Restora
tion
HVAC
Carpet/Restora
tion
HVAC
Carpet/Restora
tion
electrical Carpet
electrical Carpet
electricalCarpet/Restoration
electrical Tenant carpet
plumbers
Carpet/Restora
tion
RoofingCarpet/Restoration
Co-star; call said
this is Gundaker Commercial -
more research must be done
Roofing
Carpet/Restora
tion
Co-star; call said this is Gundaker
Commercial - more research
must be done
RoofingCarpet/Restoration
Co-star; call said
this is Gundaker Commercial -
more research must be done
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 # 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 # 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 # 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 RelatedIndustry Segment RelatedMarketing RelatedNetworking RelatedCompetition RelatedEtc.
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 # 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 # 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 ratioReferral 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 programsEtc.
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 # 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 # 3Establish A Strong & Consistent
Selling ProcessQuarterly Business Planning
MAJOR ACCOUNTS LIST Account Acct Projected Revenue Status
Plan Y/N as % of Goal of Acct123etc……Total
BUSINESS OVERVIEW:
What Went Well in Q1?
What Did Not Go Well in Q1?
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 # 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 & PlanningEnsures Appropriate Adjustments in the
Appropriate Timeframe to Maximize Success!
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 # 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 # 3Establish A Strong & Consistent
Selling Process
Qualifying The Opportunity:
• Execute Against the “Sales Call Model”
• Execute Against the “Sales Call Plan”
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 # 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 # 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 # 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 # 4Hold the Sales Team Accountable
• 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!
Coach to Account-ability
STEP # 4Hold the Sales Team Accountable
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
Coach to Account-ability
“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 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 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….
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