“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

“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


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.


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


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


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


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


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.)


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


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


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


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


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:




BUSINESS GOALS:

% THE ACCOUNT HAS CAPTURED OF THEIR MARKET POTENTIAL:

ORGANIZATION CHART & IDENTIFICATION OF PERSONNEL:

HOT BUTTONS:

BUYING PHILOSOPHY:

INDUSTRY TRENDS EFFECTING ACCOUNT:




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:



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.




DECISION PROCESS / KEY PLAYER PROFILE

DEFINITION / OUTLINE OF DECISION PROCESS:

KEY PLAYER PROFILENAME POSITION

PRIORITIES CONCERNS MOTIVATORS PERCEPTIONS (OF COMPETITION / OF WOODARD)




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:



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:




THE ANNUAL ACCOUNT PLAN

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

STRATEGY:

TACTICS:




RESOURCES REQUIRED:(PEOPLE, PARTNERSHIPS, PRODUCTS, SERVICES, PROGRAMS, TECHNOLOGY, ETC. )

OUTLINE THE ACTION STEPS & TIMELINE:

ACTION RESOURCE(S) COMPLETION STEP REQUIRED DATE1.2.3.Etc.



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


Business 12300 n/a

Chesterfield

Chamber 10 years 123000


133-157

Chesterfield Business Pkwy B Flex Grubb & Ellis

133-157

Chesterfield Business Pkwy 12800 n/a

Basso, Krupp & Myers LLC 15 years 12800



Business Pkwy A Flex Grubb & Ellis


Business Pkwy 12800 n/a

Tada Hair Salon, Hedicorp

Contracting 5 years 9800, 3000



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

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 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





ContinuedServices Provided Opportunities Priority Notes

Security Tenant carpet Bids carpet yearly

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


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


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: $ - %


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)



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



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.



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)



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.)



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.


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:


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:



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?



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:



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!


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


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


Selling Process

Qualifying The Opportunity:

• Execute Against the “Sales Call Model”

• Execute Against the “Sales Call Plan”


Selling Process

Sales Call Plan


Selling Process

Sales Call Model


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


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



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.)


• 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!



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



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


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:

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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….


…REACH OUR GOALS AND ACHIEVE OUR VISION!!

Documents

“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