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1、“The Key to Unlocking Sales Performance”,4 Steps To Achieving Sales Accountability&Getting the Best From Your Sales Team,Presented by Ann BuelerCo-PresidentWoodard Cleaning&Restoration ServicesApril 22,2010,The Ability to Measure Performance&Hold a Sales Team Accountable Starts with 3 Essential Elem
2、ents:,Vision:The act or power of seeingStrategy:Careful plan or methodthe art of devising or employing plans or stratagems toward a goalGoal: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 Def
3、inable Vision,Strategies&Goals ThenCommunicate*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 Woodards“Legendary Service,”&“One Woodard”Initiatives.Achieve Industry-wide Recogniti
4、on as Employer of Choice.Achieve Operational&Sales Excellence.,“If you dont know where youre going,you might wind up someplace else!”Yogi Berra,STEP#1 Develop a Definable Vision,Strategies&Goals ThenCommunicate*Communicate*Communicate,2010 Sales Strategy Example:Maximize a direct sales force cross s
5、elling 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
6、.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
7、#1 Develop a Definable Vision,Strategies&Goals ThenCommunicate*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 Cl
8、eaning 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&c
9、onfusing 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-base
10、d 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 Est
11、ablished Account&Industry Designations,7 Sales Account Managers4 Commercial Account Designations:Maintenance;Non-Maintenance;Restoration Only;Prospect13 Industry Verticals:Property Management/Real Estate;Education;Healthcare;Finance/Acct/Ins.;Business/Personal Services;Manufacturing/Distribution;Arc
12、hitecture/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 Conta
13、cts/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#3
14、Establish 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 Bus
15、iness 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
16、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 Ma
17、nagement(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 Plan
18、s 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 B
19、ottoms-Up Forecasting by Account,STEP#3Establish A Strong&Consistent Selling ProcessWe Execute Account Planning,WHY DO ACCOUNT PLANNING?Ensures focus on key accounts is successfulEnsures that we move TO the place we want to beEnsures we maximize use of our valuable time Ensures personal successDeter
20、mines/Re-affirms account objectivesAssess todays position relative to objectivesAnalyzes possible alternative position/objectivesSelects the best position/objectivesEstablishes appropriate action planImplementation against the planMEASURES SUCCESS&ALLOWS FOR ADJUSTMENTS,STEP#3Establish A Strong&Cons
21、istent Selling ProcessAccount Planning,WOODARD ACCOUNT PLAN WORKSHEETGENERAL 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 Proce
22、ssAccount Planning,WOODARD ACCOUNT PLAN WORKSHEETBUSINESS 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,WOOD
23、ARD ACCOUNT PLAN WORKSHEETACCOUNTS COMPETITORS:ACCOUNTS DIFFERENTIATORS:S.W.O.T ANALYSIS OF ACCOUNT W/IN THEIR MARKET PLACEACCOUNTS STRENGTHS:ACCOUNTS WEAKNESSES:ACCOUNTS OPPORTUNITIES:THREATS TO ACCOUNT:,STEP#3Establish A Strong&Consistent Selling ProcessAccount Planning,NEEDS/PROBLEMSLIST ALL NEED
24、S,PROBLEMS IDENTIFIED AT THE ACCOUNT:(INCLUDE THE COST INCURRED IF THE NEED IS NOT MET OR THE PROBLEM IS NOT SOLVED),EXPECTATIONSREQUIREMENTS/EXPECTATIONS OF:THE VENDORTHE PRODUCTS&SERVICESTHE SALES REPRESENTATIVEAND/OR PROJECT MGR.,WOODARD ACCOUNT PLAN WORKSHEET,STEP#3Establish A Strong&Consistent
25、Selling ProcessAccount Planning,DECISION PROCESS/KEY PLAYER PROFILEDEFINITION/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 Pl
26、anning,ASSESSMENT OF WOODARDS POSITION IN THE ACCOUNTPRODUCTS/SERVICES IN PLACE:%OF ACCOUNT SHARE BY PRODUCT/SERVICE LINE:STATUS OF EXISTING RELATIONSHIPS:,WOODARDS ACHIEVEMENTS IN THE ACCOUNT:WOODARDS SET BACKS IN THE ACCOUNT:,ACCOUNT MANAGER(S):PROJECT MANAGER(S):COMPANY EXECUTIVES:OFFICE PERSONNE
27、L:,STEP#3Establish A Strong&Consistent Selling ProcessAccount Planning,S.W.O.T ANALYSIS OF WOODARD WITHIN THE ACCOUNTWOODARD STRENGTHS:WOODARD WEAKNESSES:WOODARD OPPORTUNITIES:THREATS TO WOODARD:OVERALL PERCEPTION OF WOODARD IN THE ACCOUNT:,WOODARD ACCOUNT PLAN WORKSHEET,STEP#3Establish A Strong&Con
28、sistent Selling ProcessAccount Planning,THE ANNUAL ACCOUNT PLANGOALS/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,PART
29、NERSHIPS,PRODUCTS,SERVICES,PROGRAMS,TECHNOLOGY,ETC.)OUTLINE THE ACTION STEPS&TIMELINE:ACTIONRESOURCE(S)COMPLETION STEPREQUIREDDATE1.2.3.Etc.,WOODARD ACCOUNT PLAN WORKSHEET,STEP#3Establish A Strong&Consistent Selling ProcessAccount Plan Property Management Matrix,STEP#3Establish A Strong&Consistent S
30、elling ProcessAccount Plan Property Management MatrixContinued,STEP#3Establish A Strong&Consistent Selling ProcessAccount Plan Property Management MatrixContinued,STEP#3Establish A Strong&Consistent Selling ProcessWe Develop Business Plans,2010 Revenue Goal(Invoiced$):$%Of Sales Team Goal:%Of Compan
31、y 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:$-%,STEP#3Establish A Strong&Consistent Selling ProcessB
32、usiness Planning,BUSINESS PLANBook of Business Vision(Describe the 3-5 year vision you have for development of your book of business)2010 Strategy(Describe your overall business strategy for the coming year examples may include going after a certain competitor,owning a specific segment,changing your
33、 new/existing business mix,targeting certain size businesses,leveraging a new program,etc.or any combination of a number of strategies),STEP#3Establish A Strong&Consistent Selling ProcessBusiness Planning,Book of Business Breakdown(list all segments in your business)Industry Segment:$Forecasted%by S
34、egment 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
35、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
36、:Association Goals for Participation Tactics to Achieve GoalsMajor 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 Plann
37、ing,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,co
38、llateral 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 los
39、ses 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 Q
40、uarterly Business Planning,QUARTERLY BUSINESS REVIEW THE NUMBERS:2010 GOAL:THIS GOAL AS A%OF THE COMPANYS 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 R
41、EVIEW 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 ProcessQu
42、arterly Business Planning,MAJOR ACCOUNTS LISTAccount Acct Projected Revenue Status Plan Y/N as%of Goal of Acct123etcTotalBUSINESS 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
43、 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 ProcessQuar
44、terly 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 theAppropriate Timeframe to M
45、aximize 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
46、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:
47、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 Again
48、st the“Sales Call Model”Execute Against the“Sales Call Plan”,STEP#3Establish A Strong&Consistent Selling Process,Sales Call Plan,STEP#3Establish A Strong&Consistent Selling Process,Sales Call Model,STEP#3Establish A Strong&Consistent Selling Process,Present the Solution:,Solutions are the culminatio
49、n 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&PracticePracticePractice,STEP#4Hold the Sales Team Accountable,Accountability:1.subject to giving an account:ANS
50、WERABLE 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 ones conduct and obligations TRUSTWORTHY,STEP#4Hold
