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1、1,Sales Process DesignSales Management Structure Design,Presented by David LopezSales Training 4 Start-ups,2,David LopezBiography,20+years in sales,sales management and sales trainingVP Global Business Development Scudder Kemper InvestmentsVP Director of Training Fleet Investment ManagementGuest con
2、sultant and judge:Harvard,BU and Suffolk Business Plan CompetitionsBSBA Northeastern University.MBA Suffolk University,3,Sales Training 4 Start-ups,Sales Process DesignSales Management Structure DesignMajor League Pitching,4,Introduction,Thank you for participatingWorkshop formatAction StepsQuestion
3、s are OKGoal is to increase sales and revenueEarly stage companies need sales and revenue,5,Objectives,Understand buyer/seller psychologyIdentify elements of the sales processDesign a unique sales process and prospecting programUnderstand the elements of a sales management structureDesign a scalable
4、 sales management structureCreate action steps to manage sales performance,6,Personal Selling in the 21st Century,Opportunity to help others realize their goals and dreamsUse entrepreneurial drive and spirit to realize substantial personal income,build a business,build a careerEarly stage company im
5、plications:everyone is in salesHistory of sales:early traders,traveling wagons,fixed marketplace,door to door sales,telemarketers,B to B websites,7,Sales Situations,Transactional SellingRelationship SellingConceptual SellingProduct SellingRetailB to BAccount Management,8,21st Century Buyers,More inf
6、ormed and more skepticalDIY phenomenon expert advice and service vs.low priceBalance has shifted to buyers favorSales cycle has changed:more decision makers,external events,longer time frameCustom made solutions not cookie cutterBuyers looking for strategic partner not order taker,9,21st Century Buy
7、ers,They buy for their reasons not yoursFeatures not as important as the satisfaction gained(benefits)Moving towards:Pride,Productivity,Profit,SafetyMoving away:Criticism,Pain,Loss,Fear,InefficiencyEarly stage companies have to conduct this analysis,10,Sales Process Design,Building a positioning sta
8、tementIdentifying needsBuilding a compelling sales presentationAddressing concernsClosingProcessing transactionsFuture service/sales planProspectingPre-call planningPersonal sales plan,11,Building a Positioning Statement,Why should a prospect listen to me?What potential value can I give to a prospec
9、t?How have you helped customers in the past?What problems have you solved for clients in the past?Quick introduction exerciseDetailed business description exercise,Copyright 2009,12,Identifying Needs,Determine what needs your product/service fulfills,what problems it solvesEffective questioning tech
10、niquesClosed ended questions:identify facts,clarify information,confirm understandingOpen ended questions:uncover feelings,uncover opinions and attitudes,create conversations,Copyright 2009,13,Identifying Needs,Dissatisfaction as a motivator:Low profitabilityInefficient asset allocationTime wastersL
11、ow salesPhysical painFrustration,Copyright 2009,14,Creating Compelling Sales Presentations,Scripted or wing it?Features and benefitsAir tight product knowledgeOrganizedFocused on prospects needsAble to hold prospects attentionHas check in points,Copyright 2009,15,Addressing Concerns,Objection vs.Con
12、cernsRequest for further informationA Acknowledge.Show empathyC Clarify.Why questions.Answer.T Take Action.Present againParaphrase.In other wordsCreate a list of common objections with appropriate responses,Copyright 2009,16,Closing,Nothing happens until a sale is madeLogical conclusion to a profess
13、ional presentation made to a qualified interested prospectClosing behaviors/milestonesBuying signals indication of interestTrial closes Get opinions and feelings,Copyright 2009,17,Closing,Alternative closesDirect closeQuestion with a questionAssumed closeBen Franklin closeCreate appropriate closes f
14、or your company,Copyright 2009,18,Processing Transactions,What happens if they say yes?Paperwork/online formPayment processQuality control processDelivery/installation/set-upAfter the sale service planInternal training program,Copyright 2009,19,Future Service/Sales Plan,Future service before future
15、salesSales person as strategist/business partnerAdded valueAccount management A,B,C,Account penetration marketing strategyWays to keep in touchCustomer feedback loop,Copyright 2009,20,Prospecting,Who to talk to?Define ideal client.What are the attributes?Research.Understand competitors sales and mar
16、keting strategyCreate approach with marketing inputDevelop scripts,talking pointsDetermine qualifying questions,Copyright 2009,21,Prospecting,Responses to advertising campaignTrade show leadsCold callsWebsite responsesExisting customersSocial NetworksDirect mailEducational selling seminars,workshops
17、NetworkingReferral campaigns,Copyright 2009,22,Prospecting,Know your numbersProject and plan sales activity levelsRatios:#contacts required to set an appointment,#of sales presentations to#of ordersAverage sale,average commission,#of sales needed to hit goalEarnings per callPipeline management,Copyr
18、ight 2009,23,Prospecting,Telephone sellingwww.Donotcall.gov.www.ftc.govP PitchI InflectionC CourtesyT ToneU UnderstandabilityR RateE Enunciation,Copyright 2009,24,Pre-call Planning,Be prepared for a successful sales callReview product knowledge,questions,objectionsAgendaKnow where you are in the sal
19、es processForms,documents,lifelineUn-successful sales callSuccessful sales call,Copyright 2009,25,Personal Sales Plan,Organization and focusSales time wastersPersonalProfessionalPsychologicalGoal setting the whys of sellingSales activity goals,sales results goalsRewards for bothMaster action plan.Da
20、ily,weekly,monthly,annually,Copyright 2009,26,Sales Management Structure Design,Early stage company implications:Everyone is in salesEvery manager is a sales managerDesign structure that can be scaledBest plan wont work without properly selected,trained,compensated and managed sales team,Copyright 2
21、009,27,Sales Management Structure Design,AgendaStrategic Sales ManagementSales Force CompensationSales Force Expense ControlForecasting Sales and BudgetsRecruiting and HiringManaging Sales PerformanceMotivating the Sales ForceTraining the Sales Force,Copyright 2009,28,Strategic Sales Management,Prof
22、essional sales people implement the firms marketing strategy with the objective of generating revenueFace of the companySales activities must be consistent with the strategic agenda of the firmProvide valuable feedback to senior managementCompany sets objectives;marketing strategies;develop sales ta
23、ctics,Copyright 2009,29,Strategic Sales Management,Early Stage Sales Management StructureGeographic nature of the offeringOne sales location or manyNeed for field sales managementGeared toward primary marketFlexible as growth occursFeedback loop to other key functions,Copyright 2009,30,Sales Force C
24、ompensation,Compensation drives behaviorMotivator/de-motivatorFixed compensation vs.variable compensationDriven by company strategic planAttract and keep talentResults focused,Copyright 2009,31,Sales Force Compensation,Fair,simple,flexibleDifferent payouts for different productsSalariesCommissionsBo
25、nusesProfit sharingEquityBenefits,Copyright 2009,32,Sales Force Expense Control,Sales people are one of the few employees that can spend company$with some discretionAnalyze expenses at the early stage Clear policyWatch closelyStart-up:sales people pay their own expenses in exchange for higher commis
26、sions,equity,profit sharing,Copyright 2009,33,Sales Force Expense Control,EntertainmentTravelAdministrativeCell phoneOffice suppliesLap topBlackberry,Copyright 2009,34,Recruiting and Hiring,#of sales people from business planTurnover:lost revenue,lost reputation,low moraleSales position competency a
27、nalysisJob analysis:activities,goals,qualificationsCareer path;future management candidates,Copyright 2009,35,Recruiting and Hiring,RecruitingAdvertisingInternetNetworkingInternal/external referralsDiversity in the sales forceLegal considerationsInterviewing and selection process,Copyright 2009,36,F
28、orecasting Sales and Budgets,Pro forma income statement from business planAllocation for production,inventory,hiring levels,marketing activitiesErrors affect the entire companyMarket potentialSales potentialMarket share:sales forecastFuture forecasts come from sales dept,Copyright 2009,37,Managing S
29、ales Performance,Leader vs.Manager“Troops cant be managed into battle,they must be lead”Napoleon BonaparteManagers focus on managing tasks while leaders focus on resultsManaging sales people is different from operations managementGood sales people are self starters and dont think they need to be man
30、aged,Copyright 2009,38,Managing Sales Performance,Qualities of LeadersEmotionally MatureIndependentStrong willedCourageousResilientCharismaticQuick to decisionsVisionary,Copyright 2009,39,Managing Sales Performance,Successful Sales Managers:Understands the clients businessFlexible motivation strateg
31、iesHigh level of ethicsSelf-disciplinedLearning and development environmentTeam focusedWorks closely with other departments,Copyright 2009,40,Managing Sales Performance,Knowledge and Skill AssessmentsSales call reviewSales results reportsPersonal effectivenessProspectingSelling skillsAttitudeProduct
32、 knowledgeWork ethic,Copyright 2009,41,Managing Sales Performance,Performance ManagementRep business plan,personal sales planSales activity checklistYearly,quarterly,monthly,weekly,daily activities and goalsRatiosSales decompression exerciseCounseling out,tap on the shoulder,verbal warning,PIP,termi
33、nation,Copyright 2009,42,Motivating the Sales Force,Rewards tangible/intangibleDesigned to drive sales and drive moraleContestsAward ceremoniesPublic praiseLeadership opportunitiesCareer advancementCelebrate successesSay Thank You,Copyright 2009,43,Training the Sales Force,Who owns it?internal/externalPromotes team environmentProduct,process,policies,salesNew hire trainingDesigned to drive sales,reduce errorsSales meetingsTrain the sales managers,Copyright 2009,44,Thank You,Sales Training 4 Start-upsDavid LopezFounder/CEO,
