2018 sales conference · 5 min the plan. how will you get there? 20 min group exercise: get off the...

2018 Sales Conference

Key Presentation with

Carole Mahoney

Carole Mahoney | [email protected] | www.unboundgrowth.com

Copyright © 2018 Unbound Growth 1

Agenda

5 min Introductions

5 min The Opportunity. What are you going after?

15 min Group Exercise: Get going and keep going. What is the dream and how will you make it a reality?

5 min Takeaways

5 min The Plan. How will you get there?

20 min Group Exercise: Get off the revenue roller coaster. Who are your best customers and how will you get them?

5 min Takeaways

5 min Stretch break

5 min The Challenges: How is the competition beating you?

5 min What the data say about the mindsets and skill sets of more than 1.7 million salespeople, your competition, and you.

Three 30 min Boot Camp Lightning Rounds:

25 min Consultative Selling | Group Exercise | Scenario Q & A

25 min Value Selling | Group Exercise | Scenario Q & A

25 min Qualifying | Group Exercise | Scenario Q & A

5 min Closing remarks. It doesn’t end here...

The Opportunity

mailto:[email protected]

http://www.unboundgrowth.com/



What are you going after?

What motivates us, and how much, can change at various stages of our lives.

The question is, how do you tap into it for yourself, and help others on your team to do the same?

“Whatever the mind of man can conceive and believe, it can achieve.” ~Napoleon Hill

Get Going and Keep Going

How to Make the Dream Reality

Key Points:

1. Identify how you (and others) are motivated 2. How top performers are motivated

3. Goal setting: if it isn’t written down, it doesn’t count ● daydream ● write it down

● commit to an action plan ● share it

● make updates and report to others





It’s important to understand that there is no right or wrong way to be motivated—there are just different styles. Not many people are 100% of any one style, but one style may be more dominant in them than others.

Daydream





What do you want to do in your daily life?

What do you look forward to?

Why is that important to you?

What does your environment look like, sound like, even smell like?

Who else is with you?

What will it feel like when you have accomplished that?

Write it down

What is your





motivating dream? (vacation, lifestyle change, new home, kids’ college, save for something, retire early?)

How much money will it take to make it happen?

When do you want it to happen? (Month/Year)

Add it all up

Total cost of goal(s)

Divide by number of months to reach

Equals monthly payment for goals

Annual cost of goals (Monthly payment x 12)

Divide by # of new customers needed to reach annual goal





Commit to an action plan

What needs to happen to accomplish this? (how much more revenue, how many new customers?)

What obstacles need to be overcome? (cross-sell more customers, hire help, better time management?)

How will I overcome them? (ID target accounts, write job description, develop new habit?)

Who will you share this with?

Who else benefits personally? (spouse, family, friends?)

Who else benefits professionally? (business partner, manager?)

Who will give you constructive feedback? (personal coach, mentor, mastermind group?)

Who do you respect who will hold you accountable?

How often will you report and make updates to these people?





The Plan

How will you get there?

Once you have identified something worth going after, the next step is to lay down the plan and system to start your progress.

“If you aren’t having fun, you’re doing it wrong.”

Get off the revenue roller coaster

Focus on your ideal customer niche and manage yourself

Key Points:

1. Time management is a myth 2. Not everyone is your customer

3. Referrals trump everything





The Time Management Myth

Time isn't something you manage. It's something you use and then it's gone. The question is: are you putting your time where it will have the most impact?

Plan your time around your four most important roles.

How many hours per week? (Ex: 40, 50, or 60)

# of hours in selling activities (Ex: prospecting, meetings, follow-up)

# of hours in marketing activities (Ex: content, webinars, networking)

# of hours in delivery (ex: onboarding, service issues)

# of hours in business admin (Ex: bookkeeping, admin tasks)

50 20 15 10 5





Block your time and honor it.

How will you manage yourself in order to get there?

Whether it is on index cards, in a notebook, or with your digital calendar, you can manage your priorities and commit your time appropriately to be able to reach your goals with these simple steps:

1. Break down your annual goal from the previous exercise on page 5 into quarterly goals.

2. Each quarter, review the goal, the actual progress, and the gap. 3. Under the numbers review, write down:

a. What have you learned? b. What will you do differently? c. What is working? d. What isn’t working? e. What is the most fun?





4. Next, write down the major milestones for each month and the major tasks associated with those milestones. A major milestone could be a new product offering, a marketing event or campaign, or a presentation.

5. Each week, using the monthly milestones, create your weekly plan. List the smaller milestones that need to happen in order for your monthly one to happen. On which days are things due? Break them out into AM and PM.

6. Then, dump out all of your to-do’s that are floating around in your head to clear them out.

7. Now pick your top 3 things for the week. Only 3! 8. Don’t forget to write down something fun that you are looking forward to that week. 9. Now, assess your days one at a time. The daily plan can be broken down into 4

parts: a. Start each morning with a brain dump of to-do’s. b. Then choose 3 things that aren’t fun, but need to be done so they won’t cause

problems. c. Alternatively, choose 3 things that will lead to growth and accomplishing your

milestones and ultimate goals. d. Lastly, schedule those time blocks—on paper and/or in your digital calendar.

Not everyone is your customer.

Who are your best accounts? In the first column, decide what consitutes an ideal client for you. You may want to focus on an industry, business model, or customer circumstance to define your niche. Next, give a definition or example of the criteria that is easy to recognize. Name your top client clients or prospects in the top of the remaining 3 columns. Under the client name and next to each criteria row, rank that client from 1–5, 5 being the highest and 1 being the lowest.





For example: Ideal Client Criteria

Criteria Definitions

ACME Donuts ACME BISTRO ACME BAR

Referral They could become a referral source

3 4 5

Upsell There are more solutions they could use

2 4 5

Service is important

Had service issues with other vendors

2 5 5

Volume

Large volume of credit-card transactions

1 5 4

Niche industry

We have success with others in their industry

3 5 4

Location expansion

They have multiple locations or franchises

1 3 5

TOTALS 12 26 28





Now fill in your information and total the columns. Ideal Client Criteria

Criteria Definitions

TOTALS





Referrals trump everything.

Next we will establish a cadence to stay in touch with your top clients and prospects. To do this, you must first determine the range total to categorize your top-, middle-, and bottom-priority clients and prospects. Then calculate the number of clients and prospects who fall into each category ranking.

For example:

Total criteria range Priority rank # of clients and prospects

20-30 Top 20

11-19 Middle 55

0-10 Bottom 25

Fill in your information below:

Total criteria range Priority rank # of clients and prospects

Top

Middle

Bottom





Finally, decide how often you will contact these people and assign time during the week to do so. First, enter the number of customers and contacts you have in each priority rank category from the chart above. Then, multiple the number of customers/prospects by the amount of time it takes to “touch” each one. In the final column, multiply the number of hours per week it will take to stay in touch with your top, middle, and bottom customers and contacts.

For example:

Priority Rank #of customers/ prospects

Contact frequency

Time to execute per contact

Hours per week

Top 20 Weekly .50 hr 10

Middle 55 Monthly .25 hr 13.75

Bottom 25 Quarterly .10 hr 2.5

Totals 100 26.25

Fill in your information below:

Priority Rank #of customers/ prospects

Contact frequency

Time to execute per contact

Hours per week

Top Weekly

Middle Monthly

Bottom Quarterly

Totals





The Challenge

How is the competition beating you?

Everyone has the same price, so how do you set yourself apart? What does the data say about the mindsets and skill sets of more than 1.7 million salespeople, your competition, and you? Where can you focus to get your desired results? “Know yourself. Don't accept your dog's admiration as conclusive evidence that

you are wonderful.” ~Ann Landers

Overcome the obstacles to growth

Differentiate from the competition

Key Points:

1. Consultative Selling 2. Value Selling

3. Qualifying





What data?

= 380,232,930 Sales-Specific Attributes





Professional Development Action Plan Now that you have written down your goals and created a sales strategy, the next step in this process is to develop your sales skills and strengthen your Sales DNA. It is important to identify what you believe are the most important areas for you to address. Then commit to self-improvement and develop a plan for success.

In the space provided below, please identify three or more areas of Sales DNA where you believe improvement is essential. When you have completed this page, please send a copy to your manager and/or coach.

Sales DNA Its Effect on Performance Your Plan for Improvement

In the space provided below, please identify three skills that you believe are essential for you to develop over the coming months.

Skill Gap Its Effect on Performance Your Plan for Improvement

What Self-Limiting Beliefs are crucial for you to overcome?

Self-Limiting Beliefs Its Effect on Performance Your Plan for Improvement

Finally, as a result of this evaluation, what did you learn about yourself?





Consultative Selling

Consultative Selling

All Salespeople In Your Industry Nationwide Payments

Strong 22 19 0

Marginal 49 50 64

Weak 30 31 36





Consultative Selling emphasizes a productive, engaging, thought-provoking conversation while uncovering a prospect's compelling reasons to buy, differentiating yourself from the competition, and building a case for your solution. It is dependent on two key skills: listening and asking questions. Value Selling

Value Selling All Salespeople In Your Industry Nationwide Payments

Strong 35 44 18

Marginal 51 46 55

Weak 14 9 27





Selling Value is important to sales success because a deal or account that has sold as a result of having the best price is one that someone else can steal away with a better price. Qualifying

Qualifying All Salespeople In Your Industry Nationwide Payments

Strong 24 41 0

Marginal 51 46 55

Weak 24 13 45





Qualifying every sales opportunity is crucial to sales success. Most salespeople either ignore this task, do it at the wrong time, or aren't thorough enough. That can lead to wishful thinking, happy ears, inappropriate quotes and proposals, delayed closings, business that fails to close, and wasted time.

It doesn’t end here. Qualifying individuals are eligible to receive 30 days of coaching that includes:

● 1:1 goal review session ● Copy of Individual Entrepreneurial Sales Evaluation ● 1:1 review of Evaluation Report and Individual Action Plan ● Weekly 1:1 skill and opportunity coaching calls

What to do: For more information, please contact Carole directly at [email protected].




2018 sales conference · 5 min the plan. how will you get there? 20 min group exercise: get off the...

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