focus - manufacturing a sales - 1 hour version - general

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Manufacturing a SaleTaking Control of Your Sales Organization;

Rethinking the way you Sell

Presented by: Presented by: Darren RabieDarren Rabie

PresidentPresidentFocus AmericaFocus America

drabie@focus-america.comdrabie@focus-america.com

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What does

“Manufacturing A Sale”“Manufacturing A Sale”

mean?

What do I have Control Over?

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I have no control over… I have control over…- State of the economy (good or bad) Your Attitude

- Government regulation Your Strategy – market? Geography?

- What the competition does Your Strategy – sales structure & focus

- Your customer’s business health Your Activity Level (effort on new business)

- Phone ringing frequency Your Selling Skills

- Your customer’s purchase volume this year Quote handling/closing method

- How much someone buys Your Sales Management strength

- Environmental conditions (war, weather, …)

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Traditional Sales Department• Quality of sales reps determine success • Very dependant on just a few key sales reps• Sales reps are responsible for every facet of the sale• To grow or improve sales management tends to:

a. change repsb. add repsc. train reps

• High risk because:a. turnoverb. costc. long learning curve before ROId. hard to hire

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New Sales Department• Sell “differently” via “Divide & Conquer” • Don’t wait for the phone to ring or orders to “just come in”• Run more like other departments – process, tools,

technology, people, etc… • Grow sales without just adding more “feet on the street”

Now is the time to re-think the way you sell!!!!!

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What drives a strong sales organization?

SALES SALES ORGANIZATIONORGANIZATION

Sales TechnologySales TechnologySales ProcessSales Process A Consistently Full A Consistently Full

PipelinePipeline

Sales Resource Sales Resource AllocationAllocation

(who does what?)(who does what?)

Reps focusing on Reps focusing on “sweet spot”“sweet spot” Quoting processQuoting process

Good Sales RepsGood Sales Reps

ConsistentConsistenttrainingtraining

Strong Strong LeadershipLeadership

Compensation Compensation ModelModel

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How to Build a Sales Process• A sales process should focus on “milestones” – not

“actions”.

• Milestones are results

• Most sales processes only start at the quoting stage – too late

• Sales Process Structure:Milestones Actions/Objectives How to…

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The Sales RoadmapMilestones Actions/Objectives How to…

1. Unqualified Lead Source leads Trade shows; ads; directories; research

2. Disqualified Lead Complete profile analysis vs. sweet spot criteria

Via internet research and phone discussion with lead

3. Qualified – No Opportunity Complete needs analysis.Via phone – focus on pain points.

Re-contact every 90 days & mail out info

4. Future Opportunity Assess timing & reason for timingVia phone or face-to-face.

Re-contact every 45 days & mail out info

5. Immediate Opportunity Understand decision making process & timing

Via phone or face-to-face. Introduce other members of your sales team

6. Qualified project/opportunity Qualify need (e.g. budget & our ability to meet need) Face-to-face meeting

7. Solution Developed Including details, price, timing schedule

Documented in word (use template), present to client for approval

8. Sale Receive purchase order Go to client to get the P.O.

Develop your own Sales Process

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Proper Resource Allocation• Productivity starts with focusing people’s skills• Sales are complex – no one has all the skills• Don’t put all the weight on your sales people

New Business Development

(stages 1 to 5)

New Business Sales(stages 6 to 8)

Existing Customer Sales

(stages 3 to 8)

What % of time do your reps spend in each

section??

Post -Sales Activities

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Divide & ConquerOption 1

Business Development team handles lead generation &

prospecting

Account Management team manages and grow existing

customers

Hunt: New Business Development

Hunt: New Business Sales

Farm: Sales to Existing

Customers

Sales team converts leads to closed new sales.

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Divide & ConquerOption 2

Hunt: New Business Development

Hunt: New Business Sales

Farm: Sales to Existing

Customers

Business Development team handles lead generation &

prospecting

Sales team closes new customers and manages/grows

existing customers

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Divide & ConquerOption 3

Hunt: New Business Development

Hunt: New Business Sales

Farm: Sales to Existing

Customers

Sales team handles lead generation, prospecting & closing

of new customers

Account Management team manages and grow existing

customers

Divide & ConquerOption 4

Market Segmentation & Resource Planning

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Account size

A

B

C

Prospect Active Customer Inactive Customer

Account Type

Who is responsible for working each “bucket”?

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Utilize 1 CRM throughout Sales Org

Benefits Risks

- One db for client & prospect activity

- Security against turnover

- Reporting & tracking without admin

- Info sharing & accessibility

- Increased productivity

- Improved communication

- Decrease redundant information

- Selecting the wrong software

- Getting lost in the functionality

- High hopes but low results

- Poor implementation & follow thru

- Involved for wrong reasons

- Perception as “more work”

- Perception as being watched

What is CRM?

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Contact Management

Opportunity Management

Activity Management

OPPORTUNITY MANAGEMENT

• Logging Opportunities

• Pipeline Report• Forecasting

ACTIVITY MANAGEMENT • Calendar• To-do’s• Notes• Emails

• Activity History

CONTACT MANAGEMENT

• Company Details• Contact Details

• Key segmentation• 1 place for everything

“CRM” has all 3 components

Software Options

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One Integrated Business

Software (finance, operations, sales,

marketing, etc…)

CRM Software (stand alone)

OnlineIn-house, installed

OR

NOTE: You can connect your CRM to your Financial Software via “Bridging Software” (either included or an add-on)

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6 Keys to a successful CRM Implementation

1. Determine what you want CRM for

2. Select the right software

3. Establish a Sales process & customize

4. Set compliance expectation

5. Train – initial & ongoing

6. If you are a leader, be a user!!!

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Management by ObjectivesThe Problem:• Today, many Sales Managers measure results only – not

the “journey”. • Sales Management is 1 part “Sales Resource” & 1 part

“Leadership/Developer”. Many Sales Managers focus on being a “Sales Resource” only.

• Threats, fear & loss of money don’t teach skill• Even the best need a coach… sales is no different

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Management by ObjectivesThe Solution:• Set monthly/quarterly objectives with each rep• Specific; Measurable; Attainable; Realistic & Timely• Focus on the “journey” – not only the results• Celebrate small victories to build confidence & trust• Set qualitative & quantitative objectives such as:

Quantitative Qualitative

SalesNew prospects

Order SizeMarket Penetration

Close RatioCorporate ComplianceIndustry/territory focus

Coaching Others

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Conclusion• No matter what the economic situation is, you ARE IN CONTROL!• Now is the time to re-think how you sell.• Hiring the right sales people to do everything is hard to duplicate – divide

and conquer. • Create a sales organization with clear objectives, structure, tools &

resources• Utilize technology to create a transparent communication flow.• Being a small company is not a hurdle

If you don’t know “how”, get help!! It will save you time, energy & increase your results.

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Darren RabiePresident

Focus Americadrabie@focus-america.com

416-489-7937