the key to unlocking sales performance 2621

8/9/2019 The Key to Unlocking Sales Performance 2621

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The Key to Unlocking

Sales Performance4 Steps To Achieving Sales

Accountability & Getting the Best

From Your Sales TeamPresented by Ann Bueler

Co-President

Woodard Cleaning & Restoration Services

April 22, 2010


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The Ability to Measure Performance & Hold

a Sales Team Accountable

Starts with 3 Essential Elements:

j Vision: The act or power of seeing

j Strategy: Careful plan or methodthe art of devising

or employing plans or stratagems toward a goalj Goal: The end toward which effort is directed

Elements of a Great Goal:

Specific, Measurable, Attainable,Relevant,

Track-able, Stretching, & Time-bound


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STEP # 1

Develop a Definable Vision, Strategies & Goals

ThenCommunicate * Communicate * Communicatej 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 Recognition as Employer of

Choice. Achieve Operational & Sales Excellence.

If you dont know where youre going, you

might wind up someplace else!Yogi Berra


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STEP # 1


ThenCommunicate * 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 ofaccounts.

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

*Residential

Service/Product Lines

Marketing

Operations

Customer Service

I/T

Accounting

Etc.


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STEP # 1


ThenCommunicate * Communicate * Communicate2010 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


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STEP # 2

Establish 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


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STEP # 2


Leads You To Your Vision!

How We Are

Structured:

* Integrated & cross

trained sales force

* Account-based sales

approach

* Book of Businessmanagement

* Industry alignment

within 13 verticals

Opportunities:

* Broader/deeper sales coverage

* Identify bigger opportunities* Better industry penetration

* Ability to own the account

* Faster growth


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STEP # 2



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


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STEP # 2



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)

1576House Account Clients & Prospects

(assigned to a stay-in-touch program managed by Marketing)

HOW WILL YOUR SALES STRUCTURE

LEAD YOU TO YOUR VISION?


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STEP # 3

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 Business Plan

& Present to the Management Team

Ability to Develop Quarterly Business Plan Updates

& Present to the Management Team


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STEP # 3


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,H

ealthcare, Insurance,Construction, etc.)


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STEP # 3


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


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STEP # 3


Selling ProcessWe Create Plans with Goals

We start the year with an assigned

Book of Business Or BusinessPortfolio for each sales account

manager which includes existing

Maintenance cleaning accounts;

Non-maintenance cleaningaccounts; Restoration accounts

& Prospects


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STEP # 3


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 todays 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


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STEP # 3


Selling ProcessAccount Planning

WOODARD ACCOUNT PLAN WORKSHEET

GENERAL ACCOUNT INFORMATION

FINANCIALS:

$ VOLUME TOTAL

$ VOLUME THROUGH PROGRAMS

$ VOLUME W/O CONSTRUCTION

OTH

ER?BUSINESS DESCRIPTION:

BUSINESS STATUS:

GROWING STAGNANT DECLINING

BUSINESS MIX:


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STEP # 3


Selling Process

Account Planning


BUSINESS GOALS:

% THE ACCOUNTHAS CAPTURED OFTHEIR MARKET POTENTIAL:

ORGANIZATION CHART

& IDENTIFICATION OF PERSONNEL:

HOT BUTTONS:

BUYING PHILOSOPHY:

INDUSTRY TRENDS EFFECTING ACCOUNT:


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STEP # 3




ACCOUNTS COMPETITORS:ACCOUNTS DIFFERENTIATORS:

S.W.O.T ANALYSIS OF ACCOUNT W/IN

THEIR MARKET PLACE

ACCOUNTS STRENGTHS:

ACCOUNTS WEAKNESSES:

ACCOUNTS OPPORTUNITIES:

THREATS TO ACCOUNT:


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STEP # 3


Selling Process

Account Planning

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 VENDOR

TH

E PRODUCTS &SERVICES

THE SALES

REPRESENTATIVE

AND/OR PROJECT MGR.



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STEP # 3



DECISION PROCESS / KEY PLAYER PROFILE

DEFINITION / OUTLINE OF DECISION

PROCESS:

KEY PLAYER PROFILE

NAME POSITIONPRIORITIES

CONCERNS

MOTIVATORS

PERCEPTIONS (OF COMPETITION / OF WOODARD)



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STEP # 3



ASSESSMENT OF WOODARDS POSITION

IN THE ACCOUNT

PRODUCTS / 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 PERSONNEL:


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STEP # 3


Selling Process

Account Planning

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:



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STEP # 3



THE ANNUAL ACCOUNT PLAN

GOALS / OBJECTIVES:

(e.g., FINANCIAL, RELATIONSHIP,

PRODUCT/SERVICE EXTENSION,

COMPETITIVE, ETC.)

STRATEGY:

TACTICS:



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STEP # 3


Selling ProcessAccount Plan Property Management Matrix

PROPERTY MANAGEMENT MATRIX

Date: September, 2006

Account Manager: Mary Daniels

Company: 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 Office

BKG

Ventures 1010 Market 169000 e xp 12/08

Brown & James,

Ac cent ure 10 y rs , 10 y rs 51000, 36000

Jennifer

Smith 314-677-6724

211 N.

Lindbergh B Office Bakewell

211 N.

Lindbergh 29750 exp 12/08 Govt. unknown 29750

JenniferSmith 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

Patric k Miller 314-677-6723 10795 W at son B Offic e

Chicago

Deferred

Exchange

Corp 10795 Watson 38487 n/a

Swank Motion

Pictures 5 years 38500

Patrick Miller 314-677-6723

12200 Weber

Hill A Office ADP

12200 Weber

Hill 44827 n/a ADP owned 45000


12250 Weber

Hill A Office Bakewell

12250 Weber

Hill 67393 n/a Liberty Mutual 15 years 19000

Pat ri ck Mil le r 314-677-6723 3401 Rider Trail Industri al

Fortune Earth

Company 3401 Rider Trail 60362 n/a ADT Security 10 years 23000


3701 S

Lindbergh B Office Bakewell

3701 S

Lindbergh 26000 n/a Southwest Bank 10 years 18000


Sunset 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 15000

Paul

Hoette/DanEggleston 314-439-5444

10765 IndianHead Flex Nancy Lurie

10765 IndianHead 40000 n/a

various businessservices 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 83000

Paul

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

Shir ley Rieser 314-677-6723 3741 Mue ller Rd C Flex

Elm 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

101-140

Chesterfield

Business 12300 n/a

Chesterfield

Chamber 10 years 123000


133-157

Chesterfield

Business Pkwy B Flex Grubb & El li s

133-157

Chesterfield

Bus ines s Pk wy 12800 n/ a

Basso, Krupp &

Myers LLC 15 years 12800


165-189Chesterfield

Business Pkwy A Flex Grubb & El li s

165-189Chesterfield

Bus ines s Pk wy 12800 n/ a

Tada Hair Salon,Hedicorp

Contracting 5 years 9800, 3000


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STEP # 3


Selling ProcessAccount Plan Property Management Matrix

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 restoration

BG 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




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STEP # 3


Selling Process

Account Plan Property Management Matrix

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

electrical

Carpet/Restora

tion


plumbers

Carpet/Restora

tion

Roofing

Carpet/Restora

tion

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 researchmust be done


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STEP # 3


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: $ - %


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STEP # 3


Selling ProcessBusiness Planning

BUSINESS PLAN

Book of Business Vision

(Describe the 3-5 year vision you have fordevelopment 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)


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STEP # 3


Selling Process

Business Planning

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


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STEP # 3


Selling Process

Business Planning

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 Related

Industry Segment Related

Marketing RelatedNetworking Related

Competition Related

Etc.


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STEP # 3


Selling Process

Business Planning

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)


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STEP # 3


Selling Process

Business Planning

Training/Professional Development Plan:

(List seminars, reading materials, self-study,

classes, mentoring opportunities, etc. that you planto 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.)


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STEP # 3


Selling Process

Business PlanningKey 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 ratio

Referral rate

Number of Woodard services sold to an accountNumber of new maintenance agreements

Number of new restoration service agreements

Number of new preferred provider programs

Etc.


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STEP # 3


Selling Process

We Execute Quarterly 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:


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STEP # 3


Selling Process

Quarterly 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:


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STEP # 3


Selling Process


MAJOR ACCOUNTS LIST

Account Acct Projected Revenue Status

Plan Y/N as % of Goal of Acct12

3

etc

Total

BUSINESS OVERVIEW:

What Went Well in Q1?

What Did Not Go Well in Q1?


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STEP # 3


Selling Process


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:


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STEP # 3


Selling Process


PLAN FOR REMAINDER OF THE YEAR

TO MAKE GOAL:

Contingency Plan for Anticipated / PossibleLosses or Worst Case Scenario:

Major Challenges / Issues / Obstacles:

Resources / Support Required:

Quarterly Business Review & Planning

Ensures Appropriate Adjustments in the

Appropriate Timeframe to Maximize Success!


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STEP # 3


Selling Process

We 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


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STEP # 3


Selling ProcessPrepare for the Call:

Research: Co-Star; Client Website

Goldmine; Account Files; InternalResources e.g. Customer Service,

Project Management, Operations

Management, etc.

Prepare Questions from The

Question Arsenal; Set Objectives;

Create an Agenda


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STEP # 3


Selling Process

Qualifying The Opportunity:

Execute Against the Sales Call Model

Execute Against the Sales Call Plan


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STEP # 3


Selling Process

Sales Call Plan


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STEP # 3


Selling ProcessSales Call Model


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STEP # 3


Selling ProcessPresent the Solution:

Solutions are the culmination

of a thorough sales process

Present Solutions in the

context of:

Meeting Needs

Solving ProblemsAchieving Goals

A Strong Value Proposition

At a CEC Level

Presentations Demand:

Preparation &PracticePracticePractice


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STEP # 4

Hold the Sales Team Accountable

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


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STEP # 4



Every sales account manager is expected to,

and measured on, their ability to:

Present quarterly business reviews against plan atthe 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 whats happening in their

adopted industry vertical(s) (e.g., trends, changes,

challenges, successes, etc.)


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STEP # 4


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!



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STEP # 4


Measure the Following:

The numbers, by service line, against goaland 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



51/54


Sales PerformanceWhere 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


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Sales PerformanceIn Conclusion

With a client-focused organization that is committed

to planning; the execution of a well-defined marketapproach & 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 goinghow weare going to get therewhats working, what isnt,

and what needs to change to.


54/54


Sales Performance

REACH OUR GOALS

AND ACHIEVE OUR VISION!!

the key to unlocking sales performance 2621

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