Motivate Your Average Sales Producers from Good to Great_good_to_great_bisa.pdf · Sales Leader...
Transcript of Motivate Your Average Sales Producers from Good to Great_good_to_great_bisa.pdf · Sales Leader...
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Tony Cole, President & CEO
©ACTGLLC 2010
Motivate Your Average Sales Producers from Good to Great
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Suppose? Sales Function Current Improvement Result
Attempts 5000 10% 5500
Contacts 500 0% 550
Appointments 250 10% 302
Opportunities 125 10% 166
Presentations 100 0% 132.8
Closed 50 0% 66.4
Average $$$ 20,000 10% 22,000
NB Sales 1,000,000 1,460,800
# of Reps (Core) 6 6
Impact 6,000,000 46% 8,764,800
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What is The Variability Costing You?
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Today’s Focus
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• Knows what motivates people
• Has a strong self image • Gives
recognition • Does not accept
mediocrity
The Motivator
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Personal Goal Setting Health Financial
Family Community
Spiritual Emotional / mental
Things you want to do Things you want to have
Places you want to go What you want to be
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Lofty Goals – Is This You?
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DISCIPLINE OF MARKET LEADERS
• “There is only one leader.” Phil Knight, Nike • 3-Steps:
Choose Your Customers Narrow Your Focus Dominate Your Markets
From Good to Great
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1. CHOOSE YOUR CUSTOMERS
Clients - Top 20% • 80/20
Clients – Top 5% • 50/5
Increase your revenue by 50% • Bring on 5% more clients like your top 5%
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2. NARROW YOUR FOCUS
• Cannot be all things to all people • Stand for something, or you will fall for anything • What are your 3 most important moneymaking
activities? • 10 Most Wanted List • What are they? • Who owns it?
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Extraordinary Experience
Exc
eed
Exp
ecta
tions
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Creating the ‘Advocate’
3. DOMINATE YOUR MARKET
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Inspect what you expect
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3 Stages of Coaching Success
Consistent Execution
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Analyzing the Huddle Data Activity for _________ Running total – 4 weeks
Target Actual Percentage Completed
Contacts 25 25 100%
Appointments / calls 5 4 80%
Opportunities identified 3 1 33%
Presentations to closes made 2 3 150%
Closed business 1 1 100%
Revenue generated 50,000 45,000 90%
Accepted referrals 5 5 100%
IM and T or XSell opportunity
2 4 200%
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Waldo?
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Whe
re’s
(Stay out of way) (Heading for slump)
(Data or performance issue) (Why are they still here?)
Effort Lack of Effort
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Coaching from Huddles
When there is a variance in actual activity compared to goal When there is a variance in actual results compared to goal When there is a lack of participation
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The Coaching Discussion: I see… We need to discuss… My office coaching hours are… Schedule 15 minutes Be prepared to discuss…
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The Conversation: Lack of Effort
• Sales Leader with RM: • Let’s review the extraordinary
goals that you established. Something must have changed. Your efforts are inconsistent with what you laid out in your success formula. I am concerned. What has changed?
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The Conversation: Lack of Execution
• Sales Leader with RM: • Based on the huddle data,
something is not matching up. Either the success formula you established is wrong, you are giving me false data or you are not very effective executing the sales system. Which one is it?
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Are You A Hostage?
Identifying questions Those holding you hostage
Who is on the team that doesn’t perform today?
Why are they there? Lack of effort or lack of execution?
What would you do if… you didn’t have to worry about HR? Why are they failing? Did you hire them this way or did you make them this way?
What are you doing that isn’t helping?
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What Results Would You Hire if You Could? Identify the results you want: Exceed goals by 25% consistently Top 10% of peer group Develop others that are top 10% of peer group Have consistently generated $250,000 of personal revenue Dominates the marketplace – has the premier accounts in my market
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Participant Networking Current Employees
Former Employees Providers Leads Generated
Moe 1 0 0 2 2
Larry 2 0 0 1 1
Curley 3 0 0 0 1
Shemp 0 2 2 0 2
Total 6 2 2 3 6
Recruiting Activity and Pipeline
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THE WRAP UP BEW Good to Great ©ACTGLLC 2010
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[email protected] mailto:mark@anthonycoletrainin
g.com
877-635-5371
Thank You! [email protected]
Call Me
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These printed materials were developed exclusively for the use of ACTG and shall remain the sole and exclusive proprietary materials of ACTG. Permission to use, redistribute or otherwise publish these materials must be attained in writing from ACTG.
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