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Transcript of Power of the Sales Playbook: Build a High-Performance ... · PDF file Executive Vice President...

  • February 22, 2019

    Power of the Sales Playbook: Build a High-Performance Sales Team Colleen Stanley, President of SalesLeadership, Inc.

  • 2

    Systematize the Sales Department

    2

    �Sales Structure

    �Hiring and Selection

    �Lead Generation Process

    �Sales Process

    �Sales EQ and IQ

    0

    1

    2

    3

    4

    5

    6

  • 33

    Sales Infrastructure

  • 55

    BDR/SDR Account Executive Account

    Management

    Inbound

    Outbound

  • Get the right people on the bus and in the right seats.

    -Jim Collins

  • Self-Regard

    Delayed Gratification

    Self- Actualization

    Self- Awareness

  • Business Development

    Size of “Deal”

    Branding

    Level of Contact

  • 99

    “Every world-class sales force I’ve worked with puts great emphasis on coaching. They don’t just give lip service to coaching; they create systems and processes to make coaching happen. The best way to improve sales results is to make effective coaching happen.”

    Neil Rackham, Author of Rethinking the Sales Force

  • 10

    Sales Management – Who do you need?

    10

    • Setting Strategy

    • Developing Channels

    • Major Account Sales and Relationships

    • Manages Sales Managers

    Executive Vice President

    • Hiring and Selecting

    • On-boarding

    • Training

    • Coaching

    • Documenting Scripts

    • Running Sales Meetings

    Coach/Trainer

  • 12

    Types of Sales Assignments

    12

    � Geographic – States, zip codes, regions

    � Vertical / Industry

    � Size – NAM, TAM

    Someone must own every account.

  • ONE SIZE FITS ALL SALES QUOTAS

  • Prospects – 1M Customers - $750K

    A

    B

    C

    A

    B

    C

  • Prospects – 5M Customers - $750K

    A

    B

    C

    A

    B

    C

  • SALES PLAYBOOK

  • 17

    Business Development

    17

    New Customers

    Proposals/Quotes

    Opportunities

    Hot LeadsSpecific – eliminate the word some

    Measureable – goal against actual

    Tracked for ROI – track, change, improve

  • 1818

  • 1919

    DEMOGRAPHICS PSYCHOGRAPHICS • # of locations/offices

    • Niche/Industry

    • Size of company

    • No RFP/Negotiated Work

    • Current/Future opportunity

    •# of employees/Revenue

    •Transactional vs. value

    • Philosophy – partnership

    • Relationships / expertise

    • In-house or outsource

    • Shortcuts or do-it-yourself

    •Learning/progressive

    WHO is your ideal client?

  • 2020

    WHO is your ideal client? DEMOGRAPHICS PSYCHOGRAPHICS

    • 50 “heads in beds” • 1M and up in total portfolio • No affordable housing • Quality of holdings – A, B • Long term holds

    Qualifying Questions:

    1. What type of properties do you play in?

    2. Are these long term holds or short term?

    3. Tell me about your typical renters.

    4. Can you explain your annual budgeting

    process to me?

    • Value and pay for outside advice

    • Relationships

    • Match on culture

    Qualifying Questions:

    1. Tell me about your work with outside

    consultants. And how long have you

    worked with them?

    2. With unemployment so low, what are

    you doing to retain good employees?

  • 21

    Sales Activity Plan

    21

    Sales activity plan

    marketing

    team

    success innovation strategy

    performance a ct

    iv it

    ie s

    opportunities

    goals

    ideas

    market

    competitors plan

    work

    analysis

  • Leading Indicators Lagging Indicators #___________

    Outbound/CC/Email/ LinkedIn

    #_____________ New leads created – 1 st

    exploratory call

    #___________ Speaking Engagements #_____________ New opportunities created –‘sales conversation’

    #___________ Networking / Associations #_____________ Proposals

    #___________ Referrals – ASK client

    #_____________ New opportunities converted to closed business

    = $____________________

    #___________ Referrals – GIVE partners

    #___________ Account Mgt. Review

    #___________ Account Mgt. Sell LOB

    Sales Activity Plan - HOW Filling the Pipeline: Key Performance Metrics

    3@$50K

    6

    16/mos

    36/mos

    $150K/mos 4/mos

    4/mos

    4/mos

    5/wk

    2/mos

    2/mos

    125/wk

    Skills

  • 23

    Manufacturing CFOs

    23

    “We typically work with CFOs that are concerned about a couple of issues:

    • Tired of poor data which is resulting in paying too much overtime.

    • Trouble managing labor cost because of the high churn that often occurs in manufacturing.

    • Not enough staff on-site so missing production deadlines.

  • 24

    Furniture Distributor

    24

    “We typically work with companies that are concerned about a couple of issues…”

    Small Office: “Tired of the limited, generic, off-the-shelf options. Office looks like a hodge podge of mismatched furniture which creates a bad first impression.”

    Professional Service Prospects: “Worried about the image being portrayed to prospects and customers. The office is full of outdated or mismatched office furniture.”

    Current Business Environment: “Need a workspace that invites collaboration and innovation. Current space is too stodgy---having trouble attracting millennials.”

  • 25

    Sales Management Activity Plan

    25

    # _____ Recruiting calls/interviews

    # _____ Ride-a-longs – (Marketing Dept.) # _____Pre-call planning

    # _____Debriefing calls

    # _____Training and Development meetings

  • SALES PLAYBOOK

  • 27

    LIKEABILITY

    27

    Task

    Mitigates Risk

    Risk Takers

    People

    Cautious Thinker

    Steady Relator

    Driver

    Influencer Emotion

    Management

    Empathy

  • 2828

    • Quality • Customer Service • Response time • Overtime • Inventory

  • 29

    EMPACT Questions – “Overtime”

    29

    • Is it budgeted overtime or unbudgeted overtime? q If not budgeted, where are the dollars coming from?

    • Is the team excited about the overtime or getting burned out? (If the answer is burned out, probe further.)

    • Tell me how your managers are dealing with this turnover?

    • What’s your experience in finding qualified staff in this low unemployment environment?

  • Organization

    Economic Buyer

    User Buyer

    Influencer Buyer

    Power Buyer

    DISC DISC DISC DISC

    Pain/Story Pain/Story Pain/Story Pain/Story

    Value Proposition

    Value Proposition Value Proposition

    Value Proposition

    What is this person’s biggest pain?

    What is this person’s biggest pain?

    What is this person’s biggest pain?

    What is this person’s biggest pain?

    Delayed Gratification

    Problem Solving

  • Willing Able

    Emotion Management

    Assertiveness

  • Customers change suppliers because…

    68% A workers indifference

  • 3333

  • 34

    Colleen Stanley

    SalesLeadershipDevelopment.com

    877-541-4604

    @eiselling

    34

  • February 22, 2019

    Power of the Sales Playbook: Build a High-Performance Sales Team Colleen Stanley, President of SalesLeadership, Inc.

    Thank You!