February 22, 2019

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

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Systematize the Sales Department

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�Sales Structure

�Hiring and Selection

�Lead Generation Process

�Sales Process

�Sales EQ and IQ

0

1

2

3

4

5

6

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Sales Infrastructure

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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

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“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 theSales Force

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Sales Management – Who do you need?

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• 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

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Types of Sales Assignments

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� 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

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Business Development

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New Customers

Proposals/Quotes

Opportunities

Hot LeadsSpecific –eliminate the word some

Measureable –goal against actual

Tracked for ROI –track, change, improve

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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?

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Sales Activity Plan

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Sales activity plan

marketing

team

success innovationstrategy

performance acti

viti

es

opportunities

goals

ideas

market

competitorsplan

work

analysis

Leading Indicators Lagging Indicators#___________

Outbound/CC/Email/LinkedIn

#_____________ New leads created – 1st

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/mos4/mos

4/mos

4/mos

5/wk

2/mos

2/mos

125/wk

Skills

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Manufacturing CFOs

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“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.

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Furniture Distributor

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“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.”

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Sales Management Activity Plan

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# _____ Recruiting calls/interviews

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

# _____Debriefing calls

# _____Training and Development meetings

SALES PLAYBOOK

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LIKEABILITY

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Task

MitigatesRisk

Risk Takers

People

CautiousThinker

SteadyRelator

Driver

InfluencerEmotion

Management

Empathy

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

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EMPACT Questions – “Overtime”

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• 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

EconomicBuyer

UserBuyer

InfluencerBuyer

PowerBuyer

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

ProblemSolving

WillingAble

EmotionManagement

Assertiveness

Customers change suppliers because…

68% A workersindifference

3333

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Colleen Stanley

SalesLeadershipDevelopment.com

877-541-4604

@eiselling

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February 22, 2019

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

Thank You!