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February 22, 2019 Power of the Sales Playbook: Build a High-Performance Sales Team Colleen Stanley, President of SalesLeadership, Inc.
February 22, 2019
Power of the Sales Playbook: Build a High-Performance Sales TeamColleen 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
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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
12
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
17
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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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?
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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!
