Alan Hurd   Strategic 100 Day Action Plan Example
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Alan Hurd Strategic 100 Day Action Plan Example

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Alan Hurd Strategic 100 Day Action Plan

Alan Hurd Strategic 100 Day Action Plan

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Alan Hurd Strategic 100 Day Action Plan Example Document Transcript

  • 1. Strategic 100 Day Action Plan Alan Hurd August 3rd, 2009 Objective: Build and execute core sales strategies, training, processes, and fundamentals to ensure increased sales and revenue. Assist with the collection and reaction of competitive intelligence and the generation of creative ideation to increase market share. Executive Summary: Director of Sales with extensive experience leading sales teams, clients and partners that consistently exceed goals and achieve record market share and penetration. History for proactively identifying and analyzing the business environment to discover differential sales advantages that can be leveraged to the team’s benefit. Visionary and driven team leader with strong work ethic and commitment to attracting and retaining top talent. Sales coach that focuses on recognizing and leveraging individual contributor’s strengths. Hosts quantifiable records of financial achievement and specializes in sales negotiation, sales training, career coaching, and creating profitable alliances. 100 Day Overview: Countdown Period DAY ONE 45 Days 100 Days Initial Action Items: • Define opportunity areas for cold calling, conversions, sales training, accountability, expanded target markets and activity management. • Lay a foundation for the deeper changes needed to support sustained improvement in the organization’s performance. Identify the sources of potential energy that are latent within the organization — in the people, technologies, products, systems, and structures. • Perform SWOT Analysis on People, Processes and Profit: Strengths, Weaknesses, Opportunities and Threats. • Determine how to Engage and Motivate the Culture. 1 Alan Hurd 678-462-6000 Alan@AlanHurd.com
  • 2. Countdown Period: (time before first day on the job) • Meet with Vice President and Discuss Current Challenges and Top Priorities • Determine Which Key Constituents to Meet and What Questions to Ask on Day One and During First Week • Gather Presentations, Data and Statistics on the Current Organization’s Productivity, Processes and Strategies • Perform SWOT Analysis on People, Processes and Profits • Prepare First Team Meeting Agenda • Study Company Background, Competition and the State of the Business • Request an Organizational Chart and Contact List • Fine Tune First 100 Day Action Plan • Request Day 1 Dinner with the Sales Team Day 1 • Meeting with Vice President:  Ensure Understanding of Key Goals, Challenges, and Opportunities  Define Immediate Gap Management Actions Where Needed  Expand SWOT Analysis: People, Processes and Profits  Define CEO Expectations and the Company’s Need Behind the Need  Define Budget for Recognition and Rewards  Discuss Market Share Opportunities:  Rep Productivity  Budgeted Headcount  Increased Awareness and Exposure  Google Campaign Ideation  New Target Market Opportunities  Increase Warm Leads  Organic Rankings • Team Meeting and Introductions • Map 1, 3, 6 Month Key Deliverables 2 Alan Hurd 678-462-6000 Alan@AlanHurd.com
  • 3. • Begin High Level Critical Path • Dinner with Team Week 1 • Ensure Understanding of CEO’s Vision and Objectives • Formulate a Vision and Begin Communication • Build Activity Management Plan, Sales Strategy and Critical Path • Continue to Build Loyalty, Trust and Commitment • Begin Identifying Each Sales Team Member’s Proficiencies and Areas of Opportunity • Formulate a Recognition and Reward Strategy • Identify an Early Team Win to Build Team Confidence in Conjunction with Setting Expectations and Accountability Measures • Meetings with Team Members and Cross Functional Department Heads:  Identify Responsibilities, Goals and Needs  Identify Current Challenges  What are the most important aspects of the company we should preserve and why?  What are the top three aspects we may need to change and why?  What do you most hope I achieve?  What are you most concerned I might do? 30 Days • Meeting with Vice President:  Review Key Company Goals, Challenges and Opportunities  Evaluate Vision, Buy-in and Effectiveness  Review Critical Path Strategy  Realign First 100 Day Action Plan and 1, 3, 6 Month Key Deliverables  Discuss Market Share Opportunities • Thoroughly Evaluate Individual Prospecting Efforts and Activities – Coach and Develop • Create Additional Sales Training, Role Plays and Share Best Practices • Determine ROI and Value Adds for Our Clients • Implement Activity Management Plan, Telemarketing Script and Follow Up Script • Drive Team Expectations and Accountability Measures 3 Alan Hurd 678-462-6000 Alan@AlanHurd.com
  • 4. • Continue SWOT Analysis of People, Processes and Profit • Introduce External Resources and Training: Stephen Schiffman • Establish a Winning and “Driving” Sales Culture • Formulate a Top Rep Profile for Attracting and Retaining Top Talent • Propose any needed Sales Compensation Changes as Needed to Drive Performance • Conduct Competitive Analysis and Provide Feedback 60 Days • Meeting with Vice President:  Review Key Company Goals, Challenges and Opportunities  Identify What is Working and Changing Behavior  Evaluate Critical Path Strategies  Review and Realign 1, 3, 6 Month Key Deliverables  Discuss Individual Contributors and Performance Plans  Identify My Work Strengths and Areas of Opportunity  Discuss Market Share Opportunities • Celebrate Successes of Individuals and the Team with Recognition Programs • Evaluate Strategies from SWOT Analysis of People, Processes and Profit • Ensure Team Expectations are Upheld • Review Accountability and Performance Improvement Measures • Evaluate Coaching and Development Plans Impact on Rep Performance • Continue to Execute a Plan for a Winning and Driving Sales Culture • Communicate Key Milestones to Drive Performance • Continue to Build and Exercise Loyalty, Trust and Commitment 100 Days • Meeting with Vice President:  Review Key Company Goals, Challenges and Opportunities  Evaluate Key Deliverables  Discuss Individual Contributors and Performance Plans  Reformulate 1,3,6 Month key Deliverables and Objectives  Discuss Market Share Opportunities • Redefine Critical Path Strategy for Next 3 and 6 Months • Evaluate Coaching and Development Plans and Rep Performance • Identify Potential Barriers to Sales Goals and Objectives – Build Action Plan 4 Alan Hurd 678-462-6000 Alan@AlanHurd.com
  • 5. • Celebrate Successes and Build Action Plan for Opportunity Areas • Evaluate Target Market and Competition to Assess Needed Changes within Processes and Sales Strategies • Assess Plan for Winning and Driving Sales Culture • Perform Checks and Balances for Loyalty, Trust and Commitment • Evaluate Strategies from SWOT Analysis of People, Processes and Profit 5 Alan Hurd 678-462-6000 Alan@AlanHurd.com