Example Sales Run Book
Upcoming SlideShare
Loading in...5
×
 

Example Sales Run Book

on

  • 1,168 views

Like any functional department, sales & marketing can benefit from the clarity that is provided by a simple run book, which defines the rules & responsibilities as well as the strategically aligned ...

Like any functional department, sales & marketing can benefit from the clarity that is provided by a simple run book, which defines the rules & responsibilities as well as the strategically aligned operational goals of everyone in the group.

This is an RFC: I’d like to hear about any best practices out there that may not be reflected in this deck.

Statistics

Views

Total Views
1,168
Views on SlideShare
1,163
Embed Views
5

Actions

Likes
3
Downloads
35
Comments
0

3 Embeds 5

http://codesushi.soup.io 3
http://www.docseek.net 1
http://www.linkedin.com 1

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

CC Attribution License

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment
  • ----- Meeting Notes (21/12/11 16:46) ----- Consolidation of internal resources. Filling up of key positions. Plan for FY 12 is in revenue development

Example Sales Run Book Example Sales Run Book Presentation Transcript

  • EXAMPLE SALES RUN BOOK Selena Sol presents….. selena@selenasol.com http://www.linkedin.com/pub/eric-tachibana/0/33/b53 http://www.slideshare.net/selenasol more templates for start-ups
  • Like any functional department, sales & marketing can benefit from the clarity that is provided by a simple run book, which defines the rules & responsibilities as well as the strategically aligned operational goals of everyone in the group. The run book should be supported by regular reporting metrics that allow management to monitor progress against plan. As with all Run Books, you would need to tailor the content for your own context. The key is, don’t be ad-hoc in your approach to any business function. Be deliberate. Intuition, experience, and flexibility are great, but they should be leveraged after you’ve put in place a solid infrastructure to get maximum results. This is an RFC: I’d like to hear about any best practices out there that may not be reflected in this deck.
  • we are we will we serve we deliver we differentiate a banking security consultancy be the region’s leading catalyst for transforming next- generation security innovations into great solutions with global impact customers who: •are large or multi-national, but with head office in SGP or Hong Kong •already appreciate the value in investing in premium security •focus on investment banking or corporate treasury co-created security solutions that: •drive business strategies •delight end-customers •deliver sustainable ROI •exceed expectations of regulators by leveraging our consulting toolkit and innovation process that allows us to deliver high quality, repeatable engagements and our operationalized internal cultural program that allows us to attract and sustainably engage world-class intrapreneurs, entrepreneurs, & thought leaders FIRM STRATEGY 101 FOR SALES EXECUTIVES – POSITIONING & MESSAGING PRIMER
  • STRATEGIC INTENT – SALES & MARKETING GROUP 2012 STRATEGIC INTENT - SALES VISION Start-up a professional sales and marketing function that can scale revenue by 3 in a sustainable and brand-aligned way MISSION •Deploy formal sales & marketing infrastructure •Reposition (and re-price) as a premier provider with Channel Partners & end-customers •Handover sales activities from Founders and Consulting Team to sales team VALUES Aligned, Partnering, Innovative TACTICAL GOALS TO SUPPORT INTENT •Complete rebranding exercise (including internal and external comms & collateral) •Handover sales ownership/leadership to XYZ •Develop and implement Channel Mgmt plan •Deploy CRM system to manage sales •Put in place management reporting for sales •Help plan for required growth in man power capacity 2013 STRATEGIC INTENT - SALES VISION Operationalize sales and marketing function that can sustainably scale revenue. MISSION •Reduce reliance on the Founders, XYZ team, and specific individuals •Handover sales management & strategy function to XYZ •Support execution of franchise model. •Staff up VALUES Trusted, Partnering, Energetic TACTICAL GOALS TO SUPPORT INTENT •Handover functional leadership & management to XYZ •Implement sales team management disciplines to support larger team •Complete formal documentation / knowledge base to support pre-sales activities •Create separate groups specialized for hunting vs. gathering revenue •Develop franchise plan WHERE WE WANT TO GO HOW WE GET THERE OUR COMPASS WINS WE MUST DELIVER FIRM VISION: be the region’s leading catalyst for transforming next-generation security innovations into great solutions with global impact
  • MARKETING SALES CHANNEL MANAGEMENT SALES MANAGEMENT MISSION Define and champion our premium brand, unique value proposition, and specific market positioning. BE KNOWN. ACTIVITY LEAD Jack Welsh CORE ACTIVITIES •Brand definition & communication •Product/Project pricing •Communications & advertising •Business development MISSION Sustainably grow revenue from new & existing accounts by 3 in 2012, while simultaneously improving margin per project and selling projects we can actually deliver. GROW THE BUSINESS. ACTIVITY LEAD Bill Gates CORE ACTIVITIES •Lead generation •Lead qualification •Managing proposals/bids •Negotiate terms MISSION Support revenue growth through positioning-aligned partnerships with digital agencies, system integrators, and government players. WIN-WIN PARTNERSHIP. ACTIVITY LEAD Bob the Frog CORE ACTIVITIES •Partner selection •Partner training •Integrated sales mgmt and pitching •Ownership of terms of engagement MISSION Ensure that the sales team works efficiently and partners effectively with other internal groups, customers, channel partners, and mgmt/board to deliver sustainable growth. SUSTAINABLE SALES. ACTIVITY LEAD Selena Sol CORE ACTIVITIES •Sales force automation (CRM) •Management reporting •Sales Team sourcing, training, and operational management •Support invoicing and collections 2012 STRATEGIC PLAN
  • CUSTOMER POSITIONING STATEMENT Our customers can be large or small, serve clients anywhere around the globe, and can be young or mature. However, because of our market positioning, an “ideal” customer will have the following characteristics, which make us attractive as a business partner: •Already appreciate the value of investing in premium security solutions •They should be positioned as premium brands themselves, and prioritize protecting and extending those brands •The product we’re building with them should be a strategic investment for them, not a campaign they’ll throw away in 3 months. •As a result of the above characteristics, they will not be price sensitive
  • MARKET POSITIONING Differentiation Point 2012 2016 US US Competitor A Competitor C Competitor B Competitor D Competitor E Differentiation Point Differentiation Point Differentiation Point
  • PRICING Removed from Deck
  • CHANNEL / DISTRIBUTION PLAN CHANNEL PARTNERS PARTNER STATE IMPORT CHANNEL PLAN (ACTION ITEMS) Partner 1 Partner 2 Partner 5 Partner 6 Partner 7 Partner 8 DELIVERY PARTNERS PARTNER STATE IMPORT PLAN (ACTION ITEMS) Partner 1 Partner 2 CHANNEL PARTNER POSITIONING STATEMENT We have a very small internal sales team and, as such, Channel Partners, and the selection and cultivation of the right Channel Partners, are critical to the success of the firm. Selecting the right Channel Partners requires identifying Channel candidates where there is a clear win-win synergy between firms, where both firms target the same group of customers, and where competitive pressures are minimal.
  • PIPELINE Click here to access Pipeline (hyperlink removed)