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Cbe 2015

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Building the Sales Effort
Whether One Person or a Team

Bob Brown

DS4: Building the Sales Effort – Whether One Sales Person, or a Team! Thursday May 7, 8:30 - 9:45

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Cbe 2015

  1. 1. Bob Brown President, Sales Systems Development, Inc. Beverage Industry Sales Organization Development Consulting Building the Sales Effort Whether One Person or a Team
  2. 2. Building the Sales Effort 1. When to Add a Sales Person and How 2. Structuring the Sales Function 3. Managing the Sales Person or Team Focus areas…
  3. 3. 1. Poor hiring 2. Not providing structure 3. Lack of direction 4. Weak expense control 5. Too much coverage area 6. Inadequate training
  4. 4. When to Hire – Considerations… First, Build People into the Business Plan  On-site to On and Off-premise Sales  Self–distribution to Wholesaler Network  Volume Levels Limits Reached  Expansion – New Markets, States Cash Flow
  5. 5. Who to Hire?
  6. 6. Who to Hire?
  7. 7. Have a Process
  8. 8. Keys to Good Hires – start with #1
  9. 9. Job Description Five Major Job Functions 1. Planning 2. Selling 3. Merchandising 4. Customer Service 5. Communication-Administration
  10. 10. Keys to Good Hires 1. Job Description 2. Sales Rep Job Spec’s…  Knowledge & Skills  Experience  Personal Traits
  11. 11. Selection Process
  12. 12. Keys to Good Hires 1. Job Description 2. Specifications – K&S, Experience, Personal Traits 3. Use Range of Recruiting Resources 4. Multiple Interview Process 5. Background Checks
  13. 13. Building the Sales Effort 1. When to Add a Sales Person and How 2.Structuring the Sales Function Considerations… Focus areas…
  14. 14. Structuring the Sales Effort Considerations… 1. Geography 2. Distributors & Accounts 3. Sales Tools 4. Sales Support
  15. 15. Geography  Take Full Advantage of “LOCAL”  First – “narrow & deep”  Flow Outward from Strength  “Brands are Built On-premise”  ID & Target Events for Visibility
  16. 16. Distributors and Accounts 1. Prioritize Distributors  Target logical channels  Identify “Value Added” distributor sales people
  17. 17. Distributors and Accounts 1. Prioritize Distributors 2. Classify Off-premise by Volume Potential  Off-premise ‘A,B,C’ or ‘HT, MT, LT, LTM  Classify On-premise by Volume and/or Image 3. Establish Coverage & Frequency Guidelines 4. “Quality” Coverage vs. “Quantity”
  18. 18. Support – 4 Key Areas 1. Information 2. Pricing 3. Sales Tools 4. Production and Shipping
  19. 19. Support – 4 Key Areas 1. Information  Sales person performance  Team performance  Account performance
  20. 20. Support 2. Price Structures – consider…  Know “competitive set”  Quantity Discount (QD) levels  Margin requirement  Wholesale  Retail  Everyday  Feature  Back out to target retail
  21. 21. Support 1. Information 2. Price Structures 3. Sales Tools  Incentives  Sell sheets  P.O.S.
  22. 22. Support 1. Information – sales person, team and account performance 2. Price Structures 3. Sales Tools 4. Customer Service – order processing, etc. 5. Production and Shipping
  23. 23. Building the Sales Effort 1. When to Add a Sales Person and How 2. Structuring the Sales Function 3. Managing the Sales Person or Team Focus areas…
  24. 24. Managing the Sales Person or Team 1. Distributor Management Processes 2. Account Management Guidelines 3. People Management Processes
  25. 25. 1. Distributor Management Processes  Collaborative Annual Business Plan  Be Prepared, Relevant, Realistic Annual Plan  Sales/Marketing Plan, not a Production Plan  Have a defined format & process
  26. 26. Annual Plans — the Process 4. Opportunities 3. Investment/Changes 2. Trends 1. Base Volume by Brand Know Where the Business is Coming From
  27. 27. 1. Distributor Management Processes  Collaborative Annual Business Plan  Monthly or Quarterly Distributor Business Reviews  Agenda sent in advance  Results vs. Plan goals YTD  Progress on programs in progress  Market Conditions  Plan future programs/focus periods  “Housekeeping” – inventories, AR’s, P.O.S., Events, etc.
  28. 28. 1. Distributor Management Processes  Collaborative Annual Business Plan  Monthly or Quarterly Distributor Business Reviews  Target # of Distributor Programs/Focus Periods  Periodic Market/Account Surveys  Sales Meeting Participation Frequency  Distributor Sales Rep and Manager Work-with’s  Event Participation
  29. 29. 2. Account Management Processes  Account Profiles  Identify “Core” Accounts – maintain list  # of New and Target Accounts Identified  Distribution  Display Standards  Shelf/Cooler Merchandising Guidelines
  30. 30. 3. People Management Processes  Weekly Phone Call, or Meeting, with Set Agenda  Sales Results for Week – # calls, volume, distribution, displays, etc.  Key Successes  Distributor or Account Issues  Goals for upcoming week  “Housekeeping” – pricing, shipping, P.O.S., etc.
  31. 31. 3. People Management Processes  Monthly Meeting – team & one-on-one  New Hire “On-boarding”  Periodically working with each sales person  Providing coaching and performance feedback  On-going training and development  Performance evaluation  Weekly Phone Call, or Meeting, with Set Agenda
  32. 32. Building the Sales Effort – One Person or a Team 1. When to Add a Sales Person and How 2. Structuring the Sales Function 3. Managing a Sales Person or Team Summary
  33. 33. Bob Brown

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