This plan is intended to provide an initial roadmap for new sales managers promoted to the position and experienced sales managers starting a new sales management job. This 3-6 months business plan involves conducting thorough assessments of the sales organization's health, developing a compelling vision and strategy, and establishing an effective Sales Management Operating System. By implementing these systematic approaches. The plan will ensure that the team operates efficiently, meets long-term goals, and achieves success in highly competitive sales environment.

1. The New Sales Manager
Jim Zaiter BSc, Dip.Ing. July 31, 2023
An Effective, Systematic Approach
(Initial 3-6 months Business Plan)

2. Disclaimer
This plan is intended to provide an initial roadmap for sales managers
promoted to the position and experienced sales managers starting a
new job. It’s by no means inclusive of everything that they need to do
and execute. Every job, work environment, and its circumstances are
different. Alongside this suggested plan, keen observation, analysis,
and reflection are a must for sound judgment and calculated decisions.
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The New Sales
Manager

3. Target
An appropriate and focused
start-up plan providing a critical
balance between the urgent
needs, day-to-day issues, and
developing an important, long-
term perspective.
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The New Sales
Manager

4. Content
Month 1
 Sales organization
health checks
 Sales training
process
 Productivity
Month 2&3
 Vision
 Strategy
 Communication
Month 3-6
 Sales Operating
System
 Sales Management
Disciplines
 Conclusion
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The New Sales Manager

5. Month 1: Sales Organization Health Checks
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1. Pipeline Check
2. Players (Team) Check
3. Processes Check
4. Outside Environment Check

6. Month 1: Sales Organization Health Checks – Pipeline (1/2)
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1. Evaluate the volume and speed of opportunities moving through the pipeline
2. Analyze conversion rates from one stage of the pipeline to the next
3. Assess the yield of closed sales and the gross dollar amount in the pipeline
4. Ensure the sales process is defined and visible in the pipeline report.
5. Identify issues and concerns related to distribution of open opportunities at
different pipeline stages or by product
The New Sales Manager

7. Month 1: Sales Organization Health Checks – Pipeline (2/2)
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6. Determine if the sales opportunities and closing rate are sufficient to meet
projections and profitability goals
7. Review the conversion rate from the first stage to the last stage of the pipeline
8. Develop strategies to find new opportunities and maintain a safe operating rate
9. Address any issues and concerns related to pending critical deals
10. Evaluate the closing win/loss ratio
The New Sales Manager

8. Month 1: Sales Organization Health Checks – Players
(Team)
The New Sales Manager 8
• Evaluate the focus, energy, routines, and productivity of the sales team
• Compare quantitative data and identify high-performing, average, and struggling
team members
• Assess the physical and mental condition of the team
• Identify obstacles to productivity and new business development and find quick fixes
to build credibility
• Review relationships with internal business partners and address immediate issues
to foster collaboration
• Determine the needs and wants of team members for skill development and support

9. Month 1: Sales Organization Health Checks – Processes
The New Sales Manager 9
1. Sales Process
2. Sales Training Process
3. Productivity Process

10. Month 1: Sales Organization Health Checks – Processes
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Sales Process
• Ensure a common, planned, managed, organized, and
documented sales process that leads to success
• Evaluate different sales models and selling processes, focusing on
creating opportunities, fulfilling demands, and market approach
• Identify sales success drivers such as activity level, effective
probing, and developing customers' needs

11. Month 1: Sales Organization Health Checks – Processes
The New Sales Manager 11
Sales Training Process
• Assess the effectiveness of coaching, mentoring, and
development programs
• Review the training and coaching time/intensity and the modules
for sales skills and processes
• Ensure teaching approaches align with the sales process steps
and critical needs

12. Month 1: Sales Organization Health Checks – Processes
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Productivity Process
• Measure the level of effort required to achieve set targets and
compare it with benchmarks.
• Use appropriate scientific measures to assess productivity, such
as sales/FTE, new opportunities to closed-deal ratio, sales per hour
of selling time, revenue per effective sales month, etc.

13. Month 1: Sales Organization Health Checks Outside
Environment
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• Conduct a SWOT analysis with a focus on the competitive environment and client
relationships
• Analyze industry sales and margins direction
• Assess competitors’ sales strategies and compare them to the company's strategies
• Evaluate gains and losses in product lines, channels, geographies, etc.
• Review the company's relationships with its clients and its ability to fulfill sales orders
and deliver promises
•Identify factors service, quality, and delivery that can affect the company's credibility

14. Month 2 &3 : Vision, Strategy and
Communication
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• Develop a compelling vision of the future for the sales organization that aligns with
the organizational vision and corporate business strategy
• Communicate the vision and strategy to the sales team, ensuring it resonates with
their specific sales operations and individual business approaches
• Define target customers and their needs, value proposition, competitive strategy, and
financial strategy
• Facilitate successful communication by explaining strategic conclusions, supporting
data, and financial issues to the sales team
• Set immediate priorities and create individualized action plans for each team member
to align them with the vision and strategy

15. Month 3-6: Sales Operating Systems (Disciplines)
Discipline 1
Sales Planning
 Sales operating plan
 Territory Plan
 Key Accounts Plan
Discipline 2
Forecasting &
Pipeline Management
 Vision
 Strategy
 Communication
Discipline 3
Coaching/Mentoring
 Sales Operating
System
 Sales Management
Disciplines
 Conclusion
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The New Sales Manager

16. Month 3-6: Disciplines 1 – Sales Planning Action Steps
(1/4)
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• Develop a comprehensive sales plan that aligns sales operations
with organizational goals
• Ask all sales team members to build sales plans based on the
comprehensive sales plan
• Review each plan meticulously and track progress against the
plans quarterly

17. Month 3-6: Disciplines 1 – Sales Operating Plan (1/4)
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• Develop a comprehensive sales plan that aligns sales operations
with organizational goals
• Ask all sales team members to build sales plans based on the
comprehensive sales plan
• Review each plan meticulously and track progress against the
plans quarterly

18. Last year

19. Growth by sector chart
0 1 2 3 4 5 6
Category 1
Category 2
Category 3
Category 4
Series 3 Series 2 Series 1
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Manager
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20. Growth by sector table
Q1 Q2 Q3 Q4
Series 1 4.3 2.5 3.5 4.5
Series 2 2.4 4.4 1.8 2.8
Series 3 2 2 3 5
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Manager
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21. “
Contoso was great to work with. Patrice was my
representative and she anticipated my needs and
worked diligently to fix my issue.
The New Sales
Manager
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22. Our team
Ana
CEO
Larissa
CFO
Roman
CTO
Federico
COO
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Manager
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Portrait of a team member

23. Goals for Q1
Business priorities
 Increase customer satisfaction by 2%
 Maintain growth
 Diversify investment in sector 2
 Initiative partnership with 3rd party
organizations
Employee opportunities
 End of fiscal celebration on July 15th
 Employee day of learning on August 14th
 Employee Yoga on September 3rd
 Seminar series begins September 10th
The New Sales
Manager
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24. Summary
Our business is good
Profits are up in the last quarter by 3%
We’re delivering for our customers
Last year we supported thousands of
customers and sold 60,000 units
We’re getting our work done
We finished the consolidation project
Our customers keep coming back
We increased customer retention by 4%
We’re leaders
We are top leaders in the industry across the
board
The New Sales
Manager
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25. Thank you
Thanks to your commitment and strong work
ethic, we know next year will be even better
than the last.
We look forward to working together.
Contoso
sales@contoso.com
The New Sales
Manager
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