Sales planning & training seminar workshop


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Marketing is not sales , there is always a gray area of how to translate marketing data, analysis into actionable sales programs, here is a short discussion on how to translate marketing data, analysis, into sales programs, in short translating strategic conceptual to actionable plans in sales
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  • Define the subject matterState what the audience will learn in this sessionFind out any relevant background and interest of the audience
  • List the topics to be coveredList the times allotted to each
  • Give the big picture of the subjectExplain how all the individual topics fit together
  • State what has been learnedDefine ways to apply trainingRequest feedback of training session
  • Sales planning & training seminar workshop

    1. 1. Sales Planning & Training Seminar Workshop Learning to Work Efficiently and Accurately
    2. 2. Introduction • The subject matter will center on sales • Technical skills and Conceptual skills relating to sales will be discuss • Any relevant background and interest of the audience
    3. 3. Agenda Technical Skills workshop • Definition of terms • 10 Steps in building a winning sales plan • Sales plan outline • Sales plan grid • Workshop 1 Market size potential • Workshop 2 Sales review • Workshop 3 Setting sales objective Conceptual skills workshop • Reminder “SMART” • Psychology of sales • ATR brand problem solver • Awareness program • Trial/ conversion program • Retention/ satisfaction program • UAI probe
    4. 4. Overview • • • • Set sales objective Prepare an actionable sales plan Technical skills workshop Conceptual skills workshop
    5. 5. Technical skills workshop
    6. 6. Definition of terms • Goal : Summarized in the phrase "dream with a deadline," a goal is an observable and measurable end result having one or more objectives to be achieved within a more or less fixed timeframe. In comparison, a 'purpose' is an intention (internal motivational state) or mission. The question, "Has the goal been achieved?" can always be answered with either a "Yes" or "No." A purpose, however, is not 'achieved' but instead is pursued everyday.
    7. 7. Definition of terms • Objective : Mission, purpose, or standard that can be reasonably achieved within the expected timeframe and with the available resources. In general, an objective is broader in scope than a goal, and may comprise of several different goals. Objectives are the most basic planning tools underlying all planning and strategic activities. They serve as the basis for policy and performance appraisals, and act as glue that binds the entireorganization together.
    8. 8. Definition of terms • strategy - originally a military term, in a business planning context strategy/strategic means/pertains to why and how the plan will work, in relation to all factors of influence upon the business entity and activity, particularly including competitors (thus the use of a military combative term), customers and demographics, technology and communications.
    9. 9. Definition of terms • Tactics : Means by which a strategy is carried out, planned and ad hoc activities meant to deal with the demands of the moment, and to move from one milestone to other in pursuit of the overall goal(s). In an organization, strategy is decided by the board of directors, and tactics by the department heads for implementation by thejunior officers and employees.
    10. 10. Definition of terms • a plan - a statement of intent - a calculated intention to organize effort and resource to achieve an outcome - in this context a plan is in written form, comprising explanation, justification and relevant numerical and financial statistical data. In a business context a plan's numerical data - costs and revenues - are normally scheduled over at least one trading year, broken down weekly, monthly quarterly and cumulatively.
    11. 11. Definition of terms • sales - the transactions between the business and its customers whereby services and/or products are provided in return for payment. Sales (sales department/sales team) also describes the activities and resources that enable this process, and sales also describes the revenues that the business derives from the sales activities.
    12. 12. Definition of terms • sales plan - a plan describing, quantifying and phased over time, how the sales will be made and to whom. Some organizations interpret this to be the same as a business plan or a marketing plan.
    13. 13. Definition of terms • forecast — vb , -casts , -casting , -cast , -casted 1. to predict or calculate (weather, events, etc), in advance 2. ( tr ) to serve as an early indication of 3. ( tr ) to plan in advance —n 4. statement of probable future weather conditions calculated from meteorological data 5. a prophecy or prediction 6. the practice or power of forecasting Word Origin & History forecast late 14c., "to scheme," from fore "before" + casten e.“ Meaning "predict events" first attested late 15c. Related: Forecasted ; forecasting . "contriv
    14. 14. 10 Steps in building a winning sales plan 1. Summarize Your Marketing & Sales Objectives 2. Identify the Strategic Objectives 3. Assess Prior Sales Performance 4. Segment Your Customers 5. Set This Year's Objectives 6. Develop Territories Action Plans 7. Develop Key Accounts Plans 8. Measure and Monitoring Results 9. Establish your Annual Sales Planning Cycle 10. Write the Executive Summary
    15. 15. Sales plan outline one • • • • • • • • Executive Summary Sales Objectives - Overall Existing Sales Performance Customer Segmentation & Action Plans Opportunities & Territories Sales force Organization Key Success Factors Next Steps
    16. 16. Sales plan outline two • • • • • • • • • • • Introduction Sales Situation Strategic Positioning Sales Objectives Sales Forecast Sales Model Sales Budget Timeline Key Success Factors Next Steps Questions
    17. 17. Sales plan grid Goal Objective Strategy Tactic Inc Sales Increase Market penetration Awareness campaign COS Practice 80 20 Channel Review Develop new market Timing Task assignment
    18. 18. CALENDAR TIME SCHEDULE Week plan 6-8 am 8-10 am 10-12 pm 12-2 pm 2-4 pm 4-6 pm 6-8 pm 8-10 pm 10-12 pm 12-2 am 2-4 am MONDAY TUESDAY This is an example text. This is an example text. WEDNESDAY THURSDAY This is an example text. This is an example text. FRIDAY SATURDAY This is an example text. SUNDAY This is an example text. This is an example text. This is an example text. This is an example text. 4-6 am
    19. 19. CALENDAR PROJECTPLANNING Week plan MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY SUNDAY This is an example text. TASK 1 This is an example text. TASK 2 This is an example text. TASK 3 This is an example text. TASK 4 TASK 5 This is an example text. TASK 6 This is an example text. This is an example text. This is an example text.
    20. 20. CALENDAR PROJECT PLANNING 1 Month JAN 2011 MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY SUNDAY This is an example text. WEEK 1 WEEK 2 1 7 2 3 4 5 6 8 9 10 11 12 13 This is an example text. WEEK 3 14 15 16 17 18 19 20 24 25 26 27 Example text. This is an example text. WEEK 4 21 22 23 WEEK 5 28 29 30
    21. 21. Workshop 1 Market size potential • Segmentation by city, socio eco, age • Cross Tab • Extrapolation
    22. 22. Setting sales objective Target Age 12 to 15 Sex MF Geo QC Socio Eco AB C1 C2 D E 1.50% 2.00% 13.20% 56.90% 26.40% Target 197,874 1% 1.5% 2% 3% 4% 5% 2,968 3,957 26,119 112,590 52,239 Target base on Increase 5% 10% 250 262.5 275 12.5 25 Set the target cx profile B C1+C2 Total 1,484 30,077 31,561 For purpose of discussion lets assume that the present enrollees of first year is 250 new Student 2010 316 473 631 947 1,262 1,578 15% 287.5 37.5 20% 300 50 What will be the realistic target? Sales target is 20% increase vs. last year volume Target customer is B-C1,C2 M-F living in Quezon city age is from 12-15 Quick insight If leaflet will be used to get 300 new Students, at 5% redemption how many Leaflet? How much budget? 6,000 leaflets @ 1.5 Php each Budget is at 9,000 Php
    23. 23. Workshop 2 Sales review • Total number of students vs. computed market size • Sales Mix : e.g. NS,OS,DO, Enrollees per college vs. campus capacity • Historical sales analysis
    24. 24. Workshop 3 Setting sales objective • • • • Methods of forecasting Percentage contribution + ratio & proportion 3 months moving average 6 months moving average
    25. 25. Technique JUDGEMENTAL Case History/ Analogy: Compare new product with growth of similar existing products. Expert Opinion: Estimates by knowledgeable persons who have good records for judgment and insights. Accuracy Costs Development Time Data Required Illustrative Applications Fair to good after initial Variable, depends on three mos. data availability At least one month. Several years of history New products and profit forecasts. for similar products. Fair for short term Minimal, if current staffs is used Several weeks Experts give several future scenarios New products and margin forecast. Delphi: Panel of experts are surveyed anonymously and results are fed back so experts may revise opinions in the light of new information. Fair to good in medium and long term; fair to good in identifying turning points Panel members’ time is Two months the major cost. Cooperations is required. Coordinator develops, edits, and reissues questionnaires Long-range product development Consensus Opinions: Panel of Key executives or the sales force makes estimates. Good for short-range Major cost is time of planning. Subject to executives and sales organizational biases force. and quota effects; poor to fair identifying turning points. One month or less Two sets of reports over New product sales and margin time forecasts Survey of Users: Users’ estimates of needs, especially in industrial marketing. Good for periods less than one year Varies according to complexity and size of the market. Using the sales may not be the least expensive. Three months Two sets of reports over New product sales and margin time. forecast. Learning curves: developed in the air –craft industry to forecast technological development and estimate future production costs. The learning curve is a logarithmic function that reflects the fact that when the cumulative number units produced doubles, the cumulative average costs and the unit costs are reduced by a constant learning percentage. The learning rate may change over the life cycle of the product. Very good forecasting short-, intermediateand long-term production costs. Inexpensive using manual techniques or log-log graph paper. One day. Production costs two points In time and cumulative units produced Fore casting new product production costs; competitive pricing decisions.
    26. 26. Technique Causal Regression: an equation that relates sales to independent predictor variables such as advertising effort. Number of sales calls, sales, product quality, etc. leading indicators may be used in regression equations. Consumer intentions and confidence surveys: Measure intentions regarding durable purchases and public’s opinion about economic conditions. Accuracy Costs Development Time Good to very good for periods up to two years; very good in identifying turning points No cost if the data is available and in relationships known Better aggregate events such as GNP, than disaggregates such as product purchases. Low if secondary At least several sources are used weeks if surveys are conducted. Depends on knowledge of relationships Data Required Illustrative Applications At least two Forecasts of sales by years of monthly product class, forecast data margins. Primary or secondary opinion data. Sales forecasts of product classes
    27. 27. Technique Accuracy Time series Trend fitting: trend line is fitted to Very good for periods less historical data for projection to the future than one year. Good for longer periods; poor in identifying turning points Costs Development Time Data Required Illustrative Applications Costs depends on data availabilty One day if data available Five years if annual data New product forecasts Inexpensive if computer program available One day AT least two years of monthly data Inventory control for standard items and financial projections Exponential smoothing: A smoothing Very good in the short term, Inexpensive if computer procedure where more recent data points poor for longer projections; available are given more weight. Adaptive control poor in identifying points techniques use iterative procedures to determine weights. One day At least two years of monthly data Inventory control for standard product and financial projections Box-jenkins: a mathematical technique that enables the computer to select the model that best fits the time series data. One day A least $0 historical data points Production and inventory control financial projections Econometric: a system of interdependent Good to excellent for short-, Expensive. High expertise regression equations that describe some medium-, and long term required sales or profit activity. forecasts; excellent for identifying turning points At least two months At least two years of monthly data Prediction of market potential, company or divisions Input-output models: a matrix of Good intermediate and long Very expensive. high industries r departments showing the range forecasts for expertise require flow of inputs required for certain output. aggregated data, especially commodities. Fair in identifying turning points At least six months 15 years o data In considerable detail Forecast sales for division or company Moving average: Data are averaged for a fixed number o months, dropping the oldest as the new month is added to smooth the series identify seasons Good or one year forecast; poor in identifying turning points Excellent for three months, Low if computer is poor to good in longer available. High expertise periods; fair in identifying turning points Brand-switching models: these models use Users report highly patterns of past brand shares at accurate. The models equilibrium. predict the but do not explains brand behavior The costs and Consumer panel purchase developmental time are not data. available because the most widely used model the Hendry model, is proprietary Market share, competitive analysis, and optimal marketing expenditures for frequently purchased consumer brands Attribute models: various models are used Limited accuracy in to relate buyers’ perceptions of product predicting brand behavior. attributes to brand choice. These models help explain brand behavior than switching models Moderate expensive and time consuming because survey or laboratory methods are needed Product development promotional strategy.
    28. 28. Conceptual skills training
    29. 29. Conceptual skills training • • • • • • • • Psychology of sales ATR brand problem solver/ Sales equation ATR ex. Statistical probability touch points AIDA sales funnel Awareness Program Trial / conversion Program Retention / satisfaction Program UAI probe
    30. 30. Psychology of sales Models Stages AIDA Model Cognitive Stage Hierarchy-ofeffects model InnovationAdoption model Awareness Attention Communications Model d Exposure Awareness Reception Knowledge Cognitive Response Affective Stage Liking Interest Interest Attitude Preference Desire Evaluation Conviction Intention Behavior Stage Trial Action Purchase Behavior Adoption
    31. 31. ATR Brand Health Sales solver Awareness/ Reach Inadequate advertising Trial/ Conversion Consumer promotion/ or pricing problem Retention/ Brand Loyalty Consumer disappointment Issue on product quality
    32. 32. Sales equation Total Sales= Q x ( TF + MF) Q = No. of students TF= Tuition fee = Pesos/Unit MF = Miscellaneous fee “Marketing can have tremendous effect on this two” Any increase or decrease in the value of these elements Will increase or decrease the sales proportionally
    33. 33. AIDA sales funnel a Attention /awareness i interest d desire a Action/Trial s Retention satisfaction
    34. 34. Descriptions strategy Attention/ Awareness interest desire description of a product’s or service’s existence in paying attention to the product's benefits for the product Action/ trial to obtain the product or service Retention/ Satisfaction to obtain repeat and trade up purchase
    35. 35. SALES BUILDING MODEL SALES = Q X ( TF+ MF ) OBJECTIVES: STRATEGIES: TACTICAL TECHNIQUES: INCREASE Q OR ENROLLEES INCREASE TRIAL OF NEW CUSTOMERS •Grand Opening •Direct Mail/email txt blast •Payroll Envelope Stuffers •Retailer Tie-ins •Anniversary Event •Cinema Tie-ins •Door Hanger Coupons/Insert •Directional Billboard •Advertised Events •Motorcade •Village of the Week •Off Premise Pre-selling INCREASE TF INCREASE MULTIPLE ENROLLEES/ TRANSFER FR •Excellent Service •Family discount •Referral discount •Other discounts as incentive Trade UP •Suggestive Selling •Sell full course •Increase Prices •50% Off Promo on the first Enrollees •Discount on prompt response SELL MORE ITEMS SKILLS/SEMINAR ETC •Suggestive Selling •Course + skills training •Course + seminar • COS •.Barangay presentation, TARGET AUDIENCE: ACTIONS MUST GET NEW CUSTOMERS ACTIONS ARE TARGETTED TO CURRENT CUSTOMERS
    36. 36. Summary • State what has been learned • Define ways to apply training • Request feedback of training session