The document outlines Nick's career highlights in sales, marketing, and HR leadership roles and volunteer experience, as well as an agenda for an executive sales management program covering topics like accelerating sales performance, integrating marketing and sales, and developing effective sales and customer plans. It also includes a brief bio on Nick highlighting his career path and personal interests in volunteer work and fitness.

1. Executive
Program in Sales
Management
MARKETING

2. Nick’s Bio - Highlights
Career:
ComputerLand Canada
◦ 8 Years in Sales and Sales Management
◦ Director of Marketing
Softchoice Corporation
◦ VP of Sales
◦ VP of Marketing
◦ SVP of HR
◦ SVP of Business Development
CultureByBrand
Personal:
Volunteering
◦ Led teams to Ghana, Rwanda, Bali,
Sri Lanka, Kenya, Uganda and
Guatemala
◦ Board Member for The Strongest
Oak
Fitness
◦ Master’s Swim Club member for 22
years
◦ Club President
Married with one daughter

3. Agenda
Monday:
1. Accelerating sales force performance
2. How Social Media changes everything
3. Integrated Planning: Marketing, Sales and Customer
4. Being a Great Leader: Supporting Great Performances
Friday:
1. Developing and Implementing Sales and Customer Plans
2. Conducting Effective Forecast Reviews
3. Fundamentals of Market Segmentation
4. Frameworks and tools to develop segment and customer-level value
propositions

4. Two ways to drive company financials:
Decrease
Costs
Increase
Revenue

5. Leverage
Revenue
Expenses
Productivity
Understand
Customer
Needs
Create
Value
Deliver
Manage

6. What Challenges are you Facing Today?
Internally and Externally

7. Accelerating Sales
Performance
IN THE AGE OF SOCIAL MEDIA

8. Accelerating Sales Performance
Option 1:
Work Harder
Be More Aggressive
Work more Hours
Skip Lunch
Option 2:
Work Smarter
Right Place – Right Time
Systematic Approach
Create Leverage

9. Have you ever heard this?
“ I need more Leads!”
“ The leads I am getting are terrible”
“ I closed everything last month – drained the swamp – and now it will
take me a month to rebuild my pipe”
“ If it wasn’t for the low price offered by the competition I would be
doing just fine”
“ I know my results aren’t great but I have lots of good stuff coming
down the pipe!”

10. The Funnel
Everyone
Where is Sales
Best Used?
Everyone
Suspects
Prospects
Customers!

11. The Role of Sales
INPUT
New Pipeline Added (and Advanced)
+ THROUGHPUT
Pre-Existing Pipeline Advanced
- OUTPUT
Pipeline Closed Won/Lost
= WEIGHTED PIPELINE GROWTH
(for given time period)
IDENTIFY NEW OPPORTUNITIES
QUALIFY OPPORTUNITIES
PROPOSE SOLUTION
OVERCOME OBJECTIONS
CLOSE
SUSPECTS
CUSTOMERS

12. Managing:
The Level of the Swamp
INPUT
Number of Opps, $ Value of Opps
+ THROUGHPUT
# of Opps Progressing, # of Opps Stalled
- OUTPUT
# of Opps Won, # Lost, $Value Win/Loss
= WEIGHTED PIPELINE GROWTH
The Level of the Swamp
IDENTIFY NEW OPPORTUNITIES
QUALIFY OPPORTUNITIES
PROPOSE SOLUTION
OVERCOME OBJECTIONS
CLOSE
SUSPECTS
CUSTOMERS

13. Measurement
Measure so that:
- You have objective measures for coaching
- You can use facts to help a rep to understand the opportunity
- You can help people to understand where the work needs to be
- Comparisons as a source of great questions
- You can help everyone to be more successful
- You can identify problems well in advance
- You know where training will help

14. What is the Role of Marketing?

15. The Old Way
The Last time you went
into a car dealership what
did you find?
What did the rep seem to rely
on?
-
-
-
-
-
-
-

16. Price
Customer Service
Product Knowledge
Supplying Information
Selling a Product
Communicating Value
Relationships
Selling
Presenting
Value
Customer Collaboration
Customer Industry Knowledge
Providing Insight
Delivering Business outcomes
Linking Challenges to solutions
Connection to Communities of Interest
Serving
Engaging
The Old Way-------The Continuum--------The New Way

17. Do You Feel Like This?
Sales
Marketing
Sales
Marketing

18. How Social Media Changes Everything

19. Finding Information
Chevy Volt

20. Traditional Marketing

21. Content Marketing Attracts
& Alerts

22. In the future there
will only be Content
Marketing
- Seth Godin

23. What Content do you have to offer?
What is your company’s Unique perspective?
Why should prospective clients have an interest is what you think?
What are the real issues in your industry?
Whose thought leadership do you follow?
What help can you offer beyond what is obviously good for your
company?

24. Intersection

25. The Marketing to Sales Funnel
Awareness
Consideration
Hit Rate
Traditional Marketing Content Marketing
PUSH
Mktg Interrupts
Sales Cold Calls
Sales Discovery &
Advocating
Marketing
Offers Sales
Closes
PULL
Provide Value
that Spreads
Warm Lead Transfer
from Marketing to
Sales
Marketing
Offers Sales
Closes
Social Media

26. X $6k Annual GP = $1.3M GP
New Customer Acquisition Funnel
(Example)
Identified
MQL (Mktg Qualified Lead)
SAL (Sales Accepted Lead)
SQL (Sales Qualified Lead)
New Customer Sale Close 216
Unique Views
15%
Conversion %Sales Stage Volume
30%
80%
60%
20%
50,000
7,500
2,250
1800
1080

27. The Role of Marketing
Department Understand Customer
Needs
Create Customer Value Deliver Customer Value Manage Customer Value
Marketing
Conduct formal
marketing research
Monitor Communities
Understand Customer
Pains
Customer visits
Market segmentation
matrix
Competitive analysis
Measure, segment
customer and product
attractiveness
Develop Marketing Plan
Develop Segment
Specific value
propositions
Pricing strategy and
tactics
Write Blogs
Create Content (Buyer’s
Guides, White-Papers)
Train Sales People on
strategy, tactics,
products, etc.
Buying Keywords for
search
Accompany sales on
periodic sales calls
Manage Events,
Webinars and Seminars
Seed Content
Customer Satisfaction
measurement and
reporting
Customer listening
(twitter, etc.)
Marketing Automation
(Mailing Lists, campaign
lists)
Sales Reviews
Segment, customer,
product mix review
Brand and Culture
Alignment
Website Processes
Manage Segments for
Profitability

28. The Role of Sales
Department Understand Customer
Needs
Create Customer Value Deliver Customer Value Manage Customer Value
Sales
Sales Calls
Develop specialized
knowledge of
customer’s industry and
business
Join Industry forums or
LinkedIn Groups
Go where they are
sharing info or looking
for solutions online
Develop Sales Plans
Develop Key Account
Plans
Develop customer
specific value
propositions
Collaborate with
Marketing re: new
ideas
Customer Value
Proposition delivery
Establishing service
level agreements
Forward, Like or Post
valuable content
Invitations to webinars,
seminars
Participate in Customer
Sat measurement
Be the voice of the
Customer to product
management
Conduct Sales Reviews
with Marketing
Get Paid for Value
being delivered to
customer
Manage Customer
relationships for long
term profitability

29. Marketing and Sales United
Marketing
Activities
Content
Promotion
Events
Sales
Engagement
Sales
Training
• ‘Like’ content
• Email & Promote
• Team Contests
• Win Funds
• Webinars
• Local Events
• Email
• Social Media
• Search Marketing
(Google Adwords)
• Digital Advertising
• Sales Meetings
• Regular Training
• Certifications
• Blogs
• eBooks
• Web
• Print

30. What did we learn?

31. Marketing
Planning
THE KEY TO SALES EXECUTION

33. 4 Groups
Corporate Marketing Sales Management Sales

34. Workshop
What is your Role in company success?
What is your time horizon?
What are the things you are responsible for?
What are your key measurables?

35. Debrief
Corporate Marketing Sales Management Sales

36. •Revenue Growth
•SGA as % or
RevenueKPI
•Cost of Customer
Acquisition
•Business MixKPI
•Sales % of Plan
•Growth Rate
•Sales Comp as % of
Revenue
KPI
•Customer
Retention
•Customer
Satisfaction
KPI
Planning
Strategic
Plan
Marketing
Plan
Sales Plan
Customer
Plan
Vision
Overall Business View
3-5 Year Horizon
Financial Goals
Company Structure
Leverage
Investment
Market-Centric
- 1 Year Horizon
What Segments?
What Offers?
What Competition?
Differentiation
Marketing Spend
Execution-Centric
- 1 Year Horizon
Territories
Coverage
Sales Comp
Business Mix
Biz plan for each market
Customer-Based
- Quarterly or Annually
Customer Value Proposition
Growth Goals
Objectives

37. Planning Dynamics – B2B
1. High Volume Transactions – Each has a Small $ value
◦ Target Prospects are unknown
2. Moderate volume of Transactions with Moderate $ Value
◦ Roles of people who are target prospects
3. Low Volume of Transactions – Each has a High $ value
◦ Target Prospects can be named
Marketing Plan
Sales Plan
Customer Plan

38. Marketing Plan Elements
Section 1: Market Analysis
Section 2: Situation Analysis
Section 3: Marketing Strategy
Section 4: Implementation
Section 5: Financial Summary - Outcomes
The Staff work for Sales:
Designed to increase productivity for the whole sales organization

39. Section 1: Market Analysis
Macro
Environment
Economy
Legal
Technology
Market
Analysis
Industry
Competitors
Market
Trends
Market Size
and Share
Customer
Buying
Decision
Demographics
Problems
Internal
Vision
Co. Culture
Resources

40. Section 2: Situation Analysis
Situation
Opportunities
Threats
Strengths
Weaknesses
Key
Issues
Critical Success
Factors

41. Section 3: Marketing Strategy
What are
we Selling?
• Products
• Services
• Mix and Lifecycle
• Portfolio Analysis
Who do
we sell it
to?
• By Product
• By Segment
• By Geography
• By Channel
Value
Proposition
• Pricing Strategy
• Margin Objectives
• Angel Customers
• Demon Customers
How do we
Sell it?
• Sales Force
• Social Media Plan
• Website
• Advertising

42. Section 4: Implementation
People
• Hiring
• Training
• Incentives
Process
• Changes in
Workflow
• Approvals
• In-Process Measures
Systems
• Systems
Requirements
• Reporting
Contingencies • What-if Scenarios

43. Section 5: Financial Summary
Desired
Outcomes
• Measurements
• Timing
Assumptions • Explicitly stated
Numbers
• Revenue and Margin
• Costs
• By Segment/Geo
/Product Line
P&L
• Profit(Loss) Impact
• Balance Sheet

44. Planning Benefits
Creating Alignment
Locking in on Strategy
Clearly defining roles and responsibilities
Agreement on Objectives, key measures and desired outcomes
Making the goals (numbers) add up
Without someone doing the Marketing Function what is the risk?

45. Being a
Great Leader
SUPPORTING GREAT PERFORMANCES

46. Attributes
Think of someone you loved working for
Why did you love working for them?
46

47. www.valuescentre.com 47
The Seven Levels of Consciousness
Service
SERVICE TO HUMANITY AND THE PLANET
Social responsibility, future generations, long-term
perspective, ethics, compassion, humility
External Cohesion
STRATEGIC ALLIANCES AND PARTNERSHIPS
Collaboration, environmental awareness, community
involvement, employee fulfillment, coaching/mentoring
Internal Cohesion
BUILDING CORPORATE COMMUNITY
Shared values, vision, commitment, integrity, trust,
passion, creativity, openness, transparency
Transformation
CONTINUOUS RENEWAL AND LEARNING
Accountability, adaptability, empowerment, delegation,
teamwork, innovation, goals orientation, personal growth
Self-Esteem
HIGH PERFORMANCE
Systems, processes, quality, best practices, pride in
performance,
Relationship
EMPLOYEE RECOGNITION
Loyalty, open communication, customer satisfaction,
friendship,
Survival
FINANCIAL STABILITY
Shareholder value, profit, organisational growth,
employee health
and safety
Positive Focus / Excessive Focus
Control, Corruption, Greed
Bureaucracy, Complacency
Manipulation, Blame

48. What Are Our Basic Needs and
Growth Needs
EvolutionofPersonalConsciousness
Satisfying your physiological needs for security;
staying alive and keeping your body healthy.
Satisfying your emotional need for belonging,
protection and connection.
Satisfying your emotional need to be recognized for
your skills, talents or qualities.
Satisfying your need for autonomy, freedom,
independence and adventure.
Satisfying your need for authenticity and finding
meaning and purpose in your life.
Satisfying your need to actualize your purpose by
influencing or impacting the world around you.
Satisfying your need to leave a legacy—to have
led a life of significance that will be remembered.
Growth
Needs
Basic
Needs
At any given moment in time, our values are a reflection of our unmet basic needs, and the
growth needs associated with the stage of psychological development we have reached.

49. What a Sales Rep Sounds Like:
EvolutionofPersonalConsciousness
Survival: I need to close this deal because I have
bills to pay or I am afraid of losing my job.
Relationship: My customer will buy from me
because of the strong relationship we have.
Self-Esteem: I want to be recognized as one of the
top performers in our company!
Transformation: I constantly stretch myself and
bring new ideas to my clients.
Cohesion: I want to understand my customers real
drivers and then match my solution up with that.
Make a Difference: I collaborate with my clients so
that my solutions make a significant impact.
Service: I don’t sell anything. I help my customers
to build their business by serving with all we have.
Growth
Needs
Basic
Needs
At any given moment in time, our values are a reflection of our unmet basic needs, and the
growth needs associated with the stage of psychological development we have reached.

50. Coaching
Help our people to meet their basic needs
◦ And help them to Recognize that MORE will not create happiness
Coach them from where they are
Stretch them knowing that these evolutionary steps are universal

51. Leading Indicators

52. Lagging Indicators

53. Examples of Lagging Indicators
% of plan
Customer Satisfaction
On-time Delivery
Market Share
Win-Loss Ratios
Customer Retention
Customer Profitability
What do these
things have in
common?

54. Leading Indicators

55. Examples of Leading Indicators
Number of Sales People Trained/Certified
Number of prospects identified
Number of customer appointments each month
Number of Demonstrations completed
Number of prospects touched in Seminars
Size of the Sales Pipeline

56. Sales Cycle
Does The
Rep know
how to sell
the
product?
Do we have
any
identified
suspects?
Have we
had
technical
people on
site?
Have we
done a
proof of
concept?
Have we
presented
an ROI
Analysis?

57. How about you?
“ When we get technical people onsite we win”
“ When we do a demo we win”
“ When we present ROI cases we win”

58. Group Work
Break into groups of four
Share your leading indicators
Discuss how you could measure at least one new leading indicator
effectively (Make sure it is Strategically Aligned!!)
20 minutes

59. What did we learn?
How do Leading Indicators help you to execute strategy?