How to Join the Dots between Sales and MarketingBizSmart Select
From suspects to prospects – how to join the dots between Sales and Marketing
Join Gill Hutchinson of Aardvark Marketing Consultants as she shares some anecdotes and top practical tips to make your sales and marketing efforts work in perfect harmony.
The document discusses the importance of strategic merchandise planning for retailers. It outlines factors retailers can and cannot control in a turbulent retail environment. Successful retailers focus on controlling expenses, sales, marketing, and inventory planning. The presentation emphasizes using financial statements and metrics to monitor business performance and create merchandise, expense, and cash flow budgets. Breakeven analysis and classification-level sales data are presented as tools for strategic planning.
The document discusses personalizing the user experience on Yesware's website based on the visitor's intent and context. It describes optimizing the experience for new visitors based on their intent, engaged customers by providing next steps like starting a free trial, and customers with strong commercial intent by focusing on features they need and expanding use within their organization. The document also covers post-sale optimization by personalizing content to drive adoption, identifying expansion opportunities, and tailoring the website for new versus existing customers.
The document discusses the importance of sales territories and how realigning territories can help grow revenue. It notes that territories allow for structure, accountability and help combat competition. Salespeople want territories that generate revenue and a decent living. Realigning territories can reach new customers, expand visibility and lower costs without adding expenses. The document provides tips for when and how to consider realigning territories, such as looking at revenue data, customer locations, travel times and equitable distribution of accounts. Any changes should include input from salespeople and consider effects on relationships and commissions.
This document discusses strategic planning for businesses. It emphasizes that successful businesses identify problems and take action to solve them, while mediocre businesses only identify issues but make excuses without taking action. The document also outlines the benefits of strategic planning such as increased profitability and opportunities. It provides a framework for developing a strategic plan including defining the vision, mission, goals, and targets. Finally, it discusses competitive strategies and Porter's five forces model for industry analysis.
Misty Khan from Advena Artemis LLC presented to Greenway BNI on cloning favorite clients. The presentation outlined the portrait of a profitable, low maintenance favorite client. It discussed how having more favorite clients through cloning could significantly grow a business. The presentation also covered the key elements of a successful sales and marketing organization, including aligned goals, branding, and business development processes. Finally, it provided Advena Artemis' roadmap for helping clients attract and retain more favorite clients through assessment, CRM selection, and KPI development.
How to Join the Dots between Sales and MarketingBizSmart Select
From suspects to prospects – how to join the dots between Sales and Marketing
Join Gill Hutchinson of Aardvark Marketing Consultants as she shares some anecdotes and top practical tips to make your sales and marketing efforts work in perfect harmony.
The document discusses the importance of strategic merchandise planning for retailers. It outlines factors retailers can and cannot control in a turbulent retail environment. Successful retailers focus on controlling expenses, sales, marketing, and inventory planning. The presentation emphasizes using financial statements and metrics to monitor business performance and create merchandise, expense, and cash flow budgets. Breakeven analysis and classification-level sales data are presented as tools for strategic planning.
The document discusses personalizing the user experience on Yesware's website based on the visitor's intent and context. It describes optimizing the experience for new visitors based on their intent, engaged customers by providing next steps like starting a free trial, and customers with strong commercial intent by focusing on features they need and expanding use within their organization. The document also covers post-sale optimization by personalizing content to drive adoption, identifying expansion opportunities, and tailoring the website for new versus existing customers.
The document discusses the importance of sales territories and how realigning territories can help grow revenue. It notes that territories allow for structure, accountability and help combat competition. Salespeople want territories that generate revenue and a decent living. Realigning territories can reach new customers, expand visibility and lower costs without adding expenses. The document provides tips for when and how to consider realigning territories, such as looking at revenue data, customer locations, travel times and equitable distribution of accounts. Any changes should include input from salespeople and consider effects on relationships and commissions.
This document discusses strategic planning for businesses. It emphasizes that successful businesses identify problems and take action to solve them, while mediocre businesses only identify issues but make excuses without taking action. The document also outlines the benefits of strategic planning such as increased profitability and opportunities. It provides a framework for developing a strategic plan including defining the vision, mission, goals, and targets. Finally, it discusses competitive strategies and Porter's five forces model for industry analysis.
Misty Khan from Advena Artemis LLC presented to Greenway BNI on cloning favorite clients. The presentation outlined the portrait of a profitable, low maintenance favorite client. It discussed how having more favorite clients through cloning could significantly grow a business. The presentation also covered the key elements of a successful sales and marketing organization, including aligned goals, branding, and business development processes. Finally, it provided Advena Artemis' roadmap for helping clients attract and retain more favorite clients through assessment, CRM selection, and KPI development.
The document provides guidance on creating an effective sales plan. It outlines key elements that should be included in a sales plan such as goals, budget, target markets, sales team structure, prospecting strategies, and tools. An effective sales plan acts as a roadmap to help achieve revenue and deal targets. It provides strategies and allocates necessary resources to carry out activities to meet sales objectives.
Chequers is a promotional agency that aims to stimulate sales, help clients make good decisions, focus on customer experience, and run successful promotions from concept to fulfillment. They provide support for marketing teams facing budget constraints and increased demand for promotions. Chequers works with clients on creative concepts, fulfillment, and addressing any marketing issues or opportunities. The document outlines two case studies of Chequers developing successful promotions for clients and invites the reader to discuss potential opportunities for collaboration.
Managing and developing your accounts is the key to sustainable business. As such, sales people and account managers need to be able to create strategic business relationships with their clients in order for the clients to remain loyal to them and the company. Sadly, most sales people and account managers treat their relationship with their clients as transactional instead of strategic.
In this short “Nine-Grid Key Account Management” training course, we will focus on creating strategic business relationships with clients by understanding how to manage their time and activities to better serve their key accounts.
By the end of this training course, participants will be able to:
1. Select and rank their key accounts
2. Create strategies to handling the different levels of key accounts
3. Manage time and activities for each type of key account
A marketing plan is a document that contains information with the direct impact on the firm's marketing strategy that facilitates the alignment of decision makers.
This document discusses sales quotas, expenses, and their administration. It contains the following key points:
1. Sales quotas are performance goals assigned to marketing units like salespeople or regions over a set period of time, usually stated in dollars, units, or activities. Quotas help plan and evaluate sales.
2. Expenses are also an important part of sales management. Companies use expense policies strategically to recruit salespeople and control costs. Legitimate expenses include travel and costs incurred due to work.
3. Setting realistic and attainable quotas based on sales potential and past performance is ideal. Companies must also gain salesforce acceptance of quotas and ensure they do not encourage unethical practices.
5.4 sales force structure and compensation.pptxRick Rasmussen
This presentation discusses strategies for building an effective sales force and compensation structure. It recommends that the CEO be the first salesperson and provide leadership by example. Different types of salespeople are needed at different stages of a company. Sales forces can be direct, indirect, or use multiple channels. Compensation plans should be designed to motivate desired outcomes like revenue, margins, and quotas. Common metrics include bookings, billings, and collections. The goals are to attract and retain top performers while incentivizing the business objectives.
10. sales training territory managementEarl Stevens
The document discusses territory management and sales territories. It provides information on:
- The nature of territory management and defining sales territories based on customer grouping rather than geography.
- Types of accounts like major accounts and direct accounts that require special attention.
- Activities involved in territory management like planning, implementation, and control.
- Factors to consider when designing sales territories like workload, products, competition, and sales potential.
- Reasons for establishing and revising sales territories related to customers, salespeople, and management.
Every company pays its sales team, but not every company is getting sales compensation right… far from it, in fact. This presentation outlines key sales comp considerations, including how to leverage sales compensation to its full potential; how to design sales comp plans that attract and retain top sales talent; how to pay for actual performance; and how to evaluate your current sales compensation plans. With numerous links to resources and planning tools, this is a must-see summary for CEOs, VPs of Sales, or anyone tasked with managing and improving sales performance.
This document discusses the roles and responsibilities of effective sales executives. It outlines that sales executives must analyze information, apply judgment to find solutions, and predict outcomes to choose the best alternative. It also describes the positions of sales manager and district sales manager, including their objectives, duties, and performance criteria. The document emphasizes that sales executives must define their roles, select and train subordinates, utilize time efficiently, and maintain good relations with top management.
This document discusses organizing effective sales meetings. It outlines the aims, content, methods of execution, and evaluation of sales meetings. The goals of sales meetings include improving the sales force, orienting personnel on advertising, and increasing effectiveness. Content is derived from meeting objectives and includes discussing new products. Common meeting structures include herringbone, workshop, inverted U-shape, and seminar styles. Evaluation forms should collect feedback to improve future meetings. National, regional, and local meetings each have advantages and disadvantages for communicating with sales teams.
Territory management involves defining sales territories based on geography, industry, products or named accounts. High performing sales teams manage their territories like businesses by building sales pipelines, advancing opportunities, and growing account relationships. An effective territory business plan defines the territory, assesses performance, analyzes the landscape of customers, opportunities, partners and competitors, and outlines growth and action strategies. Good territory management typically results in a target-rich environment where the manager is selecting, growing and winning customers and opportunities.
This document outlines different types of sales meetings and how to conduct an effective sales meeting. It discusses the objectives of sales meetings such as communication, exchanging ideas, and reviewing job performance. It then describes various types of sales meetings including national, regional, local, remote, and telephone meetings. For each type, it highlights the advantages and disadvantages. The document also provides guidelines for conducting a sales meeting using the ACMEE method of defining aims, determining content and methods, and evaluating results.
The document discusses key factors for selling a business at maximum value, including having a well-oiled machine that can run without the owner's direct involvement. It emphasizes establishing mastery over finances, time, and delivery; building a strong team to serve customers; systematizing routine processes; and building tangible value in the business's niche through effective marketing. The goal is to create a highly desirable asset for buyers by focusing on customer service, results, and operational excellence.
Intro Fractional SALESvp presentation_NEW.ppt [Autosaved]Dan Nelson
A fractional sales VP is a senior executive who provides part-time strategic sales and marketing support to small and medium businesses. They become an integrated part of the management team, bringing experience spanning decades to improve sales processes, manage the sales pipeline and team, and increase revenue. Typical responsibilities include implementing best practices, developing a repeatable sales process, managing CRM adoption, providing coaching and metrics. This helps clients solve challenges like improving sales performance, marketing alignment, and generating more profitable sales.
Delivering the Numbers.com was established in 2015 to create a pool of top sales talent and a new paradigm for developing sales forces. Rather than companies hiring each sales role individually at high cost and risk of failure, Delivering the Numbers provides dedicated sales leaders from its talent pool to drive new revenue, with a flexible cost structure and shared rewards. Customers tap into the company's network of experienced sales executives and benefit from lower costs, greater scalability, and support developing a long-term internal sales strategy.
Strategic Selling helps organizations develop comprehensive strategies to win complex sales that require approval from multiple decision makers. It provides a process for identifying key stakeholders, understanding their motivations, and differentiating a company's strengths. The program significantly improves the odds of winning deals by giving organizations common processes and criteria for allocating resources efficiently. Strategic Selling may be suitable for companies trying to navigate internal bureaucracies, gain sales opportunity visibility, improve collaboration, and increase close rates for long-cycle deals.
Minds&More is a certified partner and distributor for sales performance methodologies. They help clients build sales capabilities in areas like conceptual selling, strategic selling, executive impact, and large account management. Minds&More also assists with marketing, transformation services, and flexible consulting, project management, interim management, and training/coaching solutions. Their focus is enabling positive business growth through boosting commercial effectiveness, creating valuable offerings, and building organizational focus and capabilities for change.
Sales Operations - Fix the disconnect within your companyJim Sherman
Do you have any problems between the Sales, Marketing, Engineering, Operations and other departments? I have found these disconnects creates process gaps that result in lost revenues and reduced profits. Sometimes the flow of information does not make it to the next department or the hand off between departments lacks consistency, leading to interdepartmental confusion and frustration. Oftentimes basic processes do not exist, or if they are in place, they are inefficient. The lack of organized systematic structures causes these gaps, which are a real problem. However, a company that focuses on Sales Operations cannot only greatly improve the sales processes and systems, but also sales productivity and revenues.
This document provides guidance on successful sales management. It recommends analyzing existing clients to determine the most and least profitable, and classifying clients by industry and size. The first priority is keeping and gaining repeat business from profitable existing clients, while the second priority is finding new clients that match profitable profiles. It stresses protecting existing clients, having separate sales teams for existing vs. new clients, setting activity benchmarks, using systems to track performance, and constantly communicating results to motivate representatives.
This document outlines a marketing, sales, and support process offered by Zerobyte to help clients acquire and retain customers. Key points include:
- Zerobyte offers marketing services to find, sell to, and support clients in the UK, North America, and India on a pay-for-success model.
- Their services include developing marketing strategies, conducting research, acquiring new customers, and maintaining long-term relationships through customer retention programs.
- Effective marketing and support are important for acquiring one-time customers as well as developing lifetime customer relationships that increase sales and profits over many years.
The document provides guidance on creating an effective sales plan. It outlines key elements that should be included in a sales plan such as goals, budget, target markets, sales team structure, prospecting strategies, and tools. An effective sales plan acts as a roadmap to help achieve revenue and deal targets. It provides strategies and allocates necessary resources to carry out activities to meet sales objectives.
Chequers is a promotional agency that aims to stimulate sales, help clients make good decisions, focus on customer experience, and run successful promotions from concept to fulfillment. They provide support for marketing teams facing budget constraints and increased demand for promotions. Chequers works with clients on creative concepts, fulfillment, and addressing any marketing issues or opportunities. The document outlines two case studies of Chequers developing successful promotions for clients and invites the reader to discuss potential opportunities for collaboration.
Managing and developing your accounts is the key to sustainable business. As such, sales people and account managers need to be able to create strategic business relationships with their clients in order for the clients to remain loyal to them and the company. Sadly, most sales people and account managers treat their relationship with their clients as transactional instead of strategic.
In this short “Nine-Grid Key Account Management” training course, we will focus on creating strategic business relationships with clients by understanding how to manage their time and activities to better serve their key accounts.
By the end of this training course, participants will be able to:
1. Select and rank their key accounts
2. Create strategies to handling the different levels of key accounts
3. Manage time and activities for each type of key account
A marketing plan is a document that contains information with the direct impact on the firm's marketing strategy that facilitates the alignment of decision makers.
This document discusses sales quotas, expenses, and their administration. It contains the following key points:
1. Sales quotas are performance goals assigned to marketing units like salespeople or regions over a set period of time, usually stated in dollars, units, or activities. Quotas help plan and evaluate sales.
2. Expenses are also an important part of sales management. Companies use expense policies strategically to recruit salespeople and control costs. Legitimate expenses include travel and costs incurred due to work.
3. Setting realistic and attainable quotas based on sales potential and past performance is ideal. Companies must also gain salesforce acceptance of quotas and ensure they do not encourage unethical practices.
5.4 sales force structure and compensation.pptxRick Rasmussen
This presentation discusses strategies for building an effective sales force and compensation structure. It recommends that the CEO be the first salesperson and provide leadership by example. Different types of salespeople are needed at different stages of a company. Sales forces can be direct, indirect, or use multiple channels. Compensation plans should be designed to motivate desired outcomes like revenue, margins, and quotas. Common metrics include bookings, billings, and collections. The goals are to attract and retain top performers while incentivizing the business objectives.
10. sales training territory managementEarl Stevens
The document discusses territory management and sales territories. It provides information on:
- The nature of territory management and defining sales territories based on customer grouping rather than geography.
- Types of accounts like major accounts and direct accounts that require special attention.
- Activities involved in territory management like planning, implementation, and control.
- Factors to consider when designing sales territories like workload, products, competition, and sales potential.
- Reasons for establishing and revising sales territories related to customers, salespeople, and management.
Every company pays its sales team, but not every company is getting sales compensation right… far from it, in fact. This presentation outlines key sales comp considerations, including how to leverage sales compensation to its full potential; how to design sales comp plans that attract and retain top sales talent; how to pay for actual performance; and how to evaluate your current sales compensation plans. With numerous links to resources and planning tools, this is a must-see summary for CEOs, VPs of Sales, or anyone tasked with managing and improving sales performance.
This document discusses the roles and responsibilities of effective sales executives. It outlines that sales executives must analyze information, apply judgment to find solutions, and predict outcomes to choose the best alternative. It also describes the positions of sales manager and district sales manager, including their objectives, duties, and performance criteria. The document emphasizes that sales executives must define their roles, select and train subordinates, utilize time efficiently, and maintain good relations with top management.
This document discusses organizing effective sales meetings. It outlines the aims, content, methods of execution, and evaluation of sales meetings. The goals of sales meetings include improving the sales force, orienting personnel on advertising, and increasing effectiveness. Content is derived from meeting objectives and includes discussing new products. Common meeting structures include herringbone, workshop, inverted U-shape, and seminar styles. Evaluation forms should collect feedback to improve future meetings. National, regional, and local meetings each have advantages and disadvantages for communicating with sales teams.
Territory management involves defining sales territories based on geography, industry, products or named accounts. High performing sales teams manage their territories like businesses by building sales pipelines, advancing opportunities, and growing account relationships. An effective territory business plan defines the territory, assesses performance, analyzes the landscape of customers, opportunities, partners and competitors, and outlines growth and action strategies. Good territory management typically results in a target-rich environment where the manager is selecting, growing and winning customers and opportunities.
This document outlines different types of sales meetings and how to conduct an effective sales meeting. It discusses the objectives of sales meetings such as communication, exchanging ideas, and reviewing job performance. It then describes various types of sales meetings including national, regional, local, remote, and telephone meetings. For each type, it highlights the advantages and disadvantages. The document also provides guidelines for conducting a sales meeting using the ACMEE method of defining aims, determining content and methods, and evaluating results.
The document discusses key factors for selling a business at maximum value, including having a well-oiled machine that can run without the owner's direct involvement. It emphasizes establishing mastery over finances, time, and delivery; building a strong team to serve customers; systematizing routine processes; and building tangible value in the business's niche through effective marketing. The goal is to create a highly desirable asset for buyers by focusing on customer service, results, and operational excellence.
Intro Fractional SALESvp presentation_NEW.ppt [Autosaved]Dan Nelson
A fractional sales VP is a senior executive who provides part-time strategic sales and marketing support to small and medium businesses. They become an integrated part of the management team, bringing experience spanning decades to improve sales processes, manage the sales pipeline and team, and increase revenue. Typical responsibilities include implementing best practices, developing a repeatable sales process, managing CRM adoption, providing coaching and metrics. This helps clients solve challenges like improving sales performance, marketing alignment, and generating more profitable sales.
Delivering the Numbers.com was established in 2015 to create a pool of top sales talent and a new paradigm for developing sales forces. Rather than companies hiring each sales role individually at high cost and risk of failure, Delivering the Numbers provides dedicated sales leaders from its talent pool to drive new revenue, with a flexible cost structure and shared rewards. Customers tap into the company's network of experienced sales executives and benefit from lower costs, greater scalability, and support developing a long-term internal sales strategy.
Strategic Selling helps organizations develop comprehensive strategies to win complex sales that require approval from multiple decision makers. It provides a process for identifying key stakeholders, understanding their motivations, and differentiating a company's strengths. The program significantly improves the odds of winning deals by giving organizations common processes and criteria for allocating resources efficiently. Strategic Selling may be suitable for companies trying to navigate internal bureaucracies, gain sales opportunity visibility, improve collaboration, and increase close rates for long-cycle deals.
Minds&More is a certified partner and distributor for sales performance methodologies. They help clients build sales capabilities in areas like conceptual selling, strategic selling, executive impact, and large account management. Minds&More also assists with marketing, transformation services, and flexible consulting, project management, interim management, and training/coaching solutions. Their focus is enabling positive business growth through boosting commercial effectiveness, creating valuable offerings, and building organizational focus and capabilities for change.
Sales Operations - Fix the disconnect within your companyJim Sherman
Do you have any problems between the Sales, Marketing, Engineering, Operations and other departments? I have found these disconnects creates process gaps that result in lost revenues and reduced profits. Sometimes the flow of information does not make it to the next department or the hand off between departments lacks consistency, leading to interdepartmental confusion and frustration. Oftentimes basic processes do not exist, or if they are in place, they are inefficient. The lack of organized systematic structures causes these gaps, which are a real problem. However, a company that focuses on Sales Operations cannot only greatly improve the sales processes and systems, but also sales productivity and revenues.
This document provides guidance on successful sales management. It recommends analyzing existing clients to determine the most and least profitable, and classifying clients by industry and size. The first priority is keeping and gaining repeat business from profitable existing clients, while the second priority is finding new clients that match profitable profiles. It stresses protecting existing clients, having separate sales teams for existing vs. new clients, setting activity benchmarks, using systems to track performance, and constantly communicating results to motivate representatives.
This document outlines a marketing, sales, and support process offered by Zerobyte to help clients acquire and retain customers. Key points include:
- Zerobyte offers marketing services to find, sell to, and support clients in the UK, North America, and India on a pay-for-success model.
- Their services include developing marketing strategies, conducting research, acquiring new customers, and maintaining long-term relationships through customer retention programs.
- Effective marketing and support are important for acquiring one-time customers as well as developing lifetime customer relationships that increase sales and profits over many years.
Strategic Transactions works with our collaborative partners to help our clients in food & beverage, technology and medical & cosmetic, sell their businesses for maximum value.
Piscari negotiation skills and procurement overview for marketing agenciesMike Lander
Ultimately, we improve Sales Velocity and Sales Efficiency in high growth agencies.
We do this by training and coaching sales & account management teams, to improve their negotiation skills, especially when they meet tough buyers (e.g. procurement).
We help you build sustainable sales capability:
“Give someone a fish and feed them for a day; teach someone to fish and they can feed themselves for a lifetime”
This document is a resume for David T. Salls, a results-driven sales professional with over 20 years of experience leading sales, marketing, and account management operations. He has consistently earned top ranks in sales performance and guided teams to drive sales. Salls' most recent role is as Retail Sales Manager at Grey Eagle Distributors, where he manages chain grocery and club accounts to maximize volume and profits. Prior experience includes roles as District Sales Manager and Senior Sales Representative at Grey Eagle Distributors, as well as Account Manager at Pepsi-Cola.
This document discusses how an independent sales consultant (ISC) can increase sales and decrease costs through Ready Power Market's sales and marketing support solutions. For as little as $99 per month, their services can help ISCs corner the market, retain customers, reduce expenses, and improve revenue through optimized marketing execution and branding. Key benefits include directly tracking marketing efforts, cutting sales cycles in half, and building a loyal customer base.
This document provides a summary of Leila-Marie Brinkhurst's qualifications and experience. She has over 15 years of experience in sales, account management, business development, and customer service roles. She is skilled in communication, relationship building, exceeding sales targets, and adapting to diverse environments and cultures. Brinkhurst is currently seeking a new career opportunity where she can continue developing her skills and building her career.
The document provides a profile and summary of qualifications for Leila-Marie Brinkhurst. It includes details of her work experience in sales, account management, business development, and team leadership roles over 12 years. She is described as a strong communicator with a solution-oriented approach who excels at building relationships and exceeding sales targets. Her experience spans industries including renewable energy, engineering, and accounting. She is seeking a new career opportunity where she can continue developing her skills.
This document discusses relationship marketing and the spectrum of buyer-seller relationships. It explains that relationship marketing focuses on establishing, developing and maintaining successful exchanges with customers. Buyer-seller relationships can range from transactional exchanges, where there is little ongoing relationship, to collaborative exchanges, where there are close, long-term relationships and commitments between buyers and sellers. The type of relationship depends on factors such as market conditions, the complexity of the purchase, and switching costs.
1. The document discusses managing the personal selling function, focusing on key aspects like organizing the sales force, managing key accounts, and selecting and training high-performing account managers.
2. It emphasizes that effective sales force management through planning, organizing, directing, and controlling personal selling efforts is fundamental to a firm's success. This involves tasks like forecasting, determining the size of the sales force, and establishing goals and metrics to monitor performance.
3. Managing key accounts, which are large customers that demand special services, requires a dedicated key account manager and cross-functional team. High performing account managers excel at building relationships within the customer organization to design proposals that meet the customer's needs.
Grow and scale customer acquisition (and retention)Gary Corcoran
This presentation is for startups who understand who their customers are and have their product market fit.
We take a look at how you can scale and grow your acquisition and retention. Looking at some cool tips and techniques for both customer acquisition and retention.
Growing business performance indicators: what to measureDaniel Plume
This document discusses key business performance indicators that small and growing businesses should measure. It outlines several sales performance metrics to track, including sales revenues, customer acquisition cost, building a typical customer profile, and size of gross margin. It also discusses measuring the sales funnel. For service performance, the document recommends measuring speed of service, cost to serve, customer loyalty and retention rates, and implementing a consistent customer service measurement. The overall goal is for small businesses to focus on the most important metrics that will help them navigate growth and scale their business successfully.
Mr. Kerry Ansell is an experienced regional sales manager seeking a new position. He has over 15 years of sales experience in various industries and an accomplished track record of exceeding sales quotas, growing profitable sales territories, and increasing both sales and customer service levels. He creates strategic sales plans that focus on goals, key metrics, lead generation, prospecting, and targeting new customers to drive organizational growth and profitability.
Michael Norman is a highly organized and results-oriented sales professional with over 20 years of experience in outside and inside sales. He has a proven track record of consistently achieving and exceeding sales goals, growing customer bases, and developing new markets. Norman is skilled in sales management, customer relationship building, and product training.
The document provides guidance on effective advertising and campaign planning. It discusses setting objectives, key performance indicators (KPIs), and measuring campaign effectiveness. Objectives should be set with clients and span both soft and hard measures. Effectiveness is measured by comparing metrics like awareness, sales, and profits to objectives. A campaign effects model is recommended to plan how communications create business value by driving attitudes, behaviors, and outcomes. The model helps ensure campaigns are evaluated properly and convince stakeholders of the communications' role and value.
Anaplan SPM webinar series, part 4: Motivating the right behavior with incent...Anaplan
The document is a presentation about motivating the right behavior with incentive compensation. It discusses how companies can move beyond traditional incentive compensation planning to a more connected pathway that provides insights through tools like sales forecasting, crediting, compensation planning and analytics. This allows companies to better understand top sales performance, identify high performing reps, and ensure incentives are aligned with business goals. It emphasizes capturing quality sales data and integrating it with other enterprise data to facilitate smarter sales planning, operations and insights.
Traditionally, marketers have been "ideas" people, experimenting with creative ways to generate leads and create awareness. For some time, it was accepted that the benefit of marketing would be soft and qualitative in nature. Until today, ROI-based reporting and ROI Drivers for Aquisition Campaigns had long been an inexact science. But the transformation in marketing is well underway—so that this critical, revenue-connected function is now considered more of a numbers game than a creative or qualitative game.
2. Proprietary. Do not duplicate without author’s permission William N. Nemecek
Optimize Return
Maximize Revenue
Manage Costs
Improve WinPercentage
Generate EnterpriseValue
Improve Overall Execution
AlignSales Operationswith
Partners andResources
Elevate Internal andExternal
Customer Satisfaction
ROI
Revenue
Cost
WinRate
Capture Rate
Enterprise Value
Accuracy
Resource Alignment
Partner Satisfaction
SalesOrganization DesignandCustomer Prioritizationmaximizesresources, creates
efficiencies, and fully leverages sales costs to optimize revenue and ROI production
3. Proprietary. Do not duplicate without author’s permission William N. Nemecek
Basic Segmentation Chart
• Populationis distinct from other market
segments
• Populationis homogeneouswithinthe
segment
• Populationrespondssimilarlyto stimulus like
pricing, product, service, sales efforts, and/or
competition
• Populationcanbe reached by market
interventionlike sales, promotion, service,
etc.
Basic Market Segmentation Criteria;
Market segmentation helps ascertain whether various products/services/offerings
are capturing new clients or cannibalizing existing client/market segments.
4. Proprietary. Do not duplicate without author’s permission William N. Nemecek
Basic Client Prioritization Criteria
Prioritizingclientpopulationbasedupon the potentialrevenueeach represents and the
costs relatedto capturingbusiness is criticalto assure maximized revenueand ROI
Basic Client Prioritization Chart
HPLC1 HPLC 2
HPLC 4HPLC 3
HPHC1 HPHC 2
HPHC 4HPHC 3
HCLC1 HCLC 2
HCLC 4HCLC 3
LPLC1 LPLC 2
LPLC 4LPLC 3
5. Proprietary. Do not duplicate without author’s permission William N. Nemecek
Segmenting the sales organizationintofunctionalgroupsor channels maximizesrevenue
andROI, based on account type and potential,while fully leveragingsales costs
6. Proprietary. Do not duplicate without author’s permission William N. Nemecek
SalesOrganization DesignandCustomer Prioritizationmaximizesresources, creates
efficiencies, and fully leverages sales costs to optimize revenue and ROI production
Strategic Accounts – Highly-skilled relationship consultants
aligned with small number of high value customers.
Basic Sales and Customer Alignment;
Field Sales – Highly-skilled consultative executives capable
of “hunting” and “farming” aligned with high revenue low-
to mid-cost customers.
Account Management – Consultative Sales and Customer
Service experts aligned with moderate revenue potential /
moderate cost customers.
Inside Sales – Sales Associates / Call Center representatives
aligned with geographically remote, low revenue, and high
cost customers.
7. Proprietary. Do not duplicate without author’s permission William N. Nemecek
SalesOrganization DesignandCustomer Prioritizationmaximizesresources, creates
efficiencies, and fully leverages sales costs to optimize revenue and ROI production
Strategic Accounts – Highly-skilled relationship consultants
aligned with small number of high value customers.
Basic Sales and Customer Alignment;
Field Sales – Highly-skilled consultative executives capable
of “hunting” and “farming” aligned with high revenue low-
to mid-cost customers.
Account Management – Consultative Sales and Customer
Service experts aligned with moderate revenue potential /
moderate cost customers.
Inside Sales – Sales Associates / Call Center representatives
aligned with geographically remote, low revenue, and high
cost customers.
Editor's Notes
The sales execution model provides a disciplined process for consistent execution, continuous improvement, deepening customer relationships, and continuous sales growth and production
This is the process that guides our daily, weekly, monthly, and yearly actions at the leadership, management, and associate levels.
We integrate this process into every action we take, thus assuring continuous improvement.