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 If you need a copy of the Power point presentation email your request @ dngrtz2000@hotmail.com, will send you your copy immediately.

1. Sales Planning & Training
Seminar Workshop
Learning to Work Efficiently and
Accurately

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. 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. Overview
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•
•
•
Set sales objective
Prepare an actionable sales plan
Technical skills workshop
Conceptual skills workshop

5. Technical skills workshop

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. 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. 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. 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. 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. 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. 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. 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. 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. Sales plan outline one
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•
Executive Summary
Sales Objectives - Overall
Existing Sales Performance
Customer Segmentation & Action Plans
Opportunities & Territories
Sales force Organization
Key Success Factors
Next Steps

16. Sales plan outline two
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Introduction
Sales Situation
Strategic Positioning
Sales Objectives
Sales Forecast
Sales Model
Sales Budget
Timeline
Key Success Factors
Next Steps
Questions

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. 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
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WEDNESDAY
THURSDAY
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FRIDAY
SATURDAY
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SUNDAY
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4-6 am

19. CALENDAR PROJECTPLANNING
Week plan
MONDAY
TUESDAY
WEDNESDAY
THURSDAY
FRIDAY
SATURDAY
SUNDAY
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text.
TASK 1
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TASK 2
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20. CALENDAR PROJECT PLANNING
1 Month
JAN 2011
MONDAY
TUESDAY
WEDNESDAY
THURSDAY
FRIDAY
SATURDAY
SUNDAY
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WEEK 2
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WEEK 3
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WEEK 4
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WEEK 5
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21. Workshop 1 Market size potential
• Segmentation by city, socio eco, age
• Cross Tab
• Extrapolation

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. 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. Workshop 3 Setting sales objective
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•
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Methods of forecasting
Percentage contribution + ratio & proportion
3 months moving average
6 months moving average

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. 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. 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. Conceptual skills training

29. Conceptual skills training
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•
•
•
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•
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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. 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. 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. 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. AIDA sales funnel
a
Attention
/awareness
i
interest
d
desire
a
Action/Trial
s
Retention
satisfaction

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. 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. Summary
• State what has been learned
• Define ways to apply training
• Request feedback of training session