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Strategic Planning ,[object Object],[object Object]
Why Plan? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Plan ,[object Object],[object Object],[object Object],[object Object],[object Object]
Definition of Strategy/Strategic ,[object Object],[object Object],[object Object],[object Object]
What Strategic Planning is Not ,[object Object],[object Object],[object Object],[object Object]
Simplified Process of Strategic Planning ,[object Object],[object Object],[object Object],[object Object],[object Object]
Simplified Process of Strategic Planning (Cont.) ,[object Object],[object Object],[object Object],[object Object]
Simplified Process of Strategic Planning (Cont.) ,[object Object],[object Object],[object Object],[object Object]
Simplified Process Of Strategic Planning- Start By Studying The Way It Is Now ,[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Direction 6.  Strategies ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Simplified Process of Strategic Planning- How it Works ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Execution Monitor Developments and Progress
Total Organizational Planning Sales Plan Target Account Strategy Key Account Strategy Maintenance Account Strategy Why Bother Account Strategy Territory Plans Key and Target Account Plans Action Plans Control & Evaluation Shorter Term Business Plan Market Plan Strategic Planning Marketing Information Long Term Business Plan Strategic Tactical
Start by Studying the Way It Is Now ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
P O S I T I O N I N G Which segments / customers will we concentrate on ? Whom will we challenge for these customers? What incentives will we provide to get them to buy from us… rather than from competitors? CUSTOMER TARGETS COMPETITOR TARGETS CORE STRATEGY
BUSINESS STRENGTHS ACCOUNT ATTRACTIVENESS High Low Strong Weak DEFINING AND SELECTING KEY/TARGET ACCOUNTS ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Invest / Grow Selectively Invest Maintain Manage for Cash / Withdraw
ACCOUNT PORTFOLIO ANALYSIS Attractiveness: Accounts are very attractive since they offer high opportunity and sales organization has strong position. Sales call strategy: Accounts should receive a high level of sales calls since they are the sales organization’s most attractive accounts. Attractiveness: Accounts are potentially attractive since they offer high opportunity, but sales organization currently has weak position with accounts. Sales call strategy: Selected accounts should receive a high level of sales calls to strengthen the sales organizations position. Attractiveness: Accounts are somewhat attractive since sales organization has strong position, but future opportunity is limited. Sales call strategy: Accounts should receive a moderate level of sales calls to maintain the current strength of the sales organization’s position. And, efforts should be made to replace field sales calls with telephone sales. Attractiveness: Accounts are very unattractive since they offer low opportunity and sales organization has weak position. Sales call strategy: Accounts should receive no field sales calls and a minimum of inside sales resources. Strong Strength of Position Weak High Account Opportunity Low KEY TARGET MAINTENANCE WHY BOTHER
ACCOUNT SEGMENTATION AND PRIORITIZATION KEY ACCOUNTS ,[object Object],[object Object],[object Object],TARGET ACCOUNTS (Your competition’s Key Accounts) MAINTENANCE ACCOUNTS WHY BOTHER? ACCOUNTS ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],High ACCOUNT ATTRACTIVENESS Low Strong Weak YOUR STRENGTH OF POSITION
Sales Team and Selling Effort Sales Channel: Field Selling and Inside Sales Selling Effort: Heavy Sales Channel: Major Account PROGRAMS Selling Effort: Heavy by Specialist Sales Channel: Direct Marketing, Teleselling, and Field Selling Selling Effort: Heavy (best prospects) Low (other prospects) Sales Channel: Inside Sales Field Selling and Teleselling Selling Effort: Moderate Sales Channel: Teleselling, Direct Marketing, and Some Inside Selling Effort: Low Strong Weak ACCOUNT OPPORTUNITY Strong COMPETITIVE POSITION Weak KEY TARGET MAINTENANCE WHY BOTHER
[object Object],[object Object],[object Object],[object Object],The Selling Ballgame Changing Business Environment Leads to Changing Selling Environment Resulting in Harder to Get and Hold Customers and It Costs More! Implications
PRIORITIES Time Management
Your Scarcest Resource TOTAL BUSINESS DAYS 2002 252 Less: •  Vacation 10 •  Holidays 10 •  Personal absences 5 25 WORKING DAYS AVAILABLE IN YEAR 227 Less: •  Meetings, Trade Shows, etc. •  Training •  Customer unavailability •  Miscellaneous TOTAL
Administration 16% Administration 16% HOW SALESPEOPLE SPEND THEIR TIME Acct. Service/ Coordination 13% Acct. Service/ Coordination 11% Face-to-Face Selling 29% Face-to-Face Selling 30% Phone Selling 25% Phone Selling 25% Travel 17% Travel 18% 2001 2000
The Contemporary Marketing Concept ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
I. Customer Change Drivers ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Customer Change Drivers  (cont’d.) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
II. Purchasing Behavior/Buying Relationships ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Purchasing Behavior/Buying Relationships   (cont’d.) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
III. Role of the Sales Team ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
IV. Sales Force Issues / Problems ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
V. Change Areas ,[object Object],[object Object],[object Object],[object Object],[object Object]
Why Do Sales Organizations Become Obsolete? Growth Evolution I II III IV Any business is good! All Business is good! What business is good? Certain business is good! One product One market One product One big market Old/new products many markets Redefine customer segment selling Sell to survive Sell volume to lower costs Sell volume to hold share Optimize to get best returns Start-up Volume growth Market share Optimization
THE PURPOSE Customer Resource Allocation Decisions What segment(s) to call on What volume segments to call on: –  High volume vs. low  volume –  National accounts vs.  smaller accounts What profitability segments to call on: highly profitable vs. less profitable New vs. existing accounts High penetration vs. low penetration accounts What geography to focus on Headquarters vs. field calls Product Resource Allocation Decisions New vs. existing products High volume vs. low volume products Easy to sell vs. hard to sell products –  Familiar vs. unfamiliar products –  Products with high short-term  impact and low carryovers vs.  products with low short-term  impact and high carryover –  High-tech products vs. low -tech  products –  Long selling cycle vs. short  selling cycle – Differentiated vs.  non-differentiated –  Highly competitive vs.  noncompetitive Activity Resource Allocation Decisions Hunting vs. farming Selling vs. servicing Relationship expert vs. product expert vs. industry expert vs. customer expert SALES FORCE TIME & EFFORT
SELLING PROCESSES
EVOLUTION OF BUYING PROCESS Selling organizations get involved at different stages in the customer’s buying process Where buyers experience the greatest challenges Planning 1 Recognizing 2 Searching 3 Evaluating 4 Selecting 5 Committing 6 Implementing 7 Tracking 8 VENDOR “ Present-Handle Objections-Close” SUPPLIER Searching through implementing ADDED VALUE PARTNER Entire process:  Planning through tracking results Where Sellers Focus Efforts
Sellers Boundary Role Communication Selling Organization Marketing Strategy policies procedures programs REP Communication Buying Organization Procurement Strategy policies procedures programs
Transactions and Relationships ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Transaction Selling Relationship Creation
TYPICAL PROCESS Help customers recognize and define problems and needs in a new or different way.  Show superior solutions, options, and approaches that customers may not have understood or considered. Help customers overcome and remove obstacles to acquisition. Make purchase painless, convenient, and hassle-free. Show customers how to install and use product. Implement- station Recognition of Needs Evaluation of Options Resolution of Concerns Purchase
ADDING VALUE TO A TRANSACTIONAL SALE Customer generally knows how to use product. Recognition of Needs Evaluation of Options Resolution of Concerns Purchase Implement- station Little or no opportunity to create sales value. Seller can help make purchase painless, convenient, and hassle-free. Little or no opportunity to create sales value. Customer has few issues or concerns. Customer already understands alternative solutions. Little or no opportunity to create sales value. Customer has already defined needs and problems completely.  Little or no opportunity to create sales value.
Consultative seller can design customized solutions and help customers make informed choices. Consultative seller can counsel customers and help resolve concerns. Consultative seller can advise and problem solve implementation issues. ADDING VALUE TO A CONSULTATIVE SALE Seller can create most value early in the process by helping customers define needs and solutions. Recognition of Needs Evaluation of Options Resolution of Concerns Purchase Implement-tation
Sales Call Time 5% Needs Analysis 50% 10% Problem Solving 30% 35% F/B. Presentation 15% 50% Trying to Close 5% TYPICAL SALESPEOPLE KEY ACCOUNT SALESPEOPLE
Buying Discipline in Transition ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Research Findings ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Implications for Salespeople ,[object Object],[object Object],[object Object],[object Object]
Sales Discipline for the 90’s ,[object Object],[object Object],[object Object],[object Object],How you can…
Key Shift—Selling Competencies ,[object Object],[object Object],[object Object],[object Object],Transactional Selling Strategic Selling FUTURE Strategic Selling Transactional Selling NOW
“ Bottom Line” A business can no longer rely on the uniqueness of their products to retain customers or grow new sales revenue. Customers will align their business with strategic suppliers who understand their business and bring a unique offering which adds value— impacts their “bottom line” through increased sales revenue or reduced costs
Natural Sales Skills 60% 5% 35% 5%  “Process the requisite selling skills that make them stand out” 35%  “Just manage to pay their way” 60%  “Just there for the beer”
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
PROFITS
The Key Challenge Implications 1. Less discounting. 2. Selling higher margin products. 3. Selling more product lines to each customer (cross-setting). 4. Being more selective and discriminating in qualifying potential buyers. 5. Better use of selling time (deployment). Sales Productivity  = G.M. C.O.S. Where: G.M. = Gross Margin Dollars C.O.S. = Cost of Sale in Dollars
SALES FORCE PRODUCTIVITY 1st Effectiveness 2nd Efficiency Productivity Clear priorities in terms of: • Markets • Customers • Products • Activities And clear strategy To drive the allocation of resources Managing the allocation of sales resources to: • Markets • Customers • Products • Activities Measure the "return on investment" regularly. = +
EFFICIENCY EFFECTIVENESS PRODUCTIVITY Number of doors opened What is done once in door Components of Sales Productivity
SUMMARY Defined Getting in front of Using skills and abilities customer at minimum to maximize sales cost potential Mechanisms Working  harder : Working  smarter : for improving –  time management –  coaching –  incentives –  skills training –  call reports –  account strategies –  territory design Measures –  penetration –  success rates –  call rates –  repeat business –  cost / call –  sustainable margins Sales Efficiency Sales Effectiveness

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Strategic Planning PowerPoint Presentation

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  • 12. Total Organizational Planning Sales Plan Target Account Strategy Key Account Strategy Maintenance Account Strategy Why Bother Account Strategy Territory Plans Key and Target Account Plans Action Plans Control & Evaluation Shorter Term Business Plan Market Plan Strategic Planning Marketing Information Long Term Business Plan Strategic Tactical
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  • 14. P O S I T I O N I N G Which segments / customers will we concentrate on ? Whom will we challenge for these customers? What incentives will we provide to get them to buy from us… rather than from competitors? CUSTOMER TARGETS COMPETITOR TARGETS CORE STRATEGY
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  • 16. ACCOUNT PORTFOLIO ANALYSIS Attractiveness: Accounts are very attractive since they offer high opportunity and sales organization has strong position. Sales call strategy: Accounts should receive a high level of sales calls since they are the sales organization’s most attractive accounts. Attractiveness: Accounts are potentially attractive since they offer high opportunity, but sales organization currently has weak position with accounts. Sales call strategy: Selected accounts should receive a high level of sales calls to strengthen the sales organizations position. Attractiveness: Accounts are somewhat attractive since sales organization has strong position, but future opportunity is limited. Sales call strategy: Accounts should receive a moderate level of sales calls to maintain the current strength of the sales organization’s position. And, efforts should be made to replace field sales calls with telephone sales. Attractiveness: Accounts are very unattractive since they offer low opportunity and sales organization has weak position. Sales call strategy: Accounts should receive no field sales calls and a minimum of inside sales resources. Strong Strength of Position Weak High Account Opportunity Low KEY TARGET MAINTENANCE WHY BOTHER
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  • 18. Sales Team and Selling Effort Sales Channel: Field Selling and Inside Sales Selling Effort: Heavy Sales Channel: Major Account PROGRAMS Selling Effort: Heavy by Specialist Sales Channel: Direct Marketing, Teleselling, and Field Selling Selling Effort: Heavy (best prospects) Low (other prospects) Sales Channel: Inside Sales Field Selling and Teleselling Selling Effort: Moderate Sales Channel: Teleselling, Direct Marketing, and Some Inside Selling Effort: Low Strong Weak ACCOUNT OPPORTUNITY Strong COMPETITIVE POSITION Weak KEY TARGET MAINTENANCE WHY BOTHER
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  • 21. Your Scarcest Resource TOTAL BUSINESS DAYS 2002 252 Less: • Vacation 10 • Holidays 10 • Personal absences 5 25 WORKING DAYS AVAILABLE IN YEAR 227 Less: • Meetings, Trade Shows, etc. • Training • Customer unavailability • Miscellaneous TOTAL
  • 22. Administration 16% Administration 16% HOW SALESPEOPLE SPEND THEIR TIME Acct. Service/ Coordination 13% Acct. Service/ Coordination 11% Face-to-Face Selling 29% Face-to-Face Selling 30% Phone Selling 25% Phone Selling 25% Travel 17% Travel 18% 2001 2000
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  • 31. Why Do Sales Organizations Become Obsolete? Growth Evolution I II III IV Any business is good! All Business is good! What business is good? Certain business is good! One product One market One product One big market Old/new products many markets Redefine customer segment selling Sell to survive Sell volume to lower costs Sell volume to hold share Optimize to get best returns Start-up Volume growth Market share Optimization
  • 32. THE PURPOSE Customer Resource Allocation Decisions What segment(s) to call on What volume segments to call on: – High volume vs. low volume – National accounts vs. smaller accounts What profitability segments to call on: highly profitable vs. less profitable New vs. existing accounts High penetration vs. low penetration accounts What geography to focus on Headquarters vs. field calls Product Resource Allocation Decisions New vs. existing products High volume vs. low volume products Easy to sell vs. hard to sell products – Familiar vs. unfamiliar products – Products with high short-term impact and low carryovers vs. products with low short-term impact and high carryover – High-tech products vs. low -tech products – Long selling cycle vs. short selling cycle – Differentiated vs. non-differentiated – Highly competitive vs. noncompetitive Activity Resource Allocation Decisions Hunting vs. farming Selling vs. servicing Relationship expert vs. product expert vs. industry expert vs. customer expert SALES FORCE TIME & EFFORT
  • 34. EVOLUTION OF BUYING PROCESS Selling organizations get involved at different stages in the customer’s buying process Where buyers experience the greatest challenges Planning 1 Recognizing 2 Searching 3 Evaluating 4 Selecting 5 Committing 6 Implementing 7 Tracking 8 VENDOR “ Present-Handle Objections-Close” SUPPLIER Searching through implementing ADDED VALUE PARTNER Entire process: Planning through tracking results Where Sellers Focus Efforts
  • 35. Sellers Boundary Role Communication Selling Organization Marketing Strategy policies procedures programs REP Communication Buying Organization Procurement Strategy policies procedures programs
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  • 37. TYPICAL PROCESS Help customers recognize and define problems and needs in a new or different way. Show superior solutions, options, and approaches that customers may not have understood or considered. Help customers overcome and remove obstacles to acquisition. Make purchase painless, convenient, and hassle-free. Show customers how to install and use product. Implement- station Recognition of Needs Evaluation of Options Resolution of Concerns Purchase
  • 38. ADDING VALUE TO A TRANSACTIONAL SALE Customer generally knows how to use product. Recognition of Needs Evaluation of Options Resolution of Concerns Purchase Implement- station Little or no opportunity to create sales value. Seller can help make purchase painless, convenient, and hassle-free. Little or no opportunity to create sales value. Customer has few issues or concerns. Customer already understands alternative solutions. Little or no opportunity to create sales value. Customer has already defined needs and problems completely. Little or no opportunity to create sales value.
  • 39. Consultative seller can design customized solutions and help customers make informed choices. Consultative seller can counsel customers and help resolve concerns. Consultative seller can advise and problem solve implementation issues. ADDING VALUE TO A CONSULTATIVE SALE Seller can create most value early in the process by helping customers define needs and solutions. Recognition of Needs Evaluation of Options Resolution of Concerns Purchase Implement-tation
  • 40. Sales Call Time 5% Needs Analysis 50% 10% Problem Solving 30% 35% F/B. Presentation 15% 50% Trying to Close 5% TYPICAL SALESPEOPLE KEY ACCOUNT SALESPEOPLE
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  • 46. “ Bottom Line” A business can no longer rely on the uniqueness of their products to retain customers or grow new sales revenue. Customers will align their business with strategic suppliers who understand their business and bring a unique offering which adds value— impacts their “bottom line” through increased sales revenue or reduced costs
  • 47. Natural Sales Skills 60% 5% 35% 5% “Process the requisite selling skills that make them stand out” 35% “Just manage to pay their way” 60% “Just there for the beer”
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  • 51. The Key Challenge Implications 1. Less discounting. 2. Selling higher margin products. 3. Selling more product lines to each customer (cross-setting). 4. Being more selective and discriminating in qualifying potential buyers. 5. Better use of selling time (deployment). Sales Productivity = G.M. C.O.S. Where: G.M. = Gross Margin Dollars C.O.S. = Cost of Sale in Dollars
  • 52. SALES FORCE PRODUCTIVITY 1st Effectiveness 2nd Efficiency Productivity Clear priorities in terms of: • Markets • Customers • Products • Activities And clear strategy To drive the allocation of resources Managing the allocation of sales resources to: • Markets • Customers • Products • Activities Measure the "return on investment" regularly. = +
  • 53. EFFICIENCY EFFECTIVENESS PRODUCTIVITY Number of doors opened What is done once in door Components of Sales Productivity
  • 54. SUMMARY Defined Getting in front of Using skills and abilities customer at minimum to maximize sales cost potential Mechanisms Working harder : Working smarter : for improving – time management – coaching – incentives – skills training – call reports – account strategies – territory design Measures – penetration – success rates – call rates – repeat business – cost / call – sustainable margins Sales Efficiency Sales Effectiveness