30-60-90 DAY PLAN
SALES MANAGER
Create a winning sales system that generates rapid and sustainable revenue
growth.
We will:
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Understand Source Direct Imports’ mission, products and value proposition.
Know our customer.
Relentlessly build relationships and develop business with both existing and new accounts.
Work as a team to build referrals and connections.
We will know the market and the market will know us.
Own our sales process through exceptional training and consistent execution of the process.
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Profile each customer type (personas) and identify and understand their needs.
§ Learn how to listen, and to speak, to different customer types. What
motivates them?
Hugely increase outbound prospecting and account development by setting,
measuring and meeting daily outbound targets.
Create and refine a consistent message in-line with Source Direct Import’s mission
and brand strategy to improve consistency.
Identify and understand all objections and how to overcome them effectively.
Successfully launch new products into new and existing markets.
Rely less on the skill and experience of individual salespeople and more on the
execution of the sales process. Begin to be able to more accurately project revenue.
First 30 Days. Where are we now?
The first 30 days (or less) will be spent learning Source Direct Imports’ products, getting to know
its people, and understanding the sales process as it exists today. I would prefer not to have
any training in week one, so my initial impressions and observations aren’t affected. We will
identify what we do well and what we struggle with. How are the salespeople incentivized and
what are their habits, both good and bad? Time will be spent listening to phone calls, meeting
with individuals on the sales team and building a clear picture of the sales strategy and process
as it is now. We will learn how much time is spent prospecting vs. selling on the phone. Are
salespeople engaged in busy-work or activities that can be eliminated or minimized? What
activities are generating success and what aren’t? We will evaluate the structure of account
ownership, the potential need for a new CRM to help manage and grow accounts and evaluate
how we measure day-to-day activity so we can begin to understand what a successful day looks
like.
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Meet with sales team individually and ask them questions to see how consistent the
answers are. This will help in understanding where we are and in developing future training.
Ask each salesperson to take the Gallup® Clifton Strength assessment so I can know their
strengths and more effectively manage them as individuals.
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Observe daily workflow.
o How is time managed?
o Evaluate the CRM (or similar internal system) - How do we manage the client
relationships? Do we take accurate notes from each phone call that everyone has
access to, so the sales team and project managers are on the same page? Who do
we know in our customer or prospect’s business? When did we last speak? What
was spoken about? When do we need to call back? Are they on our email marketing
lists? Will they be at the next trade show? IE: can we search everyone that we know
will be at the next trade show based on “tags” or similar?
o Observe the time spent on the phone vs. preparing for calls or other activities.
o Can we currently measure outbound dials or talk time?
o How do we communicate, and do we work well as a team?
o email, chat, face-to-face
Evaluate the current structure of account ownership, ownership of geographical territories or
registered deals. Does this incentivize business development, teamwork and revenue
growth?
Evaluate the current distribution of project leads.
Report findings to Kip.
Days 30-60. Where should we go from here?
What we learn in the first 30 days (or less) will dictate our direction in month two. The purpose
of this month is to take what we learned in month one to help create new tools and strategies
and incentivize the behaviors that result in our desired outcome – rapid and sustainable revenue
growth. We already know what those behaviors are, it’s just about creating systems, training,
and management activities that foster them.
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Identify a new CRM if the current system doesn’t adequately enable relationship
management.
Make a plan to eliminate or minimize time spent on non-sales activities (anything that keeps
us off the phone).
Make a plan to measure daily activity and set daily targets. Sales activities generate results.
Revenue is a trailing indicator of activity.
o Talk-time goals
o Outbound dial goals
o Monthly or quarterly and yearly revenue goals.
Identify a BI dashboard that can be used to make sales activity and results visible to all.
Determine how to assign account ownership (or geographic territories or project ownership).
o If one owns a book of accounts, they are responsible for growing their book of
business through relationship development.
o They are less likely to wait for leads as repeat business will go to the owner of each
account. If you want repeat business, you must nurture and grow your accounts.
§ To be successful one must have relationships with their accounts, know
about upcoming projects and develop referral business for themselves and
teammates (who will reciprocate).
o Leads become newly owned accounts to be managed and developed.
30-60-90 Day Plan
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Encourage the sharing of project in industry info with the team. Create connections
and generate referrals.
KPI metrics will be chosen to help keep the sales team engaged in the process that gets results.
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Create KPI’s
Create quality Controls
Start coaching
Encourage peer coaching and teamwork
Days 60-90. Execution.
Now that we’ll have a plan for a sales process that can be tested (and will continue to be), it’s
time to execute. What does this mean?
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Work to help onboard new CRM if needed. This would be a big project to migrate data and
would require outside help.
Eliminate or minimize time non-sales activities.
o Must they be done? Can they be done by non-sales people?
Begin to measure:
o Talk-time goals
o Outbound dial goals
o Monthly or quarterly and yearly revenue goals.
Implement the use of a BI sales dashboard
Assign account ownership (or geographic territories or project ownership).
Possible re-training or continual training of the sales team (with a documented process to
train new hires)
o Reasons for the call
o The approach, questions to ask and desired outcomes of each call. It’s a process!
Implementation of procedures (also documented)
Schedule, plan and lead weekly sales meetings for:
o Continual training
o Share industry or project information
o Prospecting strategies
o Pre and post trade show call and meeting strategies
o Strategies to overcome objections (to create a consistent message that outperforms
other strategies)
o Closing strategies
o Referral development strategies
MEASURE RESULTS.
MANAGAE DAILY ACTIVITY AND HELP DEVELOP RELATIONSHIPS AND CLOSE
DEALS!
MOTIVATE, INSPIRE AND LEAD!
30-60-90 Day Plan