“The Key to Unlocking
Sales Performance”
4 Steps To Achieving Sales
Accountability & Getting the Best
From Your Sales Team
Presented by Ann Bueler
Co-President
Woodard Cleaning & Restoration Services
April 22, 2010
The Ability to Measure Performance & Hold
a Sales Team Accountable
Starts with 3 Essential Elements:
 Vision: The act or power of seeing…
 Strategy: Careful plan or method…the art of devising
or employing plans or stratagems toward a goal…
 Goal: The end toward which effort is directed…
Elements of a Great Goal:
Specific, Measurable, Attainable,
Relevant,
Track-able, Stretching, & Time-bound
STEP # 1
Develop a Definable Vision, Strategies & Goals
Then…Communicate * Communicate * Communicate
 Case Study: Woodard Business Example
Vision Example: Destination 2020
Profitably grow top line revenue & pretax
net income to x$/x% by 2020. Maximize Woodard’s
“Legendary Service,” & “One Woodard” Initiatives.
Achieve Industry-wide Recognition as Employer of
Choice. Achieve Operational & Sales Excellence.
“If you don’t know where you’re going, you
might wind up someplace else!”
Yogi Berra
STEP # 1
Develop a Definable Vision, Strategies & Goals
Then…Communicate * Communicate * Communicate
2010 Sales Strategy Example:
Maximize a direct sales force cross selling
all services to assigned, account based,
business portfolios organized by industry
verticals.
Target individual focus/goals for each sales
person: either large, complex new business
development focus or new program
development focus in addition to
management of their business portfolio of
accounts.
Targets Areas for Business Development:
Whales/$50K+; Lapsed Accts; Industry
Targeted Programs (e.g., hospitals,
universities, senior centers, contractors,
national accounts, etc.)
Build Strategies For:
Sales:
*Commercial
*Residential
Service/Product Lines
Marketing
Operations
Customer Service
I/T
Accounting
Etc.
STEP # 1
Develop a Definable Vision, Strategies & Goals
Then…Communicate * Communicate * Communicate
2010 Sales Goal Examples:
*Increase Top Line Revenue 22%
*Grow Insurance Program Segment / Incremental $850K
*Establish Board-up Business to Convert 20 Fire Projects
*Grow CAT/LL Segment / Incremental $700K
*Establish Rug Cleaning Retail Channel / $100K
STEP # 2
Establish A Selling Structure That
Leads You To Your Vision!
We Created an Integrated Sales Organization
How We Were
Structured:
Challenges:
* Costly & confusing account
coverage
* Two sales forces
aligned by service
* Numerous small efforts tied to
offering: Cleaning & “individual” clients
Restoration
* Lack of cohesive “accountbased” sales effort
* A one-to-one
networking &
* Difficult to “own” the account
relationship sales
* Slow growth
approach
STEP # 2
Establish A Selling Structure That
Leads You To Your Vision!
How We Are
Structured:
Opportunities:
* Integrated & cross
trained sales force
* Identify bigger opportunities
* Account-based sales
approach
* Book of Business
management
* Industry alignment
within 13 verticals
* Broader/deeper sales coverage
* Better industry penetration
* Ability to “own” the account
* Faster growth
STEP # 2
Establish A Selling Structure That
Leads You To Your Vision!
We Established Account & Industry Designations
7 Sales Account Managers
4 Commercial Account Designations:
Maintenance; Non-Maintenance;
Restoration Only; Prospect
13 Industry Verticals:
Property Management/Real Estate; Education;
Healthcare; Finance/Acct/Ins.; Business/Personal
Services; Manufacturing/Distribution;
Architecture/Engineering; Legal; General Contractors;
Mechanical Contractors; Government; Religious;
Retail
STEP # 2
Establish A Selling Structure That
Leads You To Your Vision!
We Organized Accounts
2086 Active Sales Accounts Managed
(e.g., State Farm, CTMT, Edward Jones, Wash U., etc.)
3637 Active Sales Account Contacts / 3352 Locations
(many contacts and/or locations can exist for a single account)
3624 Sales Account Prospects
(managed by sales account managers)
1576 House Account Clients & Prospects
(assigned to a stay-in-touch program managed by Marketing)
HOW WILL YOUR SALES STRUCTURE
LEAD YOU TO YOUR VISION?
STEP # 3
Establish A Strong & Consistent
Selling Process
We Set Expectations for Sales People
The Selling Process Starts with Setting Expectations
of the Sales Account Manager:
• Skilled in Selling to a Disciplined Sales Model
• Ability to Execute Bottoms-up, Account-based
Forecasting
• Ability to Develop an Annual Business Plan
& Present to the Management Team
• Ability to Develop Quarterly Business Plan Updates
& Present to the Management Team
STEP # 3
Establish A Strong & Consistent
Selling Process
• Ability to Develop Account Plans, (for both
individually managed and team managed accounts)
for the Top 5-10 Accounts in each Business Portfolio
• Industry Expertise (subject matter expertise and
resource to the team where the Business Portfolio is
heavily weighted in a particular area: e.g., Property
Management, Education, Healthcare, Insurance,
Construction, etc.)
STEP # 3
Establish A Strong & Consistent
Selling Process
• Account Team Management (organizing and
managing both sales and non-sales function team
members, e.g., operations, customer service, etc, to
execute the account plan)
• Continuing Education Class Presentation
Capability
• Back-up Project Management Capability
STEP # 3
Establish A Strong & Consistent
Selling Process
We Create Plans with Goals
We start the year with an assigned
Book of Business Or Business
Portfolio for each sales account
manager which includes existing
Maintenance cleaning accounts;
Non-maintenance cleaning
accounts; Restoration accounts
& Prospects
STEP # 3
Establish A Strong & Consistent
Selling Process
We Execute Bottoms-Up Forecasting by Account
2007
2007
Cleaning
Restoration
Revenue
Revenue
0.00
2,679.75
0.00
2,706.20
0.00
0.00
0.00
0.00
1,564.76
0.00
5,138.00
0.00
2,567.20
0.00
0.00
3,366.49
0.00
15,802.64
19,610.20
0.00
2,796.00
0.00
2,048.00
0.00
1,369.58
0.00
137,055.00
1,706.00
79,599.05
0.00
0.00
0.00
0.00
0.00
2008
2008
Cleaning Restoration
Revenue
Revenue
0.00
7,120.24
0.00
5,114.34
0.00
0.00
0.00
0.00
434.88
0.00
1,448.87
0.00
533.47
0.00
0.00
16,694.12
0.00
4,739.88
3,884.00
0.00
699.00
0.00
512.00
0.00
235.98
0.00
36,374.28
723.20
14,078.73
0.00
0.00
2,333.32
0.00
0.00
Program
0.00
0.00
0.00
0.00
1,643.85
4,779.73
2,229.06
0.00
0.00
19,892.00
2,796.00
2,048.00
1,369.58
124,254.46
78,670.72
0.00
0.00
2008
2008
2008
Pending
Cleaning Restoration
Cleaning
Forecast
Forecast
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
1,208.97
0.00
0.00
3,330.86
37,403.58
1,291.43
1,695.59
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
16,008.00
19,725.00
0.00
2,097.00
0.00
1,500.00
1,536.00
2,838.00
1,000.00
1,369.58
2,080.00
1,000.00
83,856.84 139,400.00
0.00
66,091.48
80,650.00
2,000.00
0.00
0.00
13,000.00
0.00
10,000.00
0.00
Account
American Family Insurance
American Family Insurance
Bene-Kelly Insurance
Guide One Insurance
St. Louis County Library
St. Louis County Library
St. Louis County Library
State Farm Insurance
State Farm Insurance
Armstrong Teasdale, LLP
Duke Realty
Duke Realty
Duke Realty
Edward Jones Company North
Edward Jones Company South
Farmers Insurance Group
GHP
Spencer, Fane, Britt & Browne,
LLP
Stinson, Morrison & Hecker
Tech Electronics
AT & T
Commerce Bank
Commerce Bank
Congregation B'Nai Amoona
Travis & Nolen, PC
Contact
Dan Fowler
Carl Wicker
Ellen Forrester
Jana Anderson
Gerry Burrow
Gerry Burrow
Gerry Burrow
Bette Handy
Hugh Bissell
Carolyn Smith
Deborah Patterson
Deborah Patterson
Deborah Patterson
Angie Hobbs
Angie Hobbs
Jeff Johnson
Ron Prebianca
Rep
JB
JB
JB
JB
JB
JB
JB
JB
JB
KR
KR
KR
KR
KR
KR
KR
KR
Industry
Insurance
Insurance
Insurance
Insurance
Govt/Civic/Community
Govt/Civic/Community
Govt/Civic/Community
Insurance
Insurance
Legal Services
Property Services
Property Services
Property Services
Financial Services
Financial Services
Insurance
Financial Services
Contact Type
Cust - Non-Main
Cust - Non-Main
Prospect
Prospect
Cust - Maintenance
Cust - Maintenance
Cust - Maintenance
Cust - Non-Main
Cust - Non-Main
Cust - Maintenance
Cust - Maintenance
Cust - Maintenance
Cust - Maintenance
Cust - Maintenance
Cust - Maintenance
Cust - Non-Main
Prospect
Teresa Hutton
Diane Feltz
Ed Bachman
Fred Shelton
Sue Franey
Robert Henson
Michael Samis
Nancy Brown
KR
KR
KR
LH
LH
LH
LH
LH
Legal Services
Legal Services
Whole/Man/Dist
Bus/Pers Services
Financial Services
Financial Services
Religious
Health Services
Cust - Maintenance
Cust - Non-Main
Cust - Non-Main
Prospect
Cust - Maintenance
Cust - Maintenance
Cust - Maintenance
Cust - Maintenance
2,699.00
1,244.00
3,032.63
0.00
1,110.00
2,226.00
2,499.21
700.00
0.00
1,021.83
0.00
0.00
0.00
0.00
0.00
0.00
1,082.00
0.00
0.00
0.00
370.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
2,552.00
0.00
0.00
0.00
1,110.00
2,226.00
3,511.80
700.00
4,031.00
512.00
0.00
0.00
740.00
2,226.00
2,468.95
700.00
2,790.00
0.00
3,200.00
0.00
1,110.00
2,526.00
3,800.00
700.00
0.00
0.00
500.00
0.00
0.00
0.00
200.00
0.00
BJC Behavioral Health Services
Colliers Turley Martin Tucker
Colliers Turley Martin Tucker
Colliers Turley Martin Tucker
Colliers Turley Martin Tucker
Metropolitan St. Louis Sewer
District
Smith Management Group
The Travelers Companies, Inc.
AAA
AAA
Ameren UE
Enterprise Rent-A-Car
Jones Lang LaSalle
McBride and Sons Building
Paric Corporation
St. Joseph's Hospital
US Bank
Westin St. Louis
Chaminade College Prep
Innoventor
Jarrell Mechanical Contractors
Jefferson City Public Schools
Maplewood - Richmond Heights
SD
Nutriformance
R.J. Wachter Plumbing
Company
St. Louis Public Library
Voss Properties
Voss Properties
Linda Elliott
Julie Fowler
Julie Fowler
Julie Fowler
Julie Fowler
MD
MD
MD
MD
MD
Health Services
Property Services
Property Services
Property Services
Property Services
Prospect
Cust - Maintenance
Cust - Maintenance
Cust - Maintenance
Cust - Maintenance
0.00
1,899.32
2,202.00
1,507.88
1,180.64
0.00
0.00
0.00
0.00
0.00
0.00
686.83
550.50
651.56
295.15
0.00
0.00
0.00
0.00
0.00
0.00
1,899.32
2,202.00
1,322.36
1,180.60
0.00
1,424.49
1,651.50
661.18
885.45
0.00
2,000.00
2,200.00
0.00
1,200.00
0.00
0.00
0.00
0.00
0.00
Gary Holland
Tom Reina
Johna Suchanek
Paul Mottet
Paul Mottet
Jean Lammert
Joan Ebrecht
Larry Hunkins
Clint N. Skibinski
Andy Barnes
Robert Smith
Ron Markel
Melodee Griffin
Jim Fernandez
Rachel Hirth
Tim Meehan
Bob Weber
MD
MD
MD
MMW
MMW
MMW
MMW
MMW
MMW
MMW
MMW
MMW
MMW
RH
RH
RH
RH
Bus/Pers Services
Property Services
Insurance
Insurance
Insurance
Bus/Pers Services
Bus/Pers Services
Property Services
Contractor
Contractor
Health Services
Financial Services
Hotel/Rest/Retail
Education
Engineers/Architects
Plumber/Sprinkler
Education
Cust - Non-Main
Cust - Non-Main
Cust - Non-Main
Cust - Maintenance
Cust - Maintenance
Cust - Maintenance
Cust - Maintenance
Prospect
Prospect
Cust - Non-Main
Cust - Non-Main
Cust - Non-Main
Cust - Non-Main
Cust - Non-Main
Cust - Maintenance
Cust - Non-Main
Prospect
0.00
1,374.81
0.00
15,771.87
1,668.78
4,794.54
3,220.00
0.00
0.00
0.00
1,690.00
1,972.33
2,734.43
1,507.04
3,254.38
0.00
0.00
14,894.28
0.00
11,966.58
28,917.15
0.00
0.00
0.00
0.00
0.00
11,682.61
0.00
0.00
0.00
4,081.04
0.00
2,479.08
0.00
0.00
0.00
0.00
5,351.28
468.10
0.00
0.00
0.00
0.00
0.00
335.40
0.00
0.00
0.00
0.00
0.00
0.00
5,059.62
3,326.45
14,650.82
36,395.55
0.00
0.00
0.00
0.00
0.00
7,057.70
0.00
1,232.20
0.00
0.00
2,146.73
0.00
0.00
0.00
0.00
0.00
16,692.59
1,872.40
6,227.31
3,220.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
3,254.38
0.00
0.00
0.00
0.00
0.00
11,553.31
1,404.30
4,794.54
3,220.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
3,254.38
0.00
0.00
0.00
1,750.00
0.00
17,000.00
1,872.40
0.00
3,220.00
0.00
0.00
0.00
1,690.00
0.00
3,500.00
1,200.00
3,800.00
0.00
0.00
16,000.00
0.00
0.00
127,000.00
0.00
0.00
0.00
0.00
2,500.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Justin Heath
Dale Huff
RH
RH
Education
Bus/Pers Services
Prospect
Cust - Non-Main
0.00
0.00
0.00
3,658.41
0.00
0.00
0.00
597.75
0.00
0.00
0.00
0.00
0.00
1,500.00
0.00
0.00
Jim Wachter
Chad Barton
John R. Poetz
John R. Poetz
RH
RH
RH
RH
Plumber/Sprinkler
Govt/Civic/Community
Property Services
Property Services
Prospect
Prospect
Cust - Maintenance
Cust - Maintenance
0.00
0.00
164.56
535.54
0.00
0.00
1,779.10
0.00
0.00
0.00
524.30
0.00
0.00
0.00
0.00
0.00
0.00
0.00
224.56
535.54
0.00
0.00
224.56
535.54
0.00
0.00
625.00
454.00
0.00
0.00
0.00
0.00
STEP # 3
Establish A Strong & Consistent
Selling Process
We Execute Account Planning
WHY DO ACCOUNT PLANNING?
•
•
•
•
•
•
•
•
•
•
Ensures focus on key accounts is successful
Ensures that we move TO the place we want to be
Ensures we maximize use of our valuable time
Ensures personal success
Determines / Re-affirms account objectives
Assess today’s position relative to objectives
Analyzes possible alternative position / objectives
Selects the best position / objectives
Establishes appropriate action plan
Implementation against the plan
MEASURES SUCCESS & ALLOWS FOR
ADJUSTMENTS
STEP # 3
Establish A Strong & Consistent
Selling Process
Account Planning
WOODARD ACCOUNT PLAN WORKSHEET
GENERAL ACCOUNT INFORMATION
FINANCIALS:
$ VOLUME TOTAL
$ VOLUME THROUGH PROGRAMS
$ VOLUME W/O CONSTRUCTION
OTHER?
BUSINESS DESCRIPTION:
BUSINESS STATUS:
GROWING
STAGNANT DECLINING
BUSINESS MIX:
STEP # 3
Establish A Strong & Consistent
Selling Process
Account Planning
WOODARD ACCOUNT PLAN WORKSHEET
BUSINESS GOALS:
% THE ACCOUNT HAS CAPTURED OF
THEIR MARKET POTENTIAL:
ORGANIZATION CHART
& IDENTIFICATION OF PERSONNEL:
HOT BUTTONS:
BUYING PHILOSOPHY:
INDUSTRY TRENDS EFFECTING ACCOUNT:
STEP # 3
Establish A Strong & Consistent
Selling Process
Account Planning
WOODARD ACCOUNT PLAN WORKSHEET
ACCOUNT’S COMPETITORS:
ACCOUNT’S DIFFERENTIATORS:
S.W.O.T ANALYSIS OF ACCOUNT W/IN
THEIR MARKET PLACE
ACCOUNT’S STRENGTHS:
ACCOUNT’S WEAKNESSES:
ACCOUNT’S OPPORTUNITIES:
THREATS TO ACCOUNT:
STEP # 3
Establish A Strong & Consistent
Selling Process
Account Planning
WOODARD ACCOUNT PLAN WORKSHEET
NEEDS / PROBLEMS
EXPECTATIONS
LIST ALL NEEDS,
PROBLEMS
IDENTIFIED
AT THE ACCOUNT:
REQUIREMENTS /
EXPECTATIONS OF:
THE VENDOR
THE PRODUCTS &
SERVICES
THE SALES
REPRESENTATIVE
AND/OR PROJECT MGR.
(INCLUDE THE COST
INCURRED IF THE NEED IS
NOT MET OR THE
PROBLEM IS NOT SOLVED)
STEP # 3
Establish A Strong & Consistent
Selling Process
Account Planning
WOODARD ACCOUNT PLAN WORKSHEET
DECISION PROCESS / KEY PLAYER PROFILE
DEFINITION / OUTLINE OF DECISION
PROCESS:
KEY PLAYER PROFILE
NAME
POSITION
PRIORITIES
CONCERNS
MOTIVATORS
PERCEPTIONS (OF COMPETITION / OF WOODARD)
STEP # 3
Establish A Strong & Consistent
Selling Process
Account Planning
ASSESSMENT OF WOODARDS’ POSITION
IN THE ACCOUNT
PRODUCTS / SERVICES IN PLACE:
% OF ACCOUNT SHARE BY
PRODUCT/SERVICE LINE:
STATUS OF EXISTING RELATIONSHIPS:
ACCOUNT MANAGER(S):
PROJECT MANAGER(S):
COMPANY EXECUTIVES:
OFFICE PERSONNEL:
WOODARD’S
ACHIEVEMENTS IN
THE ACCOUNT:
WOODARD’S SET BACKS
IN THE ACCOUNT:
STEP # 3
Establish A Strong & Consistent
Selling Process
Account Planning
WOODARD ACCOUNT PLAN WORKSHEET
S.W.O.T ANALYSIS OF WOODARD
WITHIN THE ACCOUNT
WOODARD STRENGTHS:
WOODARD WEAKNESSES:
WOODARD OPPORTUNITIES:
THREATS TO WOODARD:
OVERALL PERCEPTION OF WOODARD
IN THE ACCOUNT:
STEP # 3
Establish A Strong & Consistent
Selling Process
Account Planning
WOODARD ACCOUNT PLAN WORKSHEET
THE ANNUAL ACCOUNT PLAN
GOALS / OBJECTIVES:
(e.g., FINANCIAL, RELATIONSHIP,
PRODUCT/SERVICE EXTENSION,
COMPETITIVE, ETC.)
STRATEGY:
TACTICS:
STEP # 3
Establish A Strong & Consistent
Selling Process
Account Planning
WOODARD ACCOUNT PLAN WORKSHEET
RESOURCES REQUIRED:
(PEOPLE, PARTNERSHIPS, PRODUCTS,
SERVICES, PROGRAMS, TECHNOLOGY, ETC. )
OUTLINE THE ACTION STEPS & TIMELINE:
ACTION
STEP
1.
2.
3.
Etc.
RESOURCE(S)
REQUIRED
COMPLETION
DATE
STEP # 3
Establish A Strong & Consistent
Selling Process
Account Plan Property Management Matrix
PROPERTY MANAGEMENT MATRIX
Date:
September, 2006
Account Manager:
Mary Daniels
Company:
Grubb & Ellis
Property Mgr Ph/F/Email
Building
Carlye Hoese
Jennifer
Smith
Jennifer
Smith
Jennifer
Smith
314-621-8676 (phone)
314-677-6724
1010 Market
211 N.
Lindbergh
314-677-6724
Bldg Type Build Ow ner
BKG
A Office
Ventures
B Office
Bakewell
8820 Ladue
Office
Bakewell
314-727-2004
Southfield Ctr
Retail
Patrick Miller
314-677-6723
B Office
Patrick Miller
314-677-6723
A Office
ADP
Patrick Miller
314-677-6723
10795 Watson
12200 Weber
Hill
12250 Weber
Hill
Bakewell
Chicago
Deferred
Exchange
Corp
A Office
Patrick Miller
314-677-6723
Industrial
Patrick Miller
314-677-6723
B Office
Bakewell
Patrick Miller
Paul
Hoette/Dan
Eggleston
Paul
Hoette/Dan
Eggleston
Paul
Hoette/Dan
Eggleston
Paul
Hoette/Dan
Eggleston
314-677-6723
3401 Rider Trail
3701 S
Lindbergh
Sunset Office
Park
Bakewell
Fortune Earth
Company
B Office
314-439-5444
1023 Executive
Pkwy
C Office
314-439-5444
10765 Indian
Head
314-909-7575
660-670 Mason
Ridge Center Dr
Sq. Ft.
Contract Term Tenant(s)
Brown & James,
Accenture
169000 exp 12/08
Lease Term
Tenant Sq Ft
10 yrs, 10 yrs
51000, 36000
Govt.
unknown
8820 Ladue
5406-5458 S.
Lindbergh
36600 exp 12/08
Medical
5 - 6 years
95000 exp 12/08
Schnucks
20 years
50000
10795 Watson
12200 Weber
Hill
12250 Weber
Hill
38487 n/a
Swank Motion
Pictures
5 years
38500
44827 n/a
ADP
owned
45000
67393 n/a
Liberty Mutual
15 years
19000
60362 n/a
ADT Security
10 years
23000
26000 n/a
17700 n/a
Southwest Bank
various business
services
10 years
Bakewell
3401 Rider Trail
3701 S
Lindbergh
10825 Watson
Road
Vorhoff
Duenke
1023 Executive
Pkwy
19360 n/a
SPRINT
10 years
Flex
Nancy Lurie
10765 Indian
Head
40000 n/a
various business
services
varies
A Office
Lutheran Hour 660-670 Mason
Ministries
Ridge Center Dr
153000 12/08
Lutheran Hour
Ministries
owned
154289 12/08
XTRA Corp, Doe
Run
10 years, 7
years
Shirley Rieser 314-677-6723
3741 Mueller Rd C Flex
David Biales
314-719-2000
101-140
Chesterfield
Business Pkwy
B Flex
David Biales
314-719-2000
133-157
Chesterfield
Business Pkwy
David Biales
314-719-2000
165-189
Chesterfield
Business Pkwy
Park 270 II
1010 Market
211 N.
Lindbergh
29750 exp 12/08
Alliance
Equity Park
Elm Point
Investment
314-439-5444
Address
A Office
1801 Park 270
Drive
varies
29750
varies
18000
varies
15000
varies
83000
53000, 21000
3741 Mueller Rd
28280 n/a
ASNI Inc
10 years
28280
Chesterfield
Chamber
101-140
Chesterfield
Business
12300 n/a
Chesterfield
Chamber
10 years
123000
B Flex
Grubb & Ellis
133-157
Chesterfield
Business Pkwy
12800 n/a
Basso, Krupp &
Myers LLC
15 years
12800
A Flex
Grubb & Ellis
165-189
Chesterfield
Business Pkwy
12800 n/a
Tada Hair Salon,
Hedicorp
Contracting
5 years
9800, 3000
STEP # 3
Establish A Strong & Consistent
Selling Process
Account Plan Property Management Matrix
Continued
Acct Rep Carpet Cleaning Firm
Restoration Firm
MD
Woodard
Woodard
Architect/Designer Other Service Provider(s)
Woodard
Services Provided
Maintenance Firm
Maintenance carpet $6k; water
'03
MMMM
common area carpet
BG Service
$350/year; restoration
Solutions
common area carpet;
BG Service
restoration
Solutions
MD
Woodard
Woodard
MD
Woodard
MD
n/a
Woodard
fire & water restoration
MD
canceled w/us - may be
sold, need to verify
Servicemaster
MD
Janitron
Servicemaster
MD
unknown
Whelan Security
unknown
Murphy Mechanical
unknown
Murphy Mechanical
in house
unknown
Murphy Mechanical
fire & water restoration
Janitron
unknown
Climate Masters
fire & water restoration
Janitron
unknown
Climate Masters
fire & water restoration
Janitron
unknown
Climate Masters
fire & water restoration
Janitron
unknown
Climate Masters
MD
Janitron
Servicemaster
We cleaned in '05-no
addl info
Servicemaster
canceled w/us - may be
sold, need to verify
Servicemaster
fire & water restoration
Janitron
unknown
Climate Masters
MD
Janitron
fire & water restoration
Janitron
unknown
Climate Masters
fire & water restoration
BG Service
Solutions
unknown
Bell Electrical Contractors
unknown
Bell Electrical Contractors
MD
Servicemaster
MD
ABM
MD
We cleaned in '04 - no
addl info available
Woodard
Woodard
fire & water restoration
BG Service
Solutions
MD
Clean Tech
Servicemaster
fire & water restoration
Clean Tech
unknown
Bell Electrical Contractors
MD
Woodard
We cleaned in '04 - no
addl info available
Woodard
Common area carpet, $3400
ABM
unknown
Bell Electrical Contractors
MD
unknown
Clean Tech
unknown
Milford Plumbing
MD
ABM
unknown
ABM
unknown
Centimark Roofing
MD
ABM
unknown
ABM
unknown
Centimark Roofing
MD
ABM
unknown
ABM
unknown
Centimark Roofing
STEP # 3
Establish A Strong & Consistent
Selling Process
Account Plan Property Management Matrix
Continued
Services Provided
Opportunities Priority
Notes
Security
Tenant carpet
Bids carpet yearly
electrical
Tenant carpet
electrical
Tenant carpet
electrical
no add'l
HVAC
Carpet/Restora
tion
Carpet/Restora
tion
Carpet/Restora
tion
Carpet/Restora
tion
Carpet/Restora
tion
Carpet/Restora
tion
electrical
Carpet
electrical
Carpet
electrical
Carpet/Restora
tion
HVAC
HVAC
HVAC
HVAC
HVAC
electrical
plumbers
Tenant carpet
Carpet/Restora
tion
Roofing
Carpet/Restora
tion
Roofing
Carpet/Restora
tion
Roofing
Carpet/Restora
tion
Co-star; call said
this is Gundaker
Commercial more research
must be done
Co-star; call said
this is Gundaker
Commercial more research
must be done
Co-star; call said
this is Gundaker
Commercial more research
must be done
STEP # 3
Establish A Strong & Consistent
Selling Process
We Develop Business Plans
2010 Revenue Goal (Invoiced $$):
% Of Sales Team Goal:
% Of Company Goal:
% Of Goal Forecasted as New Business:
% Of Goal Forecasted as
Maintenance/Existing Business:
Total Number of Accounts:
Number/Percentage of Accounts that
Generate 80% of Business:
Forecasted Close Percentage:
Forecasted Losses Anticipated:
$
%
%
%
%
#
# - %
%
$-%
STEP # 3
Establish A Strong & Consistent
Selling Process
Business Planning
BUSINESS PLAN
Book of Business Vision
(Describe the 3-5 year vision you have for
development of your book of business)
2010 Strategy
(Describe your overall business strategy for the
coming year – examples may include going after a
certain competitor, owning a specific segment,
changing your new/existing business mix, targeting
certain size businesses, leveraging a new program,
etc. or any combination of a number of strategies)
STEP # 3
Establish A Strong & Consistent
Selling Process
Business Planning
Book of Business Breakdown
(list all segments in your business)
Industry Segment:
$ Forecasted % by Segment Q1$ Q2$ Q3$ Q4$
Key Account List
(list key accounts by segment)
Key Accounts by Industry Segment
$ Forecast % of Segment Q1$ Q2$ Q3$ Q4$ Acct Plan
STEP # 3
Establish A Strong & Consistent
Selling Process
Business Planning
Major Initiatives to be Undertaken this Year:
(Outline the major initiatives that will be a part of
your plan this year – include what must go well to
succeed, goals, and tactics)
New Business Development Related
Industry Segment Related
Marketing Related
Networking Related
Competition Related
Etc.
STEP # 3
Establish A Strong & Consistent
Selling Process
Business Planning
Associations / Business Memberships:
Association
Goals for Participation
Tactics to Achieve Goals
Major Challenges Facing Your Business:
How/When You Will Overcome These Challenges:
Support/Resources Required:
(List support / resources you will engage to
accomplish your plan)
STEP # 3
Establish A Strong & Consistent
Selling Process
Business Planning
Training/Professional Development Plan:
(List seminars, reading materials, self-study,
classes, mentoring opportunities, etc. that you plan
to utilize for development – include dates for
completion)
Expenses:
(List expenditures anticipated for the coming yearlist by category – e.g., entertainment, training,
collateral materials required, association
membership fees, etc.)
STEP # 3
Establish A Strong & Consistent
Selling Process
Business Planning
Key Indicators to Monitor Success:
Beyond the numbers, list all key indicators you will
utilize to monitor your success. Examples can include:
Competitive wins
Number of losses
Self-developed to company-provided lead ratio
Referral rate
Number of Woodard services sold to an account
Number of new maintenance agreements
Number of new restoration service agreements
Number of new preferred provider programs
Etc.
STEP # 3
Establish A Strong & Consistent
Selling Process
We Execute Quarterly Business Planning
QUARTERLY BUSINESS REVIEW
THE NUMBERS:
2010 GOAL:
THIS GOAL AS A % OF THE COMPANY’S
COMMERCIAL OR RESTORATION GOAL:
CURRENT YTD:
% of GOAL YTD:
% of ANNUAL GOAL:
PREVIOUS YTD:
% OF PYTD:
STEP # 3
Establish A Strong & Consistent
Selling Process
Quarterly Business Planning
QUARTERLY BUSINESS REVIEW
THE NUMBERS:
New Business Acquired YTD:
New Business as a % of YTD GOAL:
Amount / Percent of New Business Developed Through
Company Leads:
Amount / Percent of New Business Self-Developed:
Maintenance Business YTD:
Maintenance Business as a % of YTD GOAL:
STEP # 3
Establish A Strong & Consistent
Selling Process
Quarterly Business Planning
MAJOR ACCOUNTS LIST
Account Acct
Projected Revenue Status
Plan Y/N as % of Goal
of Acct
1
2
3
etc……
Total
BUSINESS OVERVIEW:
What Went Well in Q1?
What Did Not Go Well in Q1?
STEP # 3
Establish A Strong & Consistent
Selling Process
Quarterly Business Planning
PLAN FOR REMAINDER OF THE YEAR
TO MAKE GOAL:
Amount of New/Additional Business That Needs to Be
Developed Beyond Current Client Base to Reach 2010
Goal:
Plan for New/Additional Business Development for
Remainder of the Year:
Anticipated Losses / Possible Losses / Worst Case
Scenario:
STEP # 3
Establish A Strong & Consistent
Selling Process
Quarterly Business Planning
PLAN FOR REMAINDER OF THE YEAR
TO MAKE GOAL:
Contingency Plan for Anticipated / Possible
Losses or Worst Case Scenario:
Major Challenges / Issues / Obstacles:
Resources / Support Required:
Quarterly Business Review & Planning
Ensures Appropriate Adjustments in the
Appropriate Timeframe to Maximize Success!
STEP # 3
Establish A Strong & Consistent
Selling Process
We Identify Prospects & Opportunities
• Co-Star
/ Goldmine
• Local / Regional Business Information Sources
• Membership /Active Involvement in Associations
• Industry Vertical Research & Planning
(e.g. Property Management Matrix)
We Establish Selling Skill Expectations
for the Sales Call – Develop a Question Arsenal
• Qualify – Sales Call Model / Sales Call Plan
• Design the Solution to the Need / Problem / Goal
• Present the Solution – Quote or Proposal; Know the
Difference
• Prepare
STEP # 3
Establish A Strong & Consistent
Selling Process
Prepare for the Call:
• Research:
Co-Star; Client Website
Goldmine; Account Files; Internal
Resources e.g. Customer Service,
Project Management, Operations
Management, etc.
• Prepare Questions from “The
Question Arsenal”; Set Objectives;
Create an Agenda
STEP # 3
Establish A Strong & Consistent
Selling Process
Qualifying The Opportunity:
• Execute Against the “Sales Call Model”
• Execute Against the “Sales Call Plan”
STEP # 3
Establish A Strong & Consistent
Selling Process
Sales Call Plan
STEP # 3
Establish A Strong & Consistent
Selling Process
Sales Call Model
STEP # 3
Establish A Strong & Consistent
Selling Process
Present the Solution:
• Solutions are the culmination
of a thorough sales process
• Present Solutions in the
context of:
• Presentations Demand:
Meeting Needs
Preparation &
Solving Problems
Practice…Practice…Practice
Achieving Goals
A Strong Value Proposition
At a CEC Level
STEP # 4
Hold the Sales Team Accountable
Accountability: 1. subject to giving an
account: ANSWERABLE 2: capable of
being accounted for: EXPLAINABLE syn.
see Responsible.
Responsible: 1. a.: liable to be called on to
answer; b (1): liable to call to account as the
primary cause, motive or agent (2): being the
cause or explanation 2. a: able to answer for
one’s conduct and obligations
TRUSTWORTHY
STEP # 4
Hold the Sales Team Accountable
Coach to Account-ability
Every sales account manager is expected to,
and measured on, their ability to:
•Present an Account-based Forecast, by service line,
by 10/31
• Present Account Plans on key accounts
(on average 5 – 10) by 12/31
• Present a Business Plan by 1/15
STEP # 4
Hold the Sales Team Accountable
Coach to Account-ability
Every sales account manager is expected to,
and measured on, their ability to:
• Present quarterly business reviews against plan at
the end of each quarter
• Annually outline participation in the industries in
which they have accepted responsibility as subject
matter expert and responsibility for keeping the
team informed of “what’s happening” in “their”
adopted industry vertical(s) (e.g., trends, changes,
challenges, successes, etc.)
STEP # 4
Hold the Sales Team Accountable
Coach to Account-ability
• Present 1-3 CEC courses by 12/31
• The Sales Rep must identify new sales opportunities,
maintain existing account relationships, network well,
build a sales strategy, execute a strong sales call/cycle,
maintain numerous relationships at multiple levels
across an account, be active in a variety of associations
and member organizations, close the deal
• The Sales Rep needs to know where they are against
their plan at any given time & possess the capability,
confidence & determination to…
MAKE THE NUMBER!
STEP # 4
Hold the Sales Team Accountable
Coach to Account-ability
Measure the Following:
• The numbers, by service line, against goal
and previous year
• Proposals generated / Close percentage
• Maintenance Programs and Restoration
Agreements acquired, lost & why
• Non-Maintenance clients acquired / lost & why
• Prospect contacts made
• Whales acquired
• Large Loss presentations delivered &
commitments acquired
• Lapsed Accounts (contacted / converted to
business)
•Business Portfolio specific key indicators
“The Key to Unlocking
Sales Performance”
Where To Start?
PUT THE BIG ROCKS IN FIRST!
Establish The Vision, Strategy, & Goals
Establish The Sales Structure
Establish The Sale Process
Measure Performance;
Hold Yourself & Others Accountable
“The Key to Unlocking
Sales Performance”
Now Let’s Take Some Action:
List At Least One Thing You Will
Commit To Doing To Move Your
Organization to a Higher Level As a
Result of Your Time Investment in This
Session:
___________________________________
___________________________________
___________________________________
“The Key to Unlocking
Sales Performance”
In Conclusion…
With a client-focused organization that is committed
to planning; the execution of a well-defined market
approach & account planning process; a skilled sales
account manager or sales team; and, the delivery of
exceptional professional services….
We can know exactly where we are going…how we
are going to get there…what’s working, what isn’t,
and what needs to change to….
“The Key to Unlocking
Sales Performance”
…REACH OUR GOALS
AND ACHIEVE OUR VISION!!