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Creating a Sales Plan

Creating a Sales Plan . Steve Kovacs . Session 1 of 2. Sales Plan. Top Down . Bottom up . Strategic Focused Understood Measured . Strategic ? Focused ? Rarely Understood Measured ? . The Planning Process . Leverage. Invest. SWOT. Objectives. GAP. Info. GAP. Team. Train.

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Creating a Sales Plan

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  1. Creating a Sales Plan Steve Kovacs Session 1 of 2

  2. Sales Plan Top Down Bottom up Strategic Focused Understood Measured • Strategic ? • Focused ? • Rarely Understood • Measured ?

  3. The Planning Process Leverage Invest SWOT Objectives GAP Info GAP Team Train Defend Measure Tools Resources Action Plan Communication Plan Negotiations

  4. Assemble the Team Coach ACC PM MGM MKT Sales Committed to the process Committed to time allocation

  5. The Planning Process Leverage Invest SWOT Objectives GAP Info GAP Team Train Defend Measure Tools Resources Action Plan Communication Plan Negotiations Week 1 2 3 4 5 6 7

  6. What Goes into a sales plan External Internal Tools Competitive Analysis Budget Allocation SWOT Analysis Client Profile & Trends GAP Analysis Resource allocation Analysis of gov.regs. Low Strength High Customer Value High Strength High Customer Value Talent /Skills Match Low Strength Low Customer Value High Strength Low Customer Value Product Position Analysis Market Trend Analysis

  7. SWOT Analytic Tool to Analyze the Business with the objective to find competitive advantages and develop strategic plans Internal External Note: A goal is not a plan Leverage strengths Identify areas for possible investment Identify weakness that need improvement Identify vulnerabilities that need protection

  8. SWOT Analysis Garbage in Garbage out SWOT

  9. Sales Plan / SWOT List strengths Define the segment and competition How can strengths be leveraged to exploit opportunities? How can strengths be leveraged to gain a competitive advantage? How do my weaknesses make me vulnerable to potential threats? What can be done to address areas of weakness? Identify Opportunities Identifypotential threats List weakness Competition Tends Product Position Regulations Common Environment

  10. SWOT External Internal Strengths Opportunities • ----- • ----- • ----- • ----- • ----- • ----- • ----- • ----- • ----- • ----- • ----- • ----- Threats Weakness • ----- • ----- • ----- • ----- • ----- • ----- • ----- • ----- • ----- • ----- • ----- • ----- Internal External

  11. SWOT Capitalize Invest Strengths Opportunities Xxx Xxx Xxx Xxx xxx Xxx Xxx Xxx Xxx xxx Weakness Threats Xxx Xxx Xxx Xxx xxx Xxx Xxx Xxx Xxx xxx Shore up Identify

  12. Attacking The Competition (Understanding your competition is key to a successful sales plan) Complete a SWOT for your competition Compare your strengths to the competitors weakness Identify the areas of overlap Your Strengths Competitor Weakness

  13. Defending against Treats Define potential threats Match the threats against your areas of weakness Identify areas where you are most vulnerable Your Weakness Potential Threats

  14. Exploiting opportunities Define the opportunity Match your strengths against the opportunity requirements Complete a gap analysis Decision matrix Opportunities Your Strengths

  15. SWOT outputs • Key Objectives • Target Accounts • Training Plan • Resource Allocation Plan • Development Plans • Internal Support Plan • Resources • People • Money • Tools • Product • Pricing • Promotion • Distribution S W O T

  16. Functional DepartmentObjectives • Create an annual forecast • Product / Service requirements discussion with the client • Past history • Economic impact on purchases • Competitive pressure • Potential of adding new products/services for this client • Introduction plan • Launch timeline • 3. . Identify the resource support you will need from your company • Budget • Marketing • Engineering • Administration • Service / Training

  17. Target Account Plan • Create an Opportunity Matrix to prioritize and quantify the accounts • Identify where the account is in the sales process • Determine likelihood of success • Match to your value statement • Identify the key activities and milestones in the sales process along with the resources needed to support the various activities • Create a sales process time line • Forecast revenue

  18. Suggested Plan Format Gap Action Plans

  19. Creating a Sales Plan Part 2

  20. Creating the Sales Forecast Realistic Version x date Optimistic Worst Case

  21. NEGOTIATIONs

  22. Communication

  23. Individual Sales Plans & Objectives Segment Customers Personal Development

  24. Management Matrix • Determine what key activities / events need to be tracked • Determine the best way to measure these key events • Develop a reporting system via CRM or other means • Confirm the needed input is well defined and understood by those who will both create the information and those who will be reading the information. • Identify key events that will trigger a revised plan / strategy • Determine when and how reviews will be conducted

  25. Indicators of a good Plan • Is the Challenge / Problem well defined • Does the plan address the challenge / problem • Do you have the resources to implement the plan • If additional resources are needed are the decision makers on board • Do you have the buy in from the key implementers • Is the plan doable within the given time frame

  26. Steve Kovacs GIMA Inc. Phone: 952-292-4351 ksteve21506@gmail.com

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