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“The Key to Unlocking Sales Performance”

This presentation by Ann Bueler, Co-President of Woodard Cleaning & Restoration Services, provides a 4-step guide to improving sales performance and accountability. Learn how to develop a clear vision, strategies, and goals, and effectively communicate them to your sales team. Discover how to establish a strong selling structure and consistent process that align with your vision. Take away actionable insights to drive sales success in your organization.

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“The Key to Unlocking Sales Performance”

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  1. “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

  2. 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

  3. 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

  4. STEP # 1Develop 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.

  5. 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

  6. STEP # 2Establish A Selling Structure That Leads You To Your Vision!We Created an Integrated Sales Organization How We Were Structured: * Two sales forces aligned by service offering: Cleaning & Restoration * A one-to-one networking & relationship sales approach Challenges: * Costly & confusing account coverage * Numerous small efforts tied to “individual” clients * Lack of cohesive “account-based” sales effort * Difficult to “own” the account * Slow growth

  7. STEP # 2Establish A Selling Structure That Leads You To Your Vision! How We Are Structured: * Integrated & cross trained sales force * Account-based sales approach * Book of Business management * Industry alignment within 13 verticals Opportunities: * Broader/deeper sales coverage * Identify bigger opportunities * Better industry penetration * Ability to “own” the account * Faster growth

  8. STEP # 2Establish 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

  9. STEP # 2Establish 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?

  10. STEP # 3Establish 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

  11. STEP # 3Establish 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.)

  12. STEP # 3Establish 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

  13. STEP # 3Establish 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

  14. STEP # 3Establish A Strong & Consistent Selling ProcessWe Execute Bottoms-Up Forecasting by Account

  15. STEP # 3Establish A Strong & Consistent Selling ProcessWe 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

  16. STEP # 3Establish A Strong & Consistent Selling ProcessAccount 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:

  17. STEP # 3Establish A Strong & Consistent Selling ProcessAccount 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:

  18. STEP # 3Establish A Strong & Consistent Selling ProcessAccount 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:

  19. STEP # 3Establish A Strong & Consistent Selling ProcessAccount Planning WOODARD ACCOUNT PLAN WORKSHEET EXPECTATIONS REQUIREMENTS / EXPECTATIONS OF: THE VENDOR THE PRODUCTS & SERVICES THE SALES REPRESENTATIVE AND/OR PROJECT MGR. NEEDS / PROBLEMS LIST ALL NEEDS, PROBLEMS IDENTIFIED AT THE ACCOUNT: (INCLUDE THE COST INCURRED IF THE NEED IS NOT MET OR THE PROBLEM IS NOT SOLVED)

  20. STEP # 3Establish A Strong & Consistent Selling ProcessAccount 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)

  21. STEP # 3Establish A Strong & Consistent Selling ProcessAccount 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:

  22. STEP # 3Establish A Strong & Consistent Selling ProcessAccount 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:

  23. STEP # 3Establish A Strong & Consistent Selling ProcessAccount Planning WOODARD ACCOUNT PLAN WORKSHEET THE ANNUAL ACCOUNT PLAN GOALS / OBJECTIVES: (e.g., FINANCIAL, RELATIONSHIP, PRODUCT/SERVICE EXTENSION, COMPETITIVE, ETC.) STRATEGY: TACTICS:

  24. STEP # 3Establish A Strong & Consistent Selling ProcessAccount Planning WOODARD ACCOUNT PLAN WORKSHEET RESOURCES REQUIRED: (PEOPLE, PARTNERSHIPS, PRODUCTS, SERVICES, PROGRAMS, TECHNOLOGY, ETC. )  OUTLINE THE ACTION STEPS & TIMELINE: ACTION RESOURCE(S) COMPLETION STEP REQUIRED DATE 1. 2. 3. Etc.

  25. STEP # 3Establish A Strong & Consistent Selling ProcessAccount Plan Property Management Matrix

  26. STEP # 3Establish A Strong & Consistent Selling ProcessAccount Plan Property Management MatrixContinued

  27. STEP # 3Establish A Strong & Consistent Selling ProcessAccount Plan Property Management MatrixContinued

  28. STEP # 3Establish A Strong & Consistent Selling ProcessWe 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: $ - %

  29. STEP # 3Establish A Strong & Consistent Selling ProcessBusiness 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)

  30. STEP # 3Establish A Strong & Consistent Selling ProcessBusiness 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

  31. STEP # 3Establish A Strong & Consistent Selling ProcessBusiness 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.

  32. STEP # 3Establish A Strong & Consistent Selling ProcessBusiness 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)

  33. STEP # 3Establish A Strong & Consistent Selling ProcessBusiness 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 year- list by category – e.g., entertainment, training, collateral materials required, association membership fees, etc.)

  34. STEP # 3Establish A Strong & Consistent Selling ProcessBusiness 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.

  35. STEP # 3Establish A Strong & Consistent Selling ProcessWe 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:

  36. STEP # 3Establish A Strong & Consistent Selling ProcessQuarterly 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:

  37. STEP # 3Establish A Strong & Consistent Selling ProcessQuarterly 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?

  38. STEP # 3Establish A Strong & Consistent Selling ProcessQuarterly 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:

  39. STEP # 3Establish A Strong & Consistent Selling ProcessQuarterly 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!

  40. STEP # 3Establish A Strong & Consistent Selling ProcessWe 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 • Prepare 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

  41. STEP # 3Establish 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

  42. STEP # 3Establish A Strong & Consistent Selling Process • Qualifying The Opportunity: • Execute Against the “Sales Call Model” • Execute Against the “Sales Call Plan”

  43. STEP # 3Establish A Strong & Consistent Selling Process Sales Call Plan

  44. STEP # 3Establish A Strong & Consistent Selling Process Sales Call Model

  45. STEP # 3Establish A Strong & Consistent Selling Process Present the Solution: • Solutions are the culmination of a thorough sales process • Present Solutions in the context of: • Meeting Needs • Solving Problems • Achieving Goals • A Strong Value Proposition • At a CEC Level • Presentations Demand: • Preparation & • Practice…Practice…Practice

  46. STEP # 4Hold 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

  47. STEP # 4Hold 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

  48. STEP # 4Hold 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.)

  49. STEP # 4Hold 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!

  50. STEP # 4Hold 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

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