Les Mills Sales Management Summit New Orleans - Sept 07

2. Les Mills Sales Management SummitNew Orleans - Sept 07 Karen D. Woodard-Chavez, President Premium Performance Training

3. Do You Measure Up as a Manager? • Ahh, to see ourselves as others see us! If you can handle it, you could be about to get some good ideas that will help you become the manager you want to be. Below are a number of characteristics needed by managers and leaders. Read the definitions carefully, then give yourself a grade from 1 – 10, ten being the best. • ____Everyone on my team has a clear job description. A person needs to know exactly what is expected of him and how he will be measured. • ____Our group has a set of objectives that every member understands. • ____I have a plan to achieve these objectives that is understood by the entire team. Each member knows his piece of the plan and has had plenty of opportunity to discuss it with me. • ____We train our people to be better. It is good for our company performance, good for company spirit and moral and good for the individual. • ____I listen. Often. To know the ideas, goals and aspirations of each team member. • ____I am consistent and fair. (If you want a lot of turnover, be the kind of boss nobody can figure out.) • ____I run meetings in which everyone participates. I never just use them as a forum to talk about my ideas. And I respect everyone’s time; a one hour meeting ends in one hour. • ____I never find fault in public, nor do I yell, be-little or insult in private or public.

4. Do You Measure Up as a Manager? (continued) • ____I give energy. Some managers seem to be able to take something from you every time you deal with them. Be the boss that gives support, enthusiasm, credit and encouragement. • ____I give people jobs that advantage of their talents and abilities. This draws from them their best possible work and helps them grow. • ____I expect a high level of performance. Everyone who works with me knows exactly what they have to do to get a “job well done”. • ____I trust my people and they know it. • ____I tell each of them often what they are doing right and why I am glad they are on the team. • ____I talk regularly about things that need improvement, not just at an annual review. • ____I ask what others think and then I listen. I value what others say. • ____I get rid of negative people. It is my job to get rid of people who do not fit, people who diminish the team. • ____I have a sense of humor. It is only a job and it should be fun. • ____I reward performance. I remember that opportunity and recognition are as important as money. • ____I treat employees like people, not employees. For this I get honesty in return.

5. YTD Goals • Break down of each region • What behaviors need to change to hit targets? • Management behaviors? • Sales behaviors?

6. CSO’s Sales Optimization Action Plan • Streamline hiring • Align sales with marketing • Improve lead generation • Improve forecasting accuracy • Improve qualifying and prioritizing prospects • Differentiate our offer against our competitor • Share best practices with entire sales force • Build value instead of discounting • Understand the customers buying process • Improve the salesperson’s ability to present a solid business case • Improve referral system • Improve ability to drive the sale • Improve consistent daily production

7. Staff Selection • Who are we selecting to sell LM solutions? • Are we bringing professionals on to our teams? • Where are we finding them? • How are we defining their function? • B2B role not B2C role – very different

8. Staff Selection (continued) • Criteria for success • Likes to sell B2B • Consistent daily work habits • Resilient • Curious • Understands business • Enjoys risk • Strong communication skills • Leader/driver • Craft CPQ testing • How many direct sales staff do you need?

9. Les Mills Sales Rep: Job Description • Objective: Your contribution is to license new facilities in your region with LM programs. Your prime directive is to meet and or exceed sales targets consistently each month. • Game plan: • 1. Sell 6 licenses each month. • 2. Have a minimum of 6 sales meeting each week. • 3. Make a minimum of 70 calls per day to schedule 6 meetings per week. • 4. Sell 2 – 3 programs per new licensee. • 5. Sell a total of 10 new programs per month to include current licensees. • 6. Establish long term relationships with licensees to insure their success with our programs. • 7. Understand the market and the industry by spending 30 minutes daily studying the trends and issues.

10. Les Mills Sales Rep: Job Description (continued) • 8. Generate 4 referral leads per month from current licensee base to generate additional sales. • 9. Provide life changing experiences everyday with all of your prospects as well as licensees that demonstrates the LM ethos and purpose. • 10. Coordinate and fill GFMs with a minimum of 10 qualified prospects to sell LM programs. • 11. Maintain database daily for accuracy of lead follow up. • 12. Manage your business by the numbers by doing your daily sales tracking, analysis and adjustments. • 13. Meet with your sales manager daily to discuss sales tracking, needs and action points for success. • 14. Attend all sales meetings and trainings. • 15. Work to include a minimum of 45 hours per week and evenings and weekends when necessary.

11. Manage performance by the numbers • Manage all the elements that get us to the bigger picture • What are you emphasizing with your sales staff? • Not all staff need the same management • Allows objectivity and accuracy • Calls/appointments/sales – where is the weakness? Where is the strength? • Manage closing dates weekly/biweekly rather than monthly • Manage performance daily without apology