TP Sales Academy Launch

1. TP Sales AcademyLaunch

2. Domestics

3. Quotes Time is the scarcest resource and unless it is managed nothing else can be managed. Peter Drucker Author and Business Consultant There is only one boss. The customer. And he can fire everybody in the company from the chairman on down, simply by spending his money somewhere else. Sam Walton Founder of Walmart Profit in business comes from repeat customers, customers that boast about your project or service, and that bring friends with them. W. Edwards Deming Author and Business Consultant Sales are contingent upon the attitude of the salesman - not the attitude of the prospect. W. Clement Stone Businessman and Author

4. Introductions What do Sales People do, and why? Understanding how businesses operate Costs Break Even Profit Action planning Evening meal AgendaDay

5. Review of Day One If selling is what we do how can you be the best? Territory Management Account Planning Forecasting Your 100 day plan AgendaDay Two

6. oap Introductions

7. Introductions exercise Part one • Purpose:- to introduce delegates to each other • Teams: whole group exercise • Activity:- line up in order as instructed by facilitator

8. Introductions exercise Part two • Purpose:- to introduce delegates to each other • Teams: individually and in pairs • Activity:- Select a peer partner to work with. • The role of a peer partner is to challenge and support you through the next two days. You will share your exercises and commitments with them and they will support you post workshop to help you develop your skills.

9. What to sales people do and why?

10. What do sales people do? • Purpose:- to gain a common understanding of the role of a sales person in an organisation • Teams: four teams • Activity:- in your teams discuss the role of a sales person in an organization and create a list of activities that a sales person does, and then rank them in order from 10= least important to 1= most important

11. How businesses operate

12. What are the key elements of running a business. • Most business owners will first measure success in terms of financial factors. • Profits are a key measure of success along with positive cash flow, a manageable debt load and a drive toward efficiency in holding down variable costs. • But, while a business needs to make a profit to survive, if the right technology and workforce are not in place, profits will be more elusive.

13. What is Profit? • Profit is the difference between the amount earned and the amount spent in buying, operating, or producing something.

14. What is costs? • Cost denotes the amount of money that a company spends on the creation or production of goods or services. It does not include the mark-up for profit

15. What is break-even? • In economics & business, specifically cost accounting, the break-even point (BEP) is the point at which cost or expenses and revenue are equal: there is no net loss or gain, and one has "broken even."

16. Break-Even Exercise • Purpose:- to gain a common understanding of break-even • Teams: four teams • Activity:- in your teams discuss complete the exercise on the handout sheet given to you and prepare a break even graph on a piece of flip chart paper.

17. What is break-even? Break even

18. Sales Exercise • Purpose:- to gain a common understanding of costs, break even and profit • Teams: two teams • Activity:- in your teams you have the opportunity to run your own business. This business manufactures paper airplanes and you are bidding against each other to sell your proposed planes to “Artificial Airways”. During this exercise you will need to appoint the following roles:- • CEO, this person will make all final decisions • Finance Director, responsible for all financial forecasting and product pricing • Sales Director, this person will be responsible for all sales activity and co-ordination. • Sales People, Minimum 2 people • Manufacturing Manager organizes all manufacturing and material sourcing • Designer • Pilot • Navigator • Production Engineer • Marketing Manager

19. TP Sales AcademyDay 2

20. Review of Day One Emotional Intelligence and Change If selling is what we do how can you be the best? Territory Management Account Planning Forecasting Your 100 day plan AgendaDay Two

21. Review of Day One • Purpose:- to review the learning from Day One • Teams: four teams • Activity:- in your teams discuss the activities from day one and extract one thing that you know now, or have remembered if it is not new information that will help you moving forward. • This is a “right brain” activity so once you have identified the idea you need to portray it as an image on a piece of flip chart paper. You must not use words, letters, symbols or numbers in your representation.

22. Emotional Intelligence and Change

23. Emotional Intelligence

24. Behaviours Under Pressure Tipping Point A Feeling of Control Eustress Distress “Adapted Behaviour” “Reactive Behaviour” Comfort Zone Performance Panic Strain Bored Stretch “Reactive Behaviour” Pressure

25. Peoples emotion to change

26. Your current emotional position • Purpose:- to understand how you feel about the changes going on around you. • Teams: Individually and then with your Peer Partner • Activity:- Individually think about the changes that are happening within the business and answer the following questions noting your answers in your books:- • Are you in Eustress or Distress, and why! What is making you feel like this and what can you do to maintain/regain control. • What position are you on the change curve and how can you, maintain position or transition to the moving forward stage.

27. If selling is what we do how can you be the best?

28. Territory Management

29. How do you hit your sales target? How much time do you spend on each component and what is your success rate

30. How do you hit target exercise • Purpose:- to gain a common understanding of what is required to hit your sales target • Teams: four teams • Activity:- in your teams complete the exercise sheet and answer the following questions:- • How many selling days per year will it take Nancy to hit her target • What is the total number of prospects she will have to work on to ensure that she hits her target. • How can she work more effectively to achieve her target.

31. How do you hit target exercise

32. How do you hit target exercise • Purpose:- to gain a common understanding of what is required to hit your sales target • Teams: peer partnerships • Activity:- in your pairs complete the individual exercise sheet and answer the following questions:- • How many selling days per year will it take you to hit your target • What is the total number of prospects you will have to work on to ensure that you hit your target. • How can you work more effectively to achieve your target. • What additional information do you need to gather to understand your sales cycle.

33. Territory Planning Urgent but not important Delegate it Urgent and important Do it Now URGENT Not Urgent not important Ignore it/ let it go Not Urgent but important Plan It IMPORTANT

34. Account Planning

35. What is an Account Plan? An account plan is a list of tactical activities planned in a sequence to maximise the sales growth of a customer. It includes but is not exclusive to :- • Client Key Stakeholders • Accounts business objectives • What are their growth plans • Future developments • Buying cycles • Impending changes • Current products purchased • Volumes • Uses • Reason for purchasing • Key Competitors products purchased • Volumes • Uses • Reasons for Purchase • Defined strategy and key activities to grow account • Meetings • Product promotions • Tactical approach • Projected volumes

36. Stakeholder Analysis High Monitor and update as necessary Focus Effort Power Update Regularly Minimal effort LOW Interest High

37. Forecasting

38. Forecasting • Good forecasting requires a good sales strategy. • Good forecasting requires an understanding of your buyer’s behaviour. • Good forecasting requires a milestone driven pipeline process. • Good forecasting requires continual improvement.

39. Your 100 day plan Session four

40. 100 Day Plan • What are you going to have achieved in the next 100 days that will take you closer to being the best sales person you can? • How will you know you have achieved it ? • What will you have done in the next 80 days that will help you achieve your 100 day plan? • What will you have done in 60 Days? • What will you have done in 40 Days? • What will you have done in 20 days? • What will you have done in 10 days? • What will you do tomorrow?

41. Action Planning • Purpose:- to plan your next steps • Teams: Individual • Activity:- Consider what you have identified as strengths to be developed, Weaknesses to be overcome and new strategies to start using that will allow you to improve

42. Thank you and good luck!