1

Overview of the workout

Time Content Method / Person

10 minutes Welcome & objectives Trainer led

5 minutes Why prioritisation is so important Trainer led

15 minutes How to prioritise your customer base – theory Trainer led

30 minutes How to prioritise your customer base – practical Group activity

30 minutes Developing a game plan Trainer led

10 minutes Break

20 minutes Relationship Planning – Gold & Silver Group activity

20 minutes Relationship Action Planning – Gold & Silver Group activity

30 minutes Managing time Trainer led Group activity

10 minutes Cool Down Trainer led

Why is prioritising your client base so important?

Gives you the focus you need

Where to invest time and where not to

Prioritise your day / week / quarter

Prioritise your workload

Achieve sales targets

Drive company revenues

Prioritise your clients based on two criteria

Revenue Potential

• What they could be spending with you

• Don’t only consider what they currently spend – be aspirational

• If we were to do x and y, they would spend...

Ease

• Strength of relationships you have with the key decision makers

• Timing – are they ready to buy / change or are they in a 3 year contract with 2 years left

• Needs – do they have a strong need for your product / service

Prioritising your customer base - theory

Ease

Rev

enu

e P

ote

nti

al £

, $, €

High (5)Low (1)

1,000,000

50,000

Rating our clients

Client Name Revenue Potential Ease (out of 5)

Prioritising your customer base - practical

Client Readiness

Rev

enu

e P

ote

nti

al £

, $, €

1,000,000

High (5)Low (1)

50,000

Client A D

Client C

Client B

Size/Depth of circle indicates

potential revenue growth from last year

Understanding your customer base

Ease

Rev

enu

e P

ote

nti

al £

, $, €

1,000,000

50,000

Long Term / Low Touch

(High Potential – Low Readiness)

Will take a long time / lot of effort to make money from

Focus & Grow

(High Potential – High Readiness)

Spend most of your time here

Responsive Only

(Low Potential – Low Readiness)

Will take a long time with little reward – waste of your

time

Develop & Grow

(Low Potential – High Readiness)

These are Quick Wins due to high readiness

High (5)Low (1)

Prioritising your customer base

Ease

Rev

enu

e P

ote

nti

al £

, $, €

1,000,000

50,000

Bronze Gold

Un-named Silver

High (5)Low (1)

Developing a game plan – what should our company approach be to each segment?

Ease

Rev

enu

e P

ote

nti

al £

, $, €

1,000,000

50,000

Bronze?

Gold?

Un-named?

Silver?

High (5)Low (1)

Developing a game plan - activity

• Gold:

―What are our Service Levels for Gold clients?

―What are our Sales Activities towards Gold clients?

• Silver:

―What are our Service Levels for Silver clients?

―What are our Sales Activities towards Silver clients?

• Bronze:

―What are our Service Levels for Bronze clients?

―What are our Sales Activities towards Bronze clients?

• Un-named:

―What are our Service Levels for un-named clients?

―What are our Sales Activities towards un-named clients?

Relationship Planning – Gold and Silver

Score our relationships with clients based on two criteria:

1. Importance of the person out of 10 (1 is low; 10 is high)

― Are they a key decision maker (8-10)

― Are they an influencer (5-7)

― Are they the ‘MAN’ – Do they have the Money; the

Authority and the Need

2. The Quality of the relationship you have with them

― Can you get ‘immediate access’ to them (10)

― Do you have an on-going relationship, or was it a ‘one off’

― What is your level of influence on the person

Key: 1 Low – 10 HighKey: 1 Low – 10 High

Relationship Planning

Relationship Planning: Map those scores onto the Relationship Map

Im

med

iacy

of

acc

ess

to c

onta

ct

Leve

l of

rela

tions

hip

(on

-goi

ng v

s. o

ne-t

ime)

Influ

ence

on

cont

act

Importance of Relationship

Defocus Nurture & Leverage

Build & Develop

Qu

alit

y o

f R

elat

ion

ship

Decision maker: Direct impactDecision influencer: indirect impact

Relationship Map

Responsive Only

Example of scoring system

Key: 1 Low – 10 HighKey: 1 Low – 10 High

Relationship Planning - example

Im

med

iacy

of

acc

ess

to c

onta

ct

Leve

l of

rela

tions

hip

(on

-goi

ng v

s. o

ne-t

ime)

Influ

ence

on

cont

act

Importance of Relationship

Defocus Nurture & Leverage

Build & Develop

Qu

alit

y o

f R

elat

ion

ship

Decision maker: Direct impactDecision influencer: indirect impact

Relationship Map – The Sales Gym

Bob Smith

Sylvia Money

Derek Barnes

Sam Jonas

Eric Didle

Contact Importance Quality Account Lead Account Support

Contact’s Hot Buttons Our Objectives / Key Messages Our Approach

Action Plan

Date Responsible Activity / Topic for Discussion Outcome / Comment

Develop an action plan for key decision makers

Develop a communication plan – completed example

Fortnightly

Monthly Quarterly6-12 Month

(Date)

GoldKey Relationships Informal Formal Dec

Less important relationships Informal Informal Formal June

SilverKey Relationships Formal

Less important relationships Formal

BronzeKey Relationships Informal

Less important relationships Formal

Un-NamedKey Relationships Formal

Less important relationships Formal

Key:

Formal

Informal

Formal meeting / presentation, with clear agenda and detailed support material

Informal meeting with work-in-progress material and reports

Managing your time

=

Urgency: customer expectations and internal deadlines

Importance: how will it contribute to gaining business

LOW HIGH

How important is the task?

NON-URGENT URGENT

Postpone task or ignore

Batch with other tasks and

plan to complete quickly

NON-URGENT URGENT

Batch with other tasks and

plan to complete

later

Handle task now

allocating adequate

time

How urgent is the task?

How urgent is the task?

Prioritising activities based on urgency and importance

Prioritising activities based on urgency and importance (2)

Importance

Urg

en

cy

High

Low

HighLow

Time Management activity

•Get into teams of 2-3 people

•Each team to list the regular activities you have to do on a

daily, weekly or monthly basis

a. Set up meetings with clients

b. Cold calling

c. Expenses

d. Etc.

•Place each activity into one of the 4 boxes, based on urgency

and importance

•Be ready to share with the group in 10 minutes

Prioritising your activities

Importance

Urg

en

cy

High

Low

No.2

Do quickly. Batch with similar activities

No.1

Do now, giving sufficient time to do it well

No.4

Postpone and perhaps even ignore

No.3

Batch with similar activities and plan to do later

HighLow

Planning your day to be most effective

• Based on the last activity, you should break up your day into time slots to be most effective

• The table indicates times that are generally recognised to be effective for different activities

Time Effective for...

8.00 – 9.30am • Plan your day• Do internal meetings• Good for non-client facing work

10.00 – 12.00pm • Client facing sales activity• Phone based or face to face

12.00 – 2.00pm • Admin time• Get batched tasks done

2.00 – 4.30pm • Client facing sales activity• Phone based or face to face

4.30pm onwards • Complete activities generated by client meetings / calls• Put aside for urgent activities still outstanding• Plan tomorrow

Cool Down

26