National Sales Leader Role @ Corporate Traveller South Africa

Proposed Strategies /Initiatives for achieving double-digit New Business Turnover in alignment with Total Turnover growth

1. RECRUITMENT

2. TRAINING

3. ESTABLISH A DIGITAL MARKETING AND DIGITAL SALES PLAN

4. NEW BUSINESS PIPELINE /VALIDATE EXISTING LEADS

5. THE DNA OF THE NATIONAL SALES LEAD

1. RECRUITMENT

ONBOARD THE RIGHT BDMs

• New National Sales Leader would need to fast-track getting to know the existing Team Leaders and the extended BDM Team

• To achieve this in the fastest possible time, existing Team Leaders and BDM Teams must do a ‘SELF-SWOT’ within 2 working days and a comprehensive Business Plan within 5 working days from on-boarding date. Speed-to-market is critical, as FY is already underway.

• The output is an enabler for management to determine the quality of the existing team, and an opportunity to identify RED-FLAGS within the team, and to fill gaps with relevant training.

• It’s a great opportunity for ‘someone fresh’ to ‘re-recruit internally’ and make decisions about the ideal fit of existing BDM members.

HOW DO WE RETAIN TOP BDM TALENT

• WORK ON A STRATEGIC INCENTIVE /REMUNERATION PACKAGE THAT MAKES IT EXTREMELY HARD TO LEAVE

• GET UNDER THEIR SKIN AND OFFER SOMETHING UNIQUE, OTHER THAN MONEY, COMMISSION (THE CARROT) ETC.

• REDEFINE ‘THE CARROT’ – DISCUSS CASE STUDY AT INTERVIEW

• WHY SHOULD WE LOSE A TOP PERFORMER BECAUSE THE NEXT EMPLOYER OFFERS R5,000 A MONTH MORE?

2. TRAINING

2. TRAINING• Get a solid understanding of your internal training and o-boarding

process and program for BDMs.

• What sales methodology is being used /promoted/trained at Corporate Traveller?

• How is annual Professional Development Training needs determined, and by whom?

• We CANNOT TRAIN PEOPLE HOW TO BE PRODUCTIVE, they need to on-board as having productivity as part of their core DNA /aptitude. Being productive is an attitude towards work.

• Work with Team Leaders and Corporate Traveller in-house Trainers to embed a training path that arms the BDMs for success.

3. ESTABLISH A DIGITAL MARKETING AND DIGITAL SALES PLAN

3. ESTABLISH A DIGITAL MARKETING AND DIGITAL SALES PLAN THAT DRIVES NEW BUSINESS

• CONDUCT A SEO REVIEW AND IMPLEMENT RECOMMENDATIONS

• INRODUCE A DIGITAL MARKETING PLAN

• INTRODUCE A DIGITAL SALES PLAN, THAT PROMOTES PRODUCTIVITY

• GET MANAGEMENT ON-BOARD WITH LINKEDIN PREMIUM MEMBERSHIP PROGRAM FOR ALL CORPORATE TRAVELLER TEAM LEADERS AND BDMs.

SEO REVIEW AND RECOMMENDATIONS:

• GOOGLE SEARCH RESULTS ARE NOT WORKING IN FAVOR OF NEW BUSINESS DEVELOPMENT - IN FACT GOOGLE STEERS NEW PROSPECTS AWAY

• WHAT ‘PUSH AND PULL’ INITIATIVES ARE IN PLACE

•

• ONLINE MESSAGING AND BRANDING NEEDS TO BE CONSISTENT ACROSS ALL PLAFTFORMS TO ATTRACT /FEED NEW BUSINESS INTEREST

• CORPORATE TRAVELLER SHOULD LEAD AND EXCEL ON CONTENT IN THE PUBLIC DOMAIN IN ORDER TO ATTRACT NEW BUSINESS

ONLINE MARKETING:• Meet with Corporate Traveller’s Head of Marketing to understand and buy-

into the current marketing plans. Alignment with Sales is critical for New Business Development. Review the use of CVPs online.

• Any marketing initiative only makes sense if the marketing activities are directly responsible for sales conversions /new business development and adds to the bottom line

• A model to identify evidence of the above should be in place.

• Review all public facing websites as well as any GUI accessible by New Prospects to develop New Business

• ‘Review’ of current Digital Marketing Strategy and recommendations of how to improve it

• Become the publishing leader on business travel by owning the internet space, e.g. Wikipedia, Association Memberships (ABTA, ACTE and Global Business Travel Association) to establish and validate credibility

4. NEW BUSINESS PIPELINE /VALIDATE EXISTING LEADS

• VALIDATE EXISTING LEADS IN CRM (CRM ‘REFRESH’ INITIATIVE)

• REMOVE ‘CANDYFLOSS’ FROM NEW BUSINESS PIPELINE TO ENSURE HIGHER CONVERSION RATES / EXPECTATIONS

• ‘SHOW-ME-THE-MONEY’ INITIATIVE - EXPLAINED DURING INTWERVIEW

• INCREASE EFRECTIVENESS OF DAILY KPI REPORTING

• UNDERSTAND THE HISTORY OF THE NEW BUSINESS PIPELINE, AND

• GET COMMITMENT ON FUTURE CRITERIA FOR VALIDATING NEW BUSINESS REPORTING

5. THE DNA OF YOUR NATIONAL SALES LEADER

5. THE DNA OF THE NATIONAL SALES LEADER

• INTELLEGENT, ENERGETIC AND POSSESES INTEGRITY

• LEAD BY EXAMPLE WITH A HIGH SENSE OF URGENCY AND PASSION

• HAVE A 30-DAY, 60-DAY, 90-DAY ONBOARDING PLAN

• SHOW THE ABILITY TO UNCOVER THE PARTNERING SILVER BULLET (e.g. DISCOVERY /VIRGIN ACTIVE)