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TP Sales AcademyLaunch

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Domestics

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Quotes

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 WaltonFounder of Walmart

Time is the scarcest resource and unless it is managed nothing else can be managed.

Peter DruckerAuthor and Business Consultant

Profit in business comes from repeat customers, customers that boast about your project or service, and that bring friends with them.

W. Edwards DemingAuthor and Business Consultant

Sales are contingent upon the attitude of the salesman - not the attitude of the prospect.

W. Clement Stone Businessman and Author

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AgendaDay

o Introductions

o What do Sales People do, and why?

o Understanding how businesses operate

o Costs

o Break Even

o Profit

o Action planning

o Evening meal

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AgendaDay Two

o Review of Day One

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

o Territory Management

o Account Planning

o Forecasting

o Your 100 day plan

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Introductions

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Introductions exercise Part one

Purpose:- to introduce delegates to each other

Teams: whole group exercise

Activity:- line up in order as instructed by facilitator

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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.

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What to sales people do and why?

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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

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How businesses operate

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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.

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What is Profit?

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

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• 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

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• 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."

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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.

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• What is break-even?

0 100 200 300 400

Costs 4500 5500 6500 7500 8500

Income 0 2500 5000 7500 10000

0

2000

4000

6000

8000

10000

12000Re

venu

e in

K£s

Break even

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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:-

1. CEO, this person will make all final decisions2. Finance Director, responsible for all financial forecasting and product pricing3. Sales Director, this person will be responsible for all sales activity and co-ordination.4. Sales People, Minimum 2 people5. Manufacturing Manager organizes all manufacturing and material sourcing6. Designer7. Pilot8. Navigator9. Production Engineer10. Marketing Manager

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TP Sales Academy

Day 2

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AgendaDay Two

o Review of Day One

o Emotional Intelligence and Change

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

o Territory Management

o Account Planning

o Forecasting

o Your 100 day plan

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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.

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Emotional Intelligence and Change

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Emotional Intelligence

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Behaviours Under Pressure

Pressure

Per

form

ance

Bor

ed

ComfortZone

Stretch Str

ain

Pan

ic

Tipping PointA Feeling of Control

DistressEustress

“Adapted Behaviour” “Reactive Behaviour”

“Reactive Behaviour”

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Peoples emotion to change

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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:-

1.Are you in Eustress or Distress, and why! What is making you feel like this and what can you do to maintain/regain control.

2.What position are you on the change curve and how can you, maintain position or transition to the moving forward stage.

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

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Territory Management

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How do you hit your sales target?

How much time do you spend on each component and what is your success rate

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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:-

1.How many selling days per year will it take Nancy to hit her target

2.What is the total number of prospects she will have to work on to ensure that she hits her target.

3.How can she work more effectively to achieve her target.

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How do you hit target exercise

TargetAverage Order Value Conversion Rate

Total Opportunities required at each stage

Average days of sales activities in each stage

Total Days required

Sales 2,000,000£ £ 200,000 100% 10Closing Stage 85% 12 3 35Proposing Stage 70% 17 5 84Discovery Stage 60% 28 2 56Prospecting Stage 10% 280 0.1 28Days activity required to hit target 203

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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:-

1.How many selling days per year will it take you to hit your target

2.What is the total number of prospects you will have to work on to ensure that you hit your target.

3.How can you work more effectively to achieve your target.4.What additional information do you need to gather to

understand your sales cycle.

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Territory Planning

Urgent but not important

Delegate it

Urgent but not important

Delegate it

Urgent and important

Do it Now

Urgent and important

Do it Now

Not Urgent not important

Ignore it/ let it go

Not Urgent not important

Ignore it/ let it go

Not Urgent but important

Plan It

Not Urgent but important

Plan It

IMPORTANT

UR

GE

NT

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Account Planning

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What is an Account Plan?

• 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

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 :-

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Stakeholder Analysis

Interest

Pow

er

LOW High

High

Focus Effort

Update Regularly

Monitor and update as necessary

Minimal effort

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Forecasting

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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.

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SESSION FOUR

Your 100 day plan

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100 Day Plan

1. 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 ?

2. What will you have done in the next 80 days that will help you achieve your 100 day plan?

3. What will you have done in 60 Days?4. What will you have done in 40 Days?5. What will you have done in 20 days?6. What will you have done in 10 days?7. What will you do tomorrow?

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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

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Thank you and good luck!