Tri Corp WirelessSprint Preferred RetailerDistrict Manager CandidateKevin Lowery

Presentation Itinerary

• Quintile Performance

• Conversion

• Developing a competitive sales culture within my district

• Changes to managing & coaching my sales associates

• Delivery and sales execution along with staff buy in

• Employee growth, progression and product knowledge

• 30/60/90 Day Plan

• Conclusion

Managing Underperforming Quintile

• Manage to the quintile by controlling the metrics• Controlling the easier metrics

• Provide a road map• Where we currently are, where we need to get,

and how we will get there• Total Equipment Protection.

• Bundling the cost• Sprint Promoter Score

• The importance of great customer service and how it could drive the store

• Daily sales plans• Revolve around increasing each metric• Keep location on pace at all times

• Organization w/sales & quintile boards must be up to date. • Allows for healthy competition• Success is attainable

• Observe each employee and manager during sales process• Ensure they are positioning EP, accessories with

a purpose• Delegate a different quintile metric for employees to

monitor• Improves overall quintile education as well as

accountability

Quintile Rank 2014 2015

1st Quintile 10 5

2nd Quintile 2 3

3rd Quintile 0 2

Oak Lawn Quintile Performance

Growing Conversion Rates• Increasing your conversion rates is absolutely crucial.

• Drives our business• Highly monitored by Sprint

• Scheduling • Having strong reps on the floor during busiest times

• At most 2 full time employees, rest under 30 hours weekly• Helps control payroll expense

• Call campaigns to existing customers• Print out account look up for future references

• Feedback and coaching my sales reps w/ positive reinforcement

• EP positioning. Converting upgrade customers into additional sales• Capitalizing on each door click

• Setting clear goals and expectations with all employees

• Know our competitors offers for easier rebuttal• Daily feedback and daily sales plans

• Constant communication• Ensure all customers are greeted properly upon

entering our stores (30 seconds)

Goal 7%

3%

5%

Sales Culture and Team Buy In• Culture in sales is defined by attitudes that employees have about their work environment• Be upfront on what's expected, and question to as why we aren’t preforming

• A strong sales team is built on the capabilities of its managers• Our supervisors must lead by example. Managers must be the first to buy into new or changing

strategies

• District Managers should lead the sale team• Allow managers and associates to shadow during sales process

• Pushing each employee to strive to meet sales goals/quotas

• Group Me participation• Forcing team members to be active and forceful but always TCW team players

• Recognize sales representatives who excel• Shout outs on recaps and Group Me are essential for staff to want to continue to strive for greatness

• Congratulate other districts on their own successes• Pointing out we are all one team in the end, and for TCW to be successful we all must pull in the

same direction

Changes to Current TCW Coaching Methods• Selling District Manager

• Observing and coaching, all while having a strong sales presence on the floor• Greeting and communicating with our customer base

• Keeping up with all Sprint promotions• Weekly conference calls. Going over all changes and successes from the previous week.

• Daily check in’s with all my stores managers• Discussing traffic, sales, customer issues, staff or inventory problems

• Pop quizzes• Question employees “on the spot” about plans, devices, and promotions

• Create flash cards• Looking for specific answers, also offer role playing situations

• Then look for execution on the sales floor

• Clarify sales objectives• Into manageable & realistic goals build around each associate

• Require recaps from my managers• Pointing out successes and failures, if goals were met, what can we do going forward differently

• Require managers to think attempt to generate sales leads• Thinking outside the box, looking for new fresh ideas, this will point out which managers drive sales

Sales Execution, Urgency & Staff Buy In

• Selling Stars• Each location should have a lead sales rep who other strive to compete with

• Sales urgency• Provide the knowledge, structure, skills to succeed, all while pushing the line for more

• Fresh sales approach• New selling ideas

• In our business, its all about the NOW• Celebrate previous successes, but always point out where improvement is currently needed

• Leading By Example• Multitasking during visit, positive reinforcement

• Offer Opportunity for advancement • James Waite & Josh Kelly• Trained store managers from Oak Lawn

• Open door policy• Allow employees to have a voice in selling tactics

• Making staff feel valued• They make THE difference in the stores success

30 Day Action Plan• Require Sales and personnel histories before my 1st visit, gather information• Sales, Call offs, quintile ranks, conversion %

• Visit each location during weeks 1 & 2• Intros

• Presentation prepared • Outline action plan going forward

• Reviews with each team member including manger discussing previous months• Discussing successes and short comings

• Reorganization• Back room, accessory shelves, filing systems

• Delegate responsibilities with store w/ manager• Assistant manager, Service & Repair, Audits

60 Day Action Plan• In depth store review• Store manager review individually• Action Card

• Retail sales associate review also individually• Store manager review with sales associate & D.M present• Close new business accounts• Work to initiate new strong larger clients

• Provide senior management team with in depth analysis of previous 2 months• Sales goals met, quintile performance, retail sales associate performance

• Possible changes to inventory levels• Accessories, phone levels

• Sales boot camps run by S.M & D.M• Begin to use our strengths

• Scheduling adjustments• Eye on payroll, overhead cost of store

90 Day Action Plan

• Discuss possible district incentive for sales• Sales contests• Rewards for selling superstars, recognition• Identify employees that have slipped or are under performing• Revisit and clarify our goals and sales quotas

• Increase sales and revenue above company goals• Constantly sharpening our sales skills, are we gaining new business, is our action

plan working• Discuss our goals going forward the next 120 days• Possible shuffle of employees, changes to management team• Measure, analyze, and communicate our business results• Compare our results with the current market, where we stand

In Conclusion• 10 years sales, management experience with Sprint

• 6 years total management experience with Sprint Preferred Retailers

• Manager with TCW since November 2013

• Store of the Year 2013 Oak Lawn

• Store of the quarter 2014 (quarter 3) Oak Lawn

• Manager of the quarter 2013 (quarter 4) Oak Lawn

• Coaching skills have enhanced progression in multiple TCW employees• Generates a positive work environment for all TCW employees• Already have a great working relationship with TCW managers

• Oak Lawn continues to be a leader in sales metrics• Accessories in particular • Service & Repair• Sprint Promoter Score

• Constant great reviews from all customers