Driving Sales In A Tough Economy

Actegy Consulting The Resource For Executives Addressing Sales Issues
Sales Growth Specialists

Facilitated by Tom Morrill, Principal

Copyright © 2008 Actegy
Consulting All Rights Reserved
1

 Sales growth consulting firm founded in 1996

 Focused on helping Sales Leadership drive results

 Provides Workshops, Roundtables and Advisory Services

 Help both large and small enterprises

 Client list includes companies such as:
◦ Intel, Comcast, Sprint, Nextel and ADP
◦ Mirror Image, Diomed and Lexington Alarms

Actegy Consulting Copyright © 2008 Actegy Consulting
All Rights Reserved 2
www.actegyconsulting.com

 Extreme pressure by competitors to take away
existing customers

 Budget constraints when adding resources

 Much slower client decision making process


 Implement program to assess and address
accounts at risk

 Follow formal decision making process when faced
with aggressive competitor discounting

 Implement formal ongoing face-to-face process to
demonstrate value to client


Rank accounts according to:
A • Lifetime Value

B • Profitability
• Strategic importance

C
• Share of total wallet
• Cost to serve

Account Risk Assessment / Action Plan
Assess account risk / Action plan:
Account Name Ranking Risk level
A
• Ranking / importance Relationship rating High Annual $ $200k Products Product A

• Current competitive threats Total budget $500k % share of budget 40%

• Revenue / profit contribution Action Plan

• Relationship rating • Assign our division president as executive liaison • Perform detailed account review with client

• Next steps (i.e. add account manager) • Invite them to Client Advisory Council • Offer additional implementation resources no charge


Competitor offers
lower price or new low
price product

Your other Response costs less
Can chose to No No Yes No
markets than sales loss Discount
discount or not Competitor willing
threatened
to go even lower

Yes

Yes
Value of
No market No
Multiple discounts
justifies
required and you
discount
still do not lose
Yes money

Yes

Discount
Discount

Actegy Consulting Copyright © 2008 Actegy Consulting 6
www.actegyconsulting.com All Rights Reserved

Performance Executive Summary
Financial • Meet with their leadership team
Dashboard
• Voice Units ARPU • Churn Rate
• Gross/Net Adds
• Data Revenue
• Performance to Quota/Plan • Demonstrate your value
• Total ARPU • Revenue for data Financial Performance
• EBITDAM • Actual unit growth voice One Page Overview
• EBITDA • VPL Contract Status Of Key Metrics • Review your results
• Attainment of Commitment
• Lifetime Value
Level
• Executive level penetration NAM Working Dashboard • Their initiatives
• Penetration Vs Goal

Satisfaction • They rate your company
Financial Performance
• Network Issues
• Billing Issues • Insight into your new products
• Open customer support
cases Satisfaction Viability
• CSI Rating Executive Summary Metrics + • Schedule quarterly or monthly
Additional Metrics

• Your senior executive attends


 Use a cost-effective process to deploy resources

 Increase capacity by increasing selling time

 Focus performance improvement activities on the
right members of the team


Before After
Travel Selling Time Travel

Selling Time

Customer
Svc
Customer
Svc
Admin.
Admin.

Lead Gen. Lead Gen.

Activities That Can Increase Selling Time
• High / Low-tech tools • Reallocation of resources
• Training • Redefining territories
• Adding lower cost staff • Reallocation of accounts

Tier 4 Tier 3 Tier 2 Tier 1

Management disciplines

Clear metrics

Performance plans
Bottom 20% Lower 30% Upper 30% Top 20%
Accountability

Manage out Low success rate High probability
for improvement


 Adjust sales process, evaluate enterprise pipeline
and modify goals if necessary

 Evaluate each opportunity and don’t waste ongoing
resources on extremely delayed decisions

 Create a sense of urgency through sales dialogue
with client


Re-define length of customer buying process

Contact Discover Propose Negotiate Close

Original sales plan = X months vs. Actual results = Plan plus 3 months

Goals must be realistic

Re-assess Enterprise $32.5M

Sales Pipeline
Director Director Director Director
$10M $10M $10M $2.5m
Prospect

Rep Rep Rep Rep
$2.5M $2.5M $2.5M $2.5M

Propose Rep Rep Rep
$2.5M $2.5M $2.5M

Rep Rep Rep
Close $2.5M $2.5M $2.5M

Rep Rep Rep
$2.5M $2.5M $2.5M


Prospect • Re-deploy resources

• Don’t try to close if not ready

• Don’t offer discounts to “close now”
Propose

• More time for lead generation

• Incentives for client penetration
Close
• Don’t waste organizational time


Department Pain Opportunities Questions to be Asked
SERVICE • ERO • What is the impact of
being unable to . . .”
• What is that costing in
terms of money, time and
productivity?
Situation Impact Solution ROI
• How often does it
No electronic 10 person hours lost Part Scan
happen? Eliminate manual
receiving monthly = $ “X”: receiving:
PARTS • Inventory Reconciliation
• Manually receiving • Reduce
parts Receiving labor
cost by 20
• Correcting
person hours
inventory issues
monthly
• = $ “X” savings
• Accurate
ordering


Driving Sales In A Tough Economy

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