Sale plan dp

2014 Sales Plan
Prototype

It’s About Sales
Speed to Market is Everything
presented by: Carl Ramsey
I. 2014 Sales Plan...............................................................................................................................................3
A. Executive Overview..................................................................................................................................4
1. October – December Theme: ‘It’s All About Sales’.............................................................................4
2. Speed to Market is Everything...............................................................................................................4
3. Strategies and Tactics............................................................................................................................4
4. Resource Reconciliation........................................................................................................................5
B. 2014 Sales Goals.......................................................................................................................................5
1. Direct Sales............................................................................................................................................5
a) Sales Goals.........................................................................................................................................5
b) Pipeline Targets – 30 days.................................................................................................................5
c) Pipeline Targets – 60 days.................................................................................................................6
d) Pipeline Targets – 90 days.................................................................................................................6
e) Revenue Mix:.....................................................................................................................................6
f) Direct Sales - Channel Mix...............................................................................................................7
2. Indirect Sales..........................................................................................................................................7
a) Sales Goals.........................................................................................................................................7
b) Pipeline Targets.................................................................................................................................7
c) Revenue Mix......................................................................................................................................7
d) Indirect Rep contribution ..................................................................................................................8
C. General Sales Activities............................................................................................................................9
1. New Sales...............................................................................................................................................9
2. Account Penetration.............................................................................................................................10
3. Account Referrals................................................................................................................................11
D. Sales Methodologies / Initiatives............................................................................................................11
1. Customer Centric.................................................................................................................................12
2. Leverage...............................................................................................................................................12
3. Sense of Urgency.................................................................................................................................12
4. Latent Needs........................................................................................................................................12
5. High Probability Selling......................................................................................................................13
6. Consultative Selling.............................................................................................................................13
7. Strategic Selling...................................................................................................................................13
8. Best Practices.......................................................................................................................................14
9. Total Account ownership.....................................................................................................................14
E. Sales/Marketing Department Infrastructure............................................................................................14
1. Staffing.................................................................................................................................................14
2. Compensation......................................................................................................................................15
3. Sales Management...............................................................................................................................16
a) Sales Metrics....................................................................................................................................16
b) Qualification Metric........................................................................................................................16
c) Ideal Customer Profile.....................................................................................................................16
d) Confidence Ratios............................................................................................................................16
e) Quota - Sales Goals.........................................................................................................................16

2014 Prototype Sales Plan

DRAFT
f) Conditions of Satisfaction – COS....................................................................................................17
g) Win/loss...........................................................................................................................................17
h) Customer Satisfaction......................................................................................................................17
i) Cost of Sale.......................................................................................................................................17
j) Activity reports.................................................................................................................................18
k) Other: ..............................................................................................................................................18
4. Sales Cycle Mgmt (SFA, CRM, TAPs, comp plans, etc)....................................................................18
5. Sales Reporting....................................................................................................................................18
6. Infrastructure........................................................................................................................................19
a) Direct Sales Reps.............................................................................................................................19
b) Inside Sales Reps / Sales Support Reps / Marketing staff...............................................................19
c) TSRs.................................................................................................................................................19
7. Budget..................................................................................................................................................19
8. Org chart .............................................................................................................................................19
a) Corporate ........................................................................................................................................19
b) Sales, Marketing..............................................................................................................................20
II. Marketing Plan............................................................................................................................................20
A. Overview.................................................................................................................................................20
1. Product.................................................................................................................................................20
2. Pricing..................................................................................................................................................20
3. Place.....................................................................................................................................................20
4. Promotion.............................................................................................................................................20
B. Promotion Mix........................................................................................................................................21
C. Advertising..............................................................................................................................................21
1. Lead generation....................................................................................................................................21
a) Word-of-mouth................................................................................................................................21
b) Networking......................................................................................................................................21
c) Direct Mail.......................................................................................................................................21
d) eLetters............................................................................................................................................21
e) email.................................................................................................................................................21
f) Banner..............................................................................................................................................22
g) Radio................................................................................................................................................22
h) more….............................................................................................................................................22
2. Brand Awareness.................................................................................................................................22
a) Trade shows.....................................................................................................................................22
b) Email/Publication ads......................................................................................................................23
c) Seminars...........................................................................................................................................23
d) Articles.............................................................................................................................................23
e) Infomercials.....................................................................................................................................23
f) Special events...................................................................................................................................23
g) more….
..............................................................................................................................................................24
D. Public Relations......................................................................................................................................24

Created by Carl Ramsey

Page 2 of 24


DRAFT
I.

2014 Sales Plan
Joey, this presentation is meant more as a discussion and overview about how I am going to create the
HostVentures sales and marketing plans, than the finished product. Since I’ve been back, I really have been
mostly involved in proposal and presentation process. I really Haven’t had the time to devote eot . Additionally ,
don’t; now what resources. After I my sales and marketing and e-comm departmental resources and budgets are
approved, I will finalize all plans.


Page 3 of 24


DRAFT
A. Executive Overview
1. October – December Theme: ‘It’s All About Sales’
2. Speed to Market is Everything
3. Strategies and Tactics

Page 4 of 24


DRAFT
4. Resource Reconciliation
I can tell you right now that 90% of the sales plan will consist of individual sales rep sales targets (quotas)
and their respective Territory Action Plans (see attached example). You know the old saying ‘he who has no
written plan, has no plan.” Marketing personnel will have action plans and standards of performance also. Our
sales and marketing staff will know exactly what is expected of them, they will not make it up as they go, we will
proactively manage their activity, and we will mange with ‘leading indicators (i.e. daily ;’ not trailing ones (i.e.
missed sales forecast) I envision my role as helping to grow $30 million .
1) CFR personal sales, marketing, management plan
(a) Sales
(i) Assist JJA on existing account penetration
(1) BOA, 1st Va, BBT
I see my role and charter is to help build
The development and implementation of a 2014 HostVentures sales plan will involve the build-out of the
HostVentures sales department and relevant infrastructure relating to departmental goals, resources,
responsibilities, strategies, tactics. The success of sales activities especially involves separating and clearly
defining the fundamental role of marketing within the company, such as lead generation, promotion, advertising,
service positioning, pricing, and other basic marketing responsibilities.
Number of factors including company ownership, new personal, new service, make the situation fluid
It is anticipated that this will the majority of Q1 and a portion of Q2. Reason is that analyzing and making
determinations what resources are available, what are the real needs relative to targeted sales goal, account
growth, new service lines, sales channel development, and …. Following is a basic scenario of the sales plan
and process.
B. 2014 Sales Goals
1. Direct Sales
a) Sales Goals
(1) As has been stated to me, the overall company 2014 annual sales goal at this time is $2
million in new sales. This goal will be adjusted based on availability of additional sales and
marketing resources (dollars/staff/channel development). Once the staffing and budget is
approved, formal sales targets for both 2014 and 2009 will be finalized and presented within
one week after the Sales Summit.
(2) DDA. Targeted increases in DDA from Direct Sales will also be finalized and presented within
one week after the Sales Summit.
b) Pipeline Targets – 30 days
(1) Current: Current pipeline is roughly $2,000,000 in identified pipeline, and probably another
$1M-$3M in acknowledged but undocumented pipeline.
(2) Target: Build total Direct Sales pipeline to $50,000,000 by the end of Q2.
(3) Every quarter each DSR is targeted to work at least four highly qualified $250K deals and at
least one highly qualified $1M+ dollar deal; this equates to $8 million of high-probability
pipeline.
(4) It is anticipated that each DSR will have at least three $250k Large Account prospects in
each quarterly sales forecast.


Page 5 of 24


DRAFT
c) Pipeline Targets – 60 days
d) Pipeline Targets – 90 days
e) Revenue Mix:
(1) SERVICE
•
Current:
•
Targeted: to be discussed and decided at Sales Summit.
(2) SERVICE
•
Current:
•
(3) SERVICE
•
Current:
•
(4) SERVICE
•
Current:
•
(5) SERVICE
•
Current:
•

Page 6 of 24


DRAFT
f) Direct Sales - Channel Mix
[Revenue mix from the following groups to be determined at first HostVentures Sales Organization
Summit on (date tbd) 2014 at location.]
(1) DSRs
(2) ISRs
(3) TSRs
(4) SSR
2. Indirect Sales
a) Sales Goals
Q1 activity: Sign up at least 10 reseller partners, 20 referral partners. Initially target $500 per week in new biz per
partner 9after ramp up), adjust after Sales Summit and some history. Joey, this presentation is meant more as a
discussion and overview about how I am going to create the HostVentures sales and marketing plans, than the
finished product. Since I’ve been back, I really have been mostly involved in proposal and presentation process.
I really Haven’t had the time to devote eot . Additionally , don’t; now what resources. After I my sales and
marketing and e-comm departmental resources and budgets are approved, I will finalize all plans.
b) Pipeline Targets
Resellers should ramp up to at least a $250,000-$500,000 active pipeline; again, we need some history and Sales
summit discussion. Joey, this presentation is meant more as a discussion and overview about how I am going to
create the HostVentures sales and marketing plans, than the finished product. Since I’ve been back, I really have
been mostly involved in proposal and presentation process. I really Haven’t had the time to devote eot .
Additionally , don’t; now what resources. After I my sales and marketing and e-comm departmental resources
and budgets are approved, I will finalize all plans.
c) Revenue Mix
I don’t know if we really need to try to set service mix quotas for Indirect Sales right now; it might be
a little difficult to control and manage; we need some sales history and further discussion (Sales
Summit); for now we’ll take what we get. There may be specific may be some market the most will
probably come from their target industries
(1)
(2)

SERVICE – xx%
SERVICE – xx%
Page 7 of 24


DRAFT
(3) SERVICE – xx%
(4) SERVICE – xx%
(5) SERVICE – xx%

(1)

(2)
(3)

d) Indirect Rep contribution
Reseller Partner – 70%
At the front-end of our Indirect Channel launch we’ll undoubtedly get the majority of our
Indirect sales activity from Referral Partners.
Referral Partners – 20%
Affiliate Partner – 10%
As the Affiliate program programs grows, it will be a significant contributor in the Indirect
channel. This will be primarily due to volume sales more than account size.


Page 8 of 24


DRAFT
C. General Sales Activities
1. New Sales
See TAP
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See TAP
See TAP


Page 9 of 24


DRAFT
2. Account Penetration
(b) Add-on sales: execute the HostVentures sales theme: ‘Total Account Ownership’ ; objective is to own
all of the business in an account that is within our service territory.
See TAP
See TAP
See TAP
See TAP
See TAP
See TAP
See TAP
See TAP
See TAP
See TAP
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See TAP
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See TAP
See TAP
See TAP
(c)
(d) Cross-selling: all other HostVentures services.

Page 10 of 24


DRAFT
3. Account Referrals
minimum of 3 new sales from each account.
Account Testimonials
D. Sales Methodologies / Initiatives
Just some of the themes for sales methods and initiatives. Build out on continual basis, the reinvention is
one of the Best Practice. Just some of the themes for sales methods and initiatives. Build out on
continual basis, the reinvention is one of the Best Practice. Just some of the themes for sales methods
and initiatives. Build out on continual basis, the reinvention is one of the Best Practice. Just some of the
themes for sales methods and initiatives. Build out on continual basis, the reinvention is one of the Best
Practice. Just some of the themes for sales methods and initiatives. Build out on continual basis, the
reinvention is one of the Best Practice. Just some of the themes for sales methods and initiatives. Build
out on continual basis, the reinvention is one of the Best Practice. Just some of the themes for sales
methods and initiatives. Build out on continual basis, the reinvention is one of the Best Practice. Just
some of the themes for sales methods and initiatives. Build out on continual basis, the reinvention is one
of the Best Practice. Just some of the themes for sales methods and initiatives. Build out on continual
basis, the reinvention is one of the Best Practice. Just some of the themes for sales methods and
initiatives. Build out on continual basis, the reinvention is one of the Best Practice. Just some of the
themes for sales methods and initiatives. Build out on continual basis, the reinvention is one of the Best
Practice. Just some of the themes for sales methods and initiatives. Build out on continual basis, the
reinvention is one of the Best Practice. Just some of the themes for sales methods and initiatives. Build
out on continual basis, the reinvention is one of the Best Practice. Just some of the themes for sales
methods and initiatives. Build out on continual basis, the reinvention is one of the Best Practice.
Fundamental concepts:
•
Team. I will be only part of the success formula. The success of the company goal is a group achievement;
the failure is a group responsibility.
•
Patience. We can’t do in 6 months what hasn’t done in 6 years. While it is true that we must make
immediate impact (i.e. TARGET ACCOUTNS, etc.) , but You don’t build a for the future in 6 months or even a
year. It’s a continual ‘work in progress’ and want the peace of mind atmosphere to do it in.

Page 11 of 24


DRAFT
Sales Philosophy. I think the first thing we must do is decide where to set the prospect qualification bar the extent to which a prospect is qualified that will permit the expenditure of company resources. Sales reps
(including you, me, and any other HostVentures exec) must be know the difference between a prospect and a
suspect. We must know our cost of customer conquest and how much of that cost is to be absorbed by what
I like to refer to as 'free consulting' by sales reps. It's OK to for Sales Reps to spend resources prospecting
and crating market awareness as long as EBITDA will support that formula. It's going to take some real
commitment from the top to 'reinvent' the sales process in order to obtain standard recurring revenue quotas,
which I definitely believe can be accomplished.
1. Customer Centric.
(see attached High Probability Selling basics)
2. Leverage
•

3. Sense of Urgency
4. Latent Needs

Page 12 of 24


DRAFT
5. High Probability Selling
6. Consultative Selling
Involves a very systematic ‘consultative’ approach to selling new business and for achieving current
account penetration; uncovers real needs through the collection of account intel that continually
determines both apparent and latent account needs through a highly probing, consultative dialogue
with all key players in the account.
7. Strategic Selling
Every large account will be co-managed by the Strategic Account Team. Account strategy
(whether it be pricing, technology, service, a mix thereof, etc) will be accomplished using account
specific tactics.

Page 13 of 24


DRAFT
8. Best Practices
Ongoing development institutionalized, enforcing, improving, develop
9. Total Account ownership
E. Sales/Marketing Department Infrastructure
1. Staffing
(1) Comp Plan (see attached)
My take . I realize we need to discuss so please . Please finalize ASAP.
(2)

(3)

CFR Office
Jamie Hess old office is not adequate; too loud, thin walls, not enough privacy, not enough
space for expanding activities ((visitors, 1-on-1’s w/reps, sales library, etc. The best scenario
is probably for me to exchange offices with Norm Welch or take Jarvis old office. I presume
JJA is taking CEO office where Schuster is currently sitting.

(4)
(5)

Job Description
I will prepare and submit fro review and discussion at Sales Summit. I realize that I will be
doing the job of all sales and marketing staff until staffing build-out, so lets hurry up and get
growing!

Direct Reports – 4
Sales
(a) Sales Director [promote from within or new: Q3 2009]
Page 14 of 24


DRAFT
(b) Sales Manager – Direct Sales [promote from within: Q1 or Q2 2009]
Direct reports to Sales Manager:
(i) DSRs – 2. [Promote from within or new hire: one in each of Q2, Q3]
(ii) ISRs – 2. [Carla Torres+ one new hire in Q4]
(iii) TSRs – TBD at February 2014 Sales Summit.
(iv) SSRs – need to determine ratio; start with 1:5 and adjust accordingly (i.e. 1 SSR for
every 5 DSR/ISR/TSRs)
(c) Sales Manager – Indirect Sales
Depending on Indirect Channel success level, new hire Q4 or Q1 2009.
(6)

Marketing
(a) Marketing Manager [new hire Q4 2014, or Q1 2009]
Job Overview: Marketing plan, management of all related marketing/e-comm activities
and staff (see org chart).
(b) Marketing Associate – Database and Collateral [new hire 2009, Q1]
Job overview: market research; competitor research, database marketing, standard
company and service presentations (VisualMagic, PowerPoint, etc.); sales and marketing
collateral development (direct mail content, brochures, etc.).
(c) Marketing Associate – Communications [new hire 2009, Q1]
Marketing communications, advertising plan, newspaper/radio/media advertising,
promotions, newsletters, public relations, press releases, customer success stories,
customer references, trades shows, business relationships, strategic alliances.

(7)

(d) Marketing Associate - Brand manager - [new hire Q3 2009]
e-Commerce / Internet Marketing Manager – new hire Q4, 2014 or Q1, 2009
Job overview: responsible for creation and implementation of all Internet marketing and ecomm campaigns: Internet/Web/e-comm Plan, e-mail ads, banner ads, search engine ads,
eLetters, e-comm campaigns, web content.

2. Compensation
(1) Carl Ramsey, VP Sales, Marketing, eCommerce
See attached Comp Schedule.
(2)

Direct Sales Reps
I suggest we discuss the possibility of two comp plan types. DSRs could make a selection
from two comp plan types:
(a) Base/Commission
This plan pays a base salary and commission plan. Targeted comp will be based on
industry standard mix which will be based on avg. contract value, avg. sales cycle, and
complexity of sale. The larger the sales value, and longer the sales cycle, the higher the
base. For example if we target $100k total annual comp at plan (including base,
commission, bonuses, etc.) , and the avg. sales cycle is 3 months, the base would be a
larger portion of the total comp than if the sales cycle were short and avg. is small. Let’s
discuss.
(b) Commission only
This plan pays commission only (with bonuses). If we adopt a commission only plan,
commission rate should obviously be higher than commission rate for base/comm. plan.
Lets discuss.

(3)


Inside Sales Reps
Inside Sales reps are essentially sales trainees. Base and commission. We need to discuss
their quota and

Page 15 of 24


DRAFT
3. Sales Management
a) Sales Metrics
that will be sued to mange sales activities
Leading indicators: think of a sales ‘dash board’ but instead of oil, temp, gas, speed, dials, you see
sales calls, appointments, meetings, referrals, see attached goldmine activity report screen)
b) Qualification Metric
c) Ideal Customer Profile
My recommendation is to put Direct Sales Reps and Sales Support Reps in where George is right
now. I want both in the field, I don’t want them in comfy quarters, they don’t need office space, they
need to be in front of customers, prospects, seminars. Ultimately they will be ‘virtual’; may sales
orgs are gong telecommute. Office in home. Equip them with pc's, PDAs hi-speed Internet, Territory
Action Plans – then they only need to come in couple times a week for sales meetings, and product
presentations /training. We’ll discuss at February Sales summit again reason are reductions
d) Confidence Ratios

e) Quota - Sales Goals

Page 16 of 24


DRAFT
f) Conditions of Satisfaction – COS
g) Win/loss
h) Customer Satisfaction

i) Cost of Sale

Page 17 of 24


DRAFT
j) Activity reports
k) Other:
4. Sales Cycle Mgmt (SFA, CRM, TAPs, comp plans, etc)
5. Sales Reporting

Page 18 of 24


DRAFT

6. Infrastructure
a) Direct Sales Reps
overhead, space costs, etc.
b) Inside Sales Reps / Sales Support Reps / Marketing staff
My recommendation is to put ISRs, SSRs, and marketing staff in main bullpen (where Carla sits).
It’s open, airy, with window views. These folks will be in the office most of time, need
environmentally
c) TSRs
If we deploy a telesales initiative, TSRs should be located away from sales and marketing staff who
need to concentrate on their work. TSRs will be doing non-stop talking, we probably could put
several TSR desks in the DSR area and enclose with sound proof wall-separators. DSRs should be
in the filed most of the time anyway, so TSRs shouldn't bother them much being in there. We need
to look at outsourcing TSR efforts.
7. Budget
See attached
8. Org chart
a) Corporate
See attached


Page 19 of 24


DRAFT
b) Sales, Marketing
See attached
II.

Marketing Plan
A. Overview
1. Product
2. Pricing
3. Place
4. Promotion


Page 20 of 24


DRAFT
B. Promotion Mix
C.
C.
C.
C.
C.
C.
C.
C.
C.
C.
C.
C.
C.
C.
C.
C.
C.
C.
Advertising
1. Lead generation
a) Word-of-mouth
b) Networking
c) Direct Mail
d) eLetters
e) email

Page 21 of 24


DRAFT
f) Banner
g) Radio
h) more…
2. Brand Awareness
a) Trade shows

Page 22 of 24


DRAFT
Charity events My recommendation is to put Direct Sales Reps and Sales Support Reps in where
George is right now. I want both in the field, I don’t want them in comfy quarters, they don’t need
office space, they need to be in front of customers, prospects, seminars. Ultimately they will be
‘virtual’; may sales orgs are gong telecommute. Office in home. Equip them with pc's, PDAs hispeed Internet, Territory Action Plans – then they only need to come in couple times a week for
sales meetings, and product presentations /training. We’ll discuss at February Sales summit again
reason are reductions
b) Email/Publication ads
c) Seminars
d) Articles
e) Infomercials
f) Special events


Page 23 of 24


DRAFT
g) more….

The trick is to match your message to your market using the right medium. It would do you no good to advertise your
retirement community using a fast-paced, loud radio spot on a hip-hop radio station. This is a complete mismatch of
the market, message, and medium.
Success will come when there is a good match of these three elements.
2)
Web strategy
Online marketing will be critical to RockClimbOnline.com. It will be the best way to spread the news about our website
and let rock climbers around the U.S. know about this new content/commerce site.
Key online initiatives to generate traffic are:
1. We will develop partnerships with as many online climbing equipment retailers as possible, linking to them in
exchange for links to us.
2. We will seek out all rock climbing organizations and gyms that have online sites, and find unique co-marketing
and co-branding opportunities to allow them to expose our content to their members.
3. We will develop a partnership with [name omitted] brick and mortar outdoor supplier in order to have a
presence in the offline world.
D. Public Relations


Page 24 of 24

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