1.
On the Last Day:
Somehow We Missed the Target?
Or
Why We need to be Building a
World Class Sales Organization Today

2.
Preface
Before you an rely on a CRM tool there has to be
sales discipline
-or-
A Leader tells you where you are going
A manager tells where you are
“ Are deals lost in the last week of every month – over and over again? “
“Does Sales make its’ committed number on a regular basis without doing
unnatural acts (i.e. bad for you and your customer)?
THIS IS NOT A PRESENTATION ON HOW TO SELL ICE TO ESKIMOS

3.
Mission
Develop a repeatable process that can be applied
for all present and future products
Mentor the sales team to learn this process and use
it because they want to
Develop a ‘prospecting’ playbook for each product
Tie these behaviors into leveraging CRM as a tool
rather than a requirement

4.
Defining Sales
Sales is to “do or do not”
We represent the company to everyone we come in
contact with – proudly!
We believe in and can articulate our value to a
business regarding our offering(s)
We understand that by solving customer needs we
differentiate our w2 and W2
We believe in simple and relevant messages for
our audience

5.
Defining The Sales PROCESS
Suspects/Targets
Prospecting = Initial Qualification
Proof
Propose
T’s and C’s
Build and Deliver
Close

6.
Defining Sales Terms for Your Organization
Day Stage Definition/Action Visibility
-2 Target List of Companies that may be a good fit for us 0%
0 Suspect/ Verify Contact information, type of business, and identify key 0->10%
Prospect POC if possible on the internet.
Engage in initial qualification questions.
Upon talking to a live person, we can call this a prospect!!
5 Proof Expectations refined to what we do and deliver today versus 10->25%
what the Customer needs and wants:
For Customer: For us:
►How does our business ►Exactly what is their
model align with their problem we are solving?
business model? ►Who can make the
►How will they use and decision?
implement this? ►When?
10 Proposal -- secret sauce -- 40%
20 T’s and C’s -- secret sauce -- 60%
45 Build and We commit to build and delivery date in writing installation and 75%
Delivery training dates are confirmed in writing
Date

7.
Defining Sales Activities
1. “Why couldn’t we do this today?”
Did we ask for the order?
2 Did we ask what is the timeline and remaining
items?
2. Prospecting – “There is only do or do not”
Only 2 Activities
Fishing = Calling and Opportunistic Tangents
Cutting Bait = Building Lists, email, sending
3 Postcards
3. Advancing the Sales Cycle
Square Peg or Round Hole?
1 Why isn’t this a “1”?

8.
Defining Sales Activities
How do I correlate my daily/weekly activities
To help me be successful?
12:00 1:00
2
10:30
3:00
3
4:30
1
8:00 5:30

9.
Decide ahead of time and STAY THE COURSE:
What kind of Day? What kind of Result?
De
2 mo
2 Demo 1 or 3
Prep 1
2
1 3 1 3
3
Pr
Pr
Pr
ep
ep
ep
Prospecting Days: Demo/Travel Days: Closing Days:
Should be most frequent kind Typically 1-2 Days a week $Focus on Closing
of day!
Prepare ahead of time and $Customer Visits
Avoid 3’s unless customer be ready to go early
initiated $Negotiations
Don’t dilute prospecting
Commit to Activity Targets days – stack travel/demos

10.
Suspects/Targets: Defined
Target Segment/Market:
Our value proposition can address challenges and
opportunities for this population
We can envision the discussion and proof of how we
address those challenges and opportunities from start
to finish and from the customers viewpoint!
Suspects:
Individual entities within the population that we can
identify
The more detail the better!

11.
Building Better Targets
Value Proposition
Ideal Vertical
Ideal
Companies
•What are the main points (from the customers’ standpoint ) along the ideal customers’ journey from being unaware of you today to
becoming a customer in the future?
•In what vertical does this value proposition have the greatest number of companies?

12.
Building Better Tools
Build
Production Certify
Rehearse
and
Pilot

13.
Suspects/Targets: Premise
Always welcome air cover – Make Calls Together
not required
Hit Activity Targets
Build List/Segment By
Priority
Develop Script/Rehearse
Calls
Certify team before
beginning (Fake it until we
make it)

14.
Prospecting: Defined
Prospect:
Someone we have spoken to! Inbound inquiries are not
included until we have spoken to them
Prospecting moves a deal from 0 to 10%
This can only be done by asking questions and engaging in a
dialogue about our suspects business
The Process tells us whether we continue marketing to this
entity and how

15.
Prospecting: Check List
Value Proposition/Elevator
Speech under pressure
Ask relevant questions!
Capture the Data We must plan our
Last Name? Title? day and hit our
Decision tree of what to do next
activity targets
if YES
Set up next step with firm 40 dials
date/time
If not YES
Quick Question (miss)
Sorry I missed you (miss)
Like Success Story (miss)
Stay in Touch (no)

16.
Proof Step: Defined
This where the rubber hits the road
This is where all “square pegs” should be identified
To move a deal from 10% to 25% means we have
discussed and aligned expectations of what we do
and what the service would cost and the customer
is still interested

17.
Proposal Step: Defined
No technical surprises (no “how it works”
misunderstandings)
Playback customer’s vision of what it means to
them
Document costs, set up, and assistance to get from
receiving product to the first successful use/first
successful measurement
Set up who/when for “next step to sign”

18.
Proof Step: Check List
For the rest of this presentation please
contact hjhaines@sbcglobal.net

19.
Tying CRM to Process
For the rest of this presentation
please contact
hjhaines@sbcglobal.net