Weitere ähnliche Inhalte Ähnlich wie Driving Sales In A Tough Economy (20) Kürzlich hochgeladen (20) Driving Sales In A Tough Economy1. 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
2. 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
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3. Extreme pressure by competitors to take away
existing customers
Budget constraints when adding resources
Much slower client decision making process
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4. 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
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5. 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
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6. 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
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7. 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
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8. 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
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10. 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
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11. 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
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12. 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
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13. 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
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14. 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
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15. 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
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16. To contact us:
Actegy Consulting
(800) 274-0921
(978) 360-6670
43 Millpond
North Andover, MA 01845
www.actegyconsulting.com
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