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1、1Sales Process DesignSales Management Structure DesignPresented by David LopezSales Training 4 Start-ups2David LopezBiography20+ years in sales, sales management and sales trainingVP Global Business Development Scudder Kemper InvestmentsVP Director of Training Fleet Investment ManagementGuest consul
2、tant and judge: Harvard, BU and Suffolk Business Plan CompetitionsBSBA Northeastern University. MBA Suffolk University3Sales Training 4 Start-upsSales Process DesignSales Management Structure DesignMajor League Pitching4IntroductionThank you for participatingWorkshop formatAction StepsQuestions are
3、OKGoal is to increase sales and revenueEarly stage companies need sales and revenue5ObjectivesUnderstand buyer / seller psychologyIdentify elements of the sales processDesign a unique sales process and prospecting programUnderstand the elements of a sales management structureDesign a scalable sales
4、management structureCreate action steps to manage sales performance6Personal Selling in the 21st CenturyOpportunity to help others realize their goals and dreamsUse entrepreneurial drive and spirit to realize substantial personal income, build a business, build a careerEarly stage company implicatio
5、ns: everyone is in salesHistory of sales: early traders, traveling wagons, fixed marketplace, door to door sales, telemarketers, B to B websites7Sales SituationsTransactional SellingRelationship SellingConceptual SellingProduct SellingRetailB to BAccount Management821st Century BuyersMore informed a
6、nd more skepticalDIY phenomenon expert advice and service vs. low priceBalance has shifted to buyers favorSales cycle has changed: more decision makers, external events, longer time frameCustom made solutions not cookie cutterBuyers looking for strategic partner not order taker921st Century BuyersTh
7、ey buy for their reasons not yoursFeatures not as important as the satisfaction gained (benefits)Moving towards: Pride, Productivity, Profit, SafetyMoving away: Criticism, Pain, Loss, Fear, InefficiencyEarly stage companies have to conduct this analysis10Sales Process DesignBuilding a positioning st
8、atementIdentifying needsBuilding a compelling sales presentationAddressing concernsClosingProcessing transactionsFuture service / sales planProspectingPre-call planningPersonal sales plan 11Building a Positioning StatementWhy should a prospect listen to me?What potential value can I give to a prospe
9、ct?How have you helped customers in the past?What problems have you solved for clients in the past?Quick introduction exerciseDetailed business description exerciseCopyright 2009 12Identifying NeedsDetermine what needs your product/service fulfills, what problems it solvesEffective questioning techn
10、iquesClosed ended questions: identify facts, clarify information, confirm understandingOpen ended questions: uncover feelings, uncover opinions and attitudes, create conversationsCopyright 2009 13Identifying NeedsDissatisfaction as a motivator:Low profitabilityInefficient asset allocationTime waster
11、sLow salesPhysical painFrustrationCopyright 2009 14Creating Compelling Sales PresentationsScripted or wing it?Features and benefitsAir tight product knowledgeOrganizedFocused on prospects needsAble to hold prospects attentionHas check in pointsCopyright 2009 15Addressing ConcernsObjection vs. Concer
12、nsRequest for further informationA Acknowledge. Show empathyC Clarify. Why questions. Answer.T Take Action. Present againParaphrase. In other wordsCreate a list of common objections with appropriate responsesCopyright 2009 16ClosingNothing happens until a sale is madeLogical conclusion to a professi
13、onal presentation made to a qualified interested prospectClosing behaviors / milestonesBuying signals indication of interestTrial closes Get opinions and feelingsCopyright 2009 17ClosingAlternative closesDirect closeQuestion with a questionAssumed closeBen Franklin closeCreate appropriate closes for
14、 your companyCopyright 2009 18Processing TransactionsWhat happens if they say yes?Paperwork / online formPayment processQuality control processDelivery / installation / set-upAfter the sale service planInternal training programCopyright 2009 19Future Service / Sales PlanFuture service before future
15、salesSales person as strategist / business partnerAdded valueAccount management A, B, C,Account penetration marketing strategyWays to keep in touchCustomer feedback loopCopyright 2009 20ProspectingWho to talk to?Define ideal client. What are the attributes? Research.Understand competitors sales and
16、marketing strategyCreate approach with marketing inputDevelop scripts, talking pointsDetermine qualifying questionsCopyright 2009 21ProspectingResponses to advertising campaignTrade show leadsCold callsWebsite responsesExisting customersSocial NetworksDirect mailEducational selling seminars, worksho
17、psNetworkingReferral campaignsCopyright 2009 22ProspectingKnow your numbersProject and plan sales activity levelsRatios: # contacts required to set an appointment, # of sales presentations to # of ordersAverage sale, average commission, # of sales needed to hit goalEarnings per callPipeline manageme
18、ntCopyright 2009 23ProspectingTelephone sellingwww.Donotcall.gov. www.ftc.govP PitchI InflectionC CourtesyT ToneU UnderstandabilityR RateE EnunciationCopyright 2009 24Pre-call PlanningBe prepared for a successful sales callReview product knowledge, questions, objectionsAgendaKnow where you are in th
19、e sales processForms, documents, lifelineUn-successful sales callSuccessful sales callCopyright 2009 25Personal Sales PlanOrganization and focusSales time wastersPersonalProfessionalPsychologicalGoal setting the whys of sellingSales activity goals, sales results goalsRewards for bothMaster action pl
20、an. Daily, weekly, monthly, annuallyCopyright 2009 26Sales Management Structure DesignEarly stage company implications:Everyone is in salesEvery manager is a sales managerDesign structure that can be scaledBest plan wont work without properly selected, trained, compensated and managed sales teamCopy
21、right 2009 27Sales Management Structure DesignAgendaStrategic Sales ManagementSales Force CompensationSales Force Expense ControlForecasting Sales and BudgetsRecruiting and HiringManaging Sales PerformanceMotivating the Sales ForceTraining the Sales ForceCopyright 2009 28Strategic Sales ManagementPr
22、ofessional sales people implement the firms marketing strategy with the objective of generating revenueFace of the companySales activities must be consistent with the strategic agenda of the firmProvide valuable feedback to senior managementCompany sets objectives; marketing strategies; develop sale
23、s tacticsCopyright 2009 29Strategic Sales ManagementEarly Stage Sales Management StructureGeographic nature of the offeringOne sales location or manyNeed for field sales managementGeared toward primary marketFlexible as growth occursFeedback loop to other key functionsCopyright 2009 30Sales Force Co
24、mpensationCompensation drives behaviorMotivator / de-motivatorFixed compensation vs. variable compensationDriven by company strategic planAttract and keep talentResults focusedCopyright 2009 31Sales Force CompensationFair, simple, flexibleDifferent payouts for different productsSalariesCommissionsBo
25、nusesProfit sharingEquityBenefitsCopyright 2009 32Sales Force Expense ControlSales people are one of the few employees that can spend company $ with some discretionAnalyze expenses at the early stage Clear policyWatch closelyStart-up: sales people pay their own expenses in exchange for higher commis
26、sions, equity, profit sharingCopyright 2009 33Sales Force Expense ControlEntertainmentTravelAdministrativeCell phoneOffice suppliesLap topBlackberryCopyright 2009 34Recruiting and Hiring# of sales people from business planTurnover: lost revenue, lost reputation, low moraleSales position competency a
27、nalysisJob analysis: activities, goals, qualificationsCareer path; future management candidatesCopyright 2009 35Recruiting and HiringRecruitingAdvertisingInternetNetworkingInternal / external referralsDiversity in the sales forceLegal considerationsInterviewing and selection processCopyright 2009 36
28、Forecasting Sales and BudgetsPro forma income statement from business planAllocation for production, inventory, hiring levels, marketing activitiesErrors affect the entire companyMarket potentialSales potentialMarket share: sales forecastFuture forecasts come from sales deptCopyright 2009 37Managing
29、 Sales PerformanceLeader vs. Manager“Troops cant be managed into battle, they must be lead” Napoleon BonaparteManagers focus on managing tasks while leaders focus on resultsManaging sales people is different from operations managementGood sales people are self starters and dont think they need to be
30、 managedCopyright 2009 38Managing Sales PerformanceQualities of LeadersEmotionally MatureIndependentStrong willedCourageousResilientCharismaticQuick to decisionsVisionaryCopyright 2009 39Managing Sales PerformanceSuccessful Sales Managers:Understands the clients businessFlexible motivation strategie
31、sHigh level of ethicsSelf- disciplinedLearning and development environmentTeam focusedWorks closely with other departmentsCopyright 2009 40Managing Sales PerformanceKnowledge and Skill AssessmentsSales call reviewSales results reportsPersonal effectivenessProspectingSelling skillsAttitudeProduct kno
32、wledgeWork ethicCopyright 2009 41Managing Sales PerformancePerformance ManagementRep business plan, personal sales planSales activity checklistYearly, quarterly, monthly, weekly, daily activities and goalsRatiosSales decompression exerciseCounseling out, tap on the shoulder, verbal warning, PIP, ter
33、minationCopyright 2009 42Motivating the Sales ForceRewards tangible / intangibleDesigned to drive sales and drive moraleContestsAward ceremoniesPublic praiseLeadership opportunitiesCareer advancementCelebrate successesSay Thank YouCopyright 2009 43Training the Sales ForceWho owns it? internal / externalPromotes team environmentProduct, process, policies, salesNew hire trainingDesigned to drive sales, reduce errorsSales meetingsTrain the sales managersCopyright 2009 44Thank YouSales Training 4 Start-upsDavid LopezFounder/CEO
