“The Key to Unlocking Sales Per as long as mance” “The Key to Unlocking Sales Per as long as mance” “The Key to Unlocking Sales Per as long as mance” “The Key to Unlocking Sales Per as long as mance” “The Key to Unlocking Sales Per as long as mance”

“The Key to Unlocking Sales Per as long as mance” “The Key to Unlocking Sales Per as long as mance” “The Key to Unlocking Sales Per as long as mance” “The Key to Unlocking Sales Per as long as mance” “The Key to Unlocking Sales Per as long as mance” www.phwiki.com

“The Key to Unlocking Sales Per as long as mance” “The Key to Unlocking Sales Per as long as mance” “The Key to Unlocking Sales Per as long as mance” “The Key to Unlocking Sales Per as long as mance” “The Key to Unlocking Sales Per as long as mance”

Lawrence, Patricia, Executive Producer has reference to this Academic Journal, PHwiki organized this Journal “The Key to Unlocking Sales Per as long as mance” 4 Steps To Achieving Sales Accountability & Getting the Best From Your Sales Team Presented by Ann Bueler Co-President Woodard Cleaning & Restoration Services April 22, 2010 The Ability to Measure Per as long as mance & Hold a Sales Team Accountable Starts with 3 Essential Elements: Vision: The act or power of seeing Strategy: Careful plan or method the art of devising or employing plans or stratagems toward a goal Goal: The end toward which ef as long as t is directed Elements of a Great Goal: Specific, Measurable, Attainable, Relevant, Track-able, Stretching, & Time-bound STEP 1 Develop a Definable Vision, Strategies & Goals Then Communicate Communicate Communicate Case Study: Woodard Business Example Vision Example: Destination 2020 Profitably grow top line revenue & pretax net income to x$/x% by 2020. Maximize Woodard’s “Legendary Service,” & “One Woodard” Initiatives. Achieve Industry-wide Recognition as Employer of Choice. Achieve Operational & Sales Excellence. “If you don’t know where you’re going, you might wind up someplace else!” Yogi Berra

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STEP 1 Develop a Definable Vision, Strategies & Goals Then Communicate Communicate Communicate 2010 Sales Strategy Example: Maximize a direct sales as long as ce cross selling all services to assigned, account based, business portfolios organized by industry verticals. Target individual focus/goals as long as each sales person: either large, complex new business development focus or new program development focus in addition to management of their business portfolio of accounts. Targets Areas as long as Business Development: Whales/$50K+; Lapsed Accts; Industry Targeted Programs (e.g., hospitals, universities, senior centers, contractors, national accounts, etc.) Build Strategies For: Sales: Commercial Residential Service/Product Lines Marketing Operations Customer Service I/T Accounting Etc. STEP 1 Develop a Definable Vision, Strategies & Goals Then Communicate Communicate Communicate 2010 Sales Goal Examples: Increase Top Line Revenue 22% Grow Insurance Program Segment / Incremental $850K Establish Board-up Business to Convert 20 Fire Projects Grow CAT/LL Segment / Incremental $700K Establish Rug Cleaning Retail Channel / $100K STEP 2 Establish A Selling Structure That Leads You To Your Vision! We Created an Integrated Sales Organization How We Were Structured: Two sales as long as ces aligned by service offering: Cleaning & Restoration A one-to-one networking & relationship sales approach Challenges: Costly & confusing account coverage Numerous small ef as long as ts tied to “individual” clients Lack of cohesive “account-based” sales ef as long as t Difficult to “own” the account Slow growth

STEP 2 Establish A Selling Structure That Leads You To Your Vision! How We Are Structured: Integrated & cross trained sales as long as ce Account-based sales approach Book of Business management Industry alignment within 13 verticals Opportunities: Broader/deeper sales coverage Identify bigger opportunities Better industry penetration Ability to “own” the account Faster growth STEP 2 Establish A Selling Structure That Leads You To Your Vision! We Established Account & Industry Designations 7 Sales Account Managers 4 Commercial Account Designations: Maintenance; Non-Maintenance; Restoration Only; Prospect 13 Industry Verticals: Property Management/Real Estate; Education; Healthcare; Finance/Acct/Ins.; Business/Personal Services; Manufacturing/Distribution; Architecture/Engineering; Legal; General Contractors; Mechanical Contractors; Government; Religious; Retail STEP 2 Establish A Selling Structure That Leads You To Your Vision! We Organized Accounts 2086 Active Sales Accounts Managed (e.g., State Farm, CTMT, Edward Jones, Wash U., etc.) 3637 Active Sales Account Contacts / 3352 Locations (many contacts in addition to /or locations can exist as long as a single account) 3624 Sales Account Prospects (managed by sales account managers) 1576 House Account Clients & Prospects (assigned to a stay-in-touch program managed by Marketing) HOW WILL YOUR SALES STRUCTURE LEAD YOU TO YOUR VISION

STEP 3 Establish A Strong & Consistent Selling Process We Set Expectations as long as Sales People The Selling Process Starts with Setting Expectations of the Sales Account Manager: Skilled in Selling to a Disciplined Sales Model Ability to Execute Bottoms-up, Account-based Forecasting Ability to Develop an Annual Business Plan & Present to the Management Team Ability to Develop Quarterly Business Plan Updates & Present to the Management Team STEP 3 Establish A Strong & Consistent Selling Process Ability to Develop Account Plans, ( as long as both individually managed in addition to team managed accounts) as long as the Top 5-10 Accounts in each Business Portfolio Industry Expertise (subject matter expertise in addition to resource to the team where the Business Portfolio is heavily weighted in a particular area: e.g., Property Management, Education, Healthcare, Insurance, Construction, etc.) STEP 3 Establish A Strong & Consistent Selling Process Account Team Management (organizing in addition to managing both sales in addition to non-sales function team members, e.g., operations, customer service, etc, to execute the account plan) Continuing Education Class Presentation Capability Back-up Project Management Capability

STEP 3 Establish A Strong & Consistent Selling Process We Create Plans with Goals We start the year with an assigned Book of Business Or Business Portfolio as long as each sales account manager which includes existing Maintenance cleaning accounts; Non-maintenance cleaning accounts; Restoration accounts & Prospects STEP 3 Establish A Strong & Consistent Selling Process We Execute Bottoms-Up Forecasting by Account STEP 3 Establish A Strong & Consistent Selling Process We Execute Account Planning WHY DO ACCOUNT PLANNING Ensures focus on key accounts is successful Ensures that we move TO the place we want to be Ensures we maximize use of our valuable time Ensures personal success Determines / Re-affirms account objectives Assess today’s position relative to objectives Analyzes possible alternative position / objectives Selects the best position / objectives Establishes appropriate action plan Implementation against the plan MEASURES SUCCESS & ALLOWS FOR ADJUSTMENTS

STEP 3 Establish A Strong & Consistent Selling Process Account Planning WOODARD ACCOUNT PLAN WORKSHEET GENERAL ACCOUNT INFORMATION FINANCIALS: $ VOLUME TOTAL $ VOLUME THROUGH PROGRAMS $ VOLUME W/O CONSTRUCTION OTHER BUSINESS DESCRIPTION: BUSINESS STATUS: GROWING STAGNANT DECLINING BUSINESS MIX: STEP 3 Establish A Strong & Consistent Selling Process Account Planning WOODARD ACCOUNT PLAN WORKSHEET BUSINESS GOALS: % THE ACCOUNT HAS CAPTURED OF THEIR MARKET POTENTIAL: ORGANIZATION CHART & IDENTIFICATION OF PERSONNEL: HOT BUTTONS: BUYING PHILOSOPHY: INDUSTRY TRENDS EFFECTING ACCOUNT: STEP 3 Establish A Strong & Consistent Selling Process Account Planning WOODARD ACCOUNT PLAN WORKSHEET ACCOUNT’S COMPETITORS: ACCOUNT’S DIFFERENTIATORS: S.W.O.T ANALYSIS OF ACCOUNT W/IN THEIR MARKET PLACE ACCOUNT’S STRENGTHS: ACCOUNT’S WEAKNESSES: ACCOUNT’S OPPORTUNITIES: THREATS TO ACCOUNT:

STEP 3 Establish A Strong & Consistent Selling Process Account Planning NEEDS / PROBLEMS LIST ALL NEEDS, PROBLEMS IDENTIFIED AT THE ACCOUNT: (INCLUDE THE COST INCURRED IF THE NEED IS NOT MET OR THE PROBLEM IS NOT SOLVED) EXPECTATIONS REQUIREMENTS / EXPECTATIONS OF: THE VENDOR THE PRODUCTS & SERVICES THE SALES REPRESENTATIVE AND/OR PROJECT MGR. WOODARD ACCOUNT PLAN WORKSHEET STEP 3 Establish A Strong & Consistent Selling Process Account Planning DECISION PROCESS / KEY PLAYER PROFILE DEFINITION / OUTLINE OF DECISION PROCESS: KEY PLAYER PROFILE NAME POSITION PRIORITIES CONCERNS MOTIVATORS PERCEPTIONS (OF COMPETITION / OF WOODARD) WOODARD ACCOUNT PLAN WORKSHEET STEP 3 Establish A Strong & Consistent Selling Process Account Planning ASSESSMENT OF WOODARDS’ POSITION IN THE ACCOUNT PRODUCTS / SERVICES IN PLACE: % OF ACCOUNT SHARE BY PRODUCT/SERVICE LINE: STATUS OF EXISTING RELATIONSHIPS: WOODARD’S ACHIEVEMENTS IN THE ACCOUNT: WOODARD’S SET BACKS IN THE ACCOUNT: ACCOUNT MANAGER(S): PROJECT MANAGER(S): COMPANY EXECUTIVES: OFFICE PERSONNEL:

STEP 3 Establish A Strong & Consistent Selling Process Account Planning S.W.O.T ANALYSIS OF WOODARD WITHIN THE ACCOUNT WOODARD STRENGTHS: WOODARD WEAKNESSES: WOODARD OPPORTUNITIES: THREATS TO WOODARD: OVERALL PERCEPTION OF WOODARD IN THE ACCOUNT: WOODARD ACCOUNT PLAN WORKSHEET STEP 3 Establish A Strong & Consistent Selling Process Account Planning THE ANNUAL ACCOUNT PLAN GOALS / OBJECTIVES: (e.g., FINANCIAL, RELATIONSHIP, PRODUCT/SERVICE EXTENSION, COMPETITIVE, ETC.) STRATEGY: TACTICS: WOODARD ACCOUNT PLAN WORKSHEET STEP 3 Establish A Strong & Consistent Selling Process Account Planning RESOURCES REQUIRED: (PEOPLE, PARTNERSHIPS, PRODUCTS, SERVICES, PROGRAMS, TECHNOLOGY, ETC. ) OUTLINE THE ACTION STEPS & TIMELINE: ACTION RESOURCE(S) COMPLETION STEP REQUIRED DATE 1. 2. 3. Etc. WOODARD ACCOUNT PLAN WORKSHEET

Lawrence, Patricia Travel Radio International Executive Producer www.phwiki.com

STEP 3 Establish A Strong & Consistent Selling Process Account Plan Property Management Matrix STEP 3 Establish A Strong & Consistent Selling Process Account Plan Property Management Matrix Continued STEP 3 Establish A Strong & Consistent Selling Process Account Plan Property Management Matrix Continued

STEP 3 Establish A Strong & Consistent Selling Process We Develop Business Plans 2010 Revenue Goal (Invoiced $$): $ % Of Sales Team Goal: % % Of Company Goal: % % Of Goal Forecasted as New Business: % % Of Goal Forecasted as Maintenance/Existing Business: % Total Number of Accounts: Number/Percentage of Accounts that Generate 80% of Business: – % Forecasted Close Percentage: % Forecasted Losses Anticipated: $ – % STEP 3 Establish A Strong & Consistent Selling Process Business Planning BUSINESS PLAN Book of Business Vision (Describe the 3-5 year vision you have as long as development of your book of business) 2010 Strategy (Describe your overall business strategy as long as the coming year – examples may include going after a certain competitor, owning a specific segment, changing your new/existing business mix, targeting certain size businesses, leveraging a new program, etc. or any combination of a number of strategies) STEP 3 Establish A Strong & Consistent Selling Process Business Planning Book of Business Breakdown (list all segments in your business) Industry Segment: $ Forecasted % by Segment Q1$ Q2$ Q3$ Q4$ Key Account List (list key accounts by segment) Key Accounts by Industry Segment $ Forecast % of Segment Q1$ Q2$ Q3$ Q4$ Acct Plan

“The Key to Unlocking Sales Per as long as mance” Now Let’s Take Some Action: List At Least One Thing You Will Commit To Doing To Move Your Organization to a Higher Level As a Result of Your Time Investment in This Session: —– —– —– “The Key to Unlocking Sales Per as long as mance” In Conclusion With a client-focused organization that is committed to planning; the execution of a well-defined market approach & account planning process; a skilled sales account manager or sales team; in addition to , the delivery of exceptional professional services . We can know exactly where we are going how we are going to get there what’s working, what isn’t, in addition to what needs to change to . “The Key to Unlocking Sales Per as long as mance” REACH OUR GOALS AND ACHIEVE OUR VISION!!

Lawrence, Patricia Executive Producer

Lawrence, Patricia is from United States and they belong to Travel Radio International and they are from  Mendocino, United States got related to this Particular Journal. and Lawrence, Patricia deal with the subjects like Travel

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