“Unlocking Sales Performance”

4 Steps To Achieving Sales

Accountability
 Measuring Performance & Sales Team
Accountability
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 effort is directed…

Elements of a Great Goal:

Specific, Measurable, Attainable,
Relevant,
Track-able, Stretching, & Time-bound
 STEP # 1
Definable Vision, Strategies, Goals and
Communication
Vision Example: Destination 2020
Vision sets targets

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
 STEP # 1
Definable Vision, Strategies & Goals
Then…Communicate * Communicate * Communicate

2010 Sales Strategy Example:

Maximize a direct sales force cross selling all services to assigned,
account based, business portfolios organized by industry verticals.
Target individual focus/goals for 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 for Business Development: Whales/$50K+; Lapsed
Accts; Industry Targeted Programs (e.g., hospitals, universities,
senior centers, contractors, national accounts, etc.)
 STEP # 1
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
Selling Structure That
Connect Company Vision!
Sales Organization
How We Were Structured:

* Two sales forces aligned by service offering:

Cleaning & Restoration

* A one-to-one networking & relationship

sales approach
 STEP # 3
Selling Process (Strong & Consistent)
We Set Expectations for 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
Selling Process (Strong & Consistent)
Business Plans

2010 Revenue Goal (Invoiced $$): $

% Of Sales Team Goal: %
% Of Company Goal: %
% Of Goal Forecasted as New Business: %
% Of Goal Forecasted as
 STEP # 3
Selling Process (Strong & Consistent)
Business Planning
Key Indicators to Monitor Success:
Beyond the numbers, list all key indicators you will
utilize to monitor your success. Examples can include:
Competitive wins
Number of losses
 STEP # 4
Sales Team Accountability
Accountability: 1. subject to giving an
account: ANSWERABLE 2: capable of
being accounted for: EXPLAINABLE syn.
see Responsible.

Responsible: 1. a.: liable to be called on to

answer; b (1): liable to call to account as the
primary cause, motive or agent (2): being the
cause or explanation 2. a: able to answer for
one’s conduct and obligations
TRUSTWORTHY
 STEP # 4
Holding the Sales Team Accountable
Coach to Account-ability
Every sales account manager is expected to,
and measured on, their ability to:
• Present quarterly business reviews against plan at
the end of each quarter
• Annually outline participation in the industries in
which they have accepted responsibility as subject
matter expert and responsibility for keeping the
team informed of “what’s happening” in “their”
adopted industry vertical(s) (e.g., trends, changes,
challenges, successes, etc.)
 STEP # 4
Holding the Sales Team Accountable
Coach to Account-ability
Measure the Following:
• The numbers, by service line, against goal
and previous year
• Proposals generated / Close percentage
• Maintenance Programs and Restoration
Agreements acquired, lost & why
• Non-Maintenance clients acquired / lost & why
• Prospect contacts made
• Whales acquired
• Large Loss presentations delivered &
commitments acquired
• Lapsed Accounts (contacted / converted to
business)
•Business Portfolio specific key indicators
 Unlocking Sales Performance”
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; and, 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,
and what needs to change to….
Unlocking Sales Performance”

…REACH OUR GOALS

AND ACHIEVE OUR VISION!!