Sales Training

SME Sales Training : 

04/03/2010 1 Copyright - Tendering for Contracts Training Ltd (1996 - 2010) SME Sales Training Sales Analysis Welcome to the Sales Management Training Workshop Presented by: - Tendering for Contracts Training Ltd Sales Problems Sales Solutions Sales Strategies Our Organisation

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2 The analysis of our business has identified several problems that could sink the company or provide new business opportunities if correctly addressed. Business Analysis Copyright - Tendering for Contracts Training Ltd (1996 - 2010) 04/03/2010 Any delay in the implementation could result in a terminal position. The main problem are the total lack of orders due to the lack of new sales in a very competitive market place. Under the current climate it is unlikely that the situation will change

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3 We have identified several infrastructure problems which we are committed to solve. The Problems Copyright - Tendering for Contracts Training Ltd (1996 - 2010) 04/03/2010 The lack of new customers We plan to improve our current situation by the following methods:- This will mean a re-structuring of the current functions The lack of Sales and Marketing Strategies The lack of (IT) and Administrative support The lack of a strategic focus Define the functions of the Marketing Manager Define the function of the Sales Manager Or the function of the Sales & Marketing Manager

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4 We plan to put in place immediately the following infrastructure The Solutions Copyright - Tendering for Contracts Training Ltd (1996 - 2010) 04/03/2010 A Strategic Plan – to give us clear directions and objectives A Sales and Marketing Plan - New Strategic Management A Tele-Marketing Campaign – to get New Customers An (IT) System with (high speed) Internet facilities (done) Administrative infrastructure Support, (in progress)

Sales Strategies : 

5 Sales Strategies Copyright - Tendering for Contracts Training Ltd (1996 - 2010) 04/03/2010

The Sales Person : 

6 The Sales Person Copyright - Tendering for Contracts Training Ltd (1996 - 2010) 04/03/2010

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7 Customer Research - ? Focus Our Efforts On Our Highest Priority Preparation Copyright - Tendering for Contracts Training Ltd (1996 - 2010) 04/03/2010 Customer Demographics – Where are they and who do they buy from? Dress Code and Personal Presentation – Dress the Part of a Sales Manager Time Management – Be on time, all the time Conversational Topics – Why are we here? What is your Next Step in the process? Our Efforts Require 90% Preparation

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8 Spending time on the wrong decision makers or accounts will never close a sale, this means lost revenues for the company. Focus Our Efforts on Clients with The Highest Potential to Buy! Copyright - Tendering for Contracts Training Ltd (1996 - 2010) 04/03/2010 A proper Sales & Marketing Strategy will help us focus our efforts and realise the potential of each opportunity. Don’t waste our prospective customers time Don’t waste our company’s time!

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9 In cases where the Sales & Marketing function is performed by the same person - a missed opportunity represents a lost opportunity, It can be a very delicate matter. How to Overcome Client Reluctance Copyright - Tendering for Contracts Training Ltd (1996 - 2010) 04/03/2010 A bodged attempt to get a sale has the potential for loss to the company and the personal feeling of failure. If the client is not enthusiastic about the sale, there may be many other problems besides. A quick analysis of the situation should indicate to the sales person the potential to close a sale under such circumstances, or walk away, discuss and go back another day!

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10 All the sales opportunities the sales representative is working on must have been rated with a the potential for closing. How to Identify the Winners Copyright - Tendering for Contracts Training Ltd (1996 - 2010) 04/03/2010 The analysis must consider: The Needs of the buyers (decision makers) The Benefits to the buyers The Risks to the customer The Contract requirements Any Roadblocks that may prevail we should be able to quickly identify the winners from the losers and focus our efforts on the sales leads with the greatest potential to close.

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11 A correct Sales Strategy will help we uncover what each decision maker wants and needs from the sale and how they view the sale. How to Tailor the Sale to the Buyer's Needs Copyright - Tendering for Contracts Training Ltd (1996 - 2010) 04/03/2010 We must be able to tailor our sales strategy to meet their needs and influence their decision otherwise we will not be able to close the sale.

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12 The decision to purchase will often be influenced by the personal gains of the individual buyers. Understanding the benefits for the buyers will help we to determine how to sell to each decision maker. How to Find and Sell the Benefits Copyright - Tendering for Contracts Training Ltd (1996 - 2010) 04/03/2010 Each client will benefit in several areas, including: Personal recognition Increased authority, Greater skills, or Growth potential. We can tailor our strategy so that the buyer recognize the full benefits of our products, this will help turn them into an advocate for the sale and for our products.

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13 In order to evaluate the sales potential, or potential to close the sale, we will need to identify the buyers, the risks and the role that the buyer will play in the sale, whether they are the: How to Evaluate Our Client’s Perception Copyright - Tendering for Contracts Training Ltd (1996 - 2010) 04/03/2010 The Final Authority The User The Gatekeeper The Mentor And any benefits that they may derive from the purchase of our products.

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14 Each sale has a unique criteria, the sales person must learn to evaluate the buyer’s perception of the sale. Here, we could appeal to Mr. Adams desire to “eliminate a problem” and his sense of urgency to “act immediately”. How to Evaluate Our Client’s Perception Copyright - Tendering for Contracts Training Ltd (1996 - 2010) 04/03/2010 Because he may be “uninvolved” we can be sure he will rely on the Gatekeeper for advice, determine who the Gatekeeper is!. Understanding the intricacies of each buyer will help we to tailor the sale to the buyer’s needs.

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15 Don't tell another story of "the big one that got away" because of key factors that were unknown or discovered too late to make the difference. How to Anticipate Obstacles to Closing The Sale Copyright - Tendering for Contracts Training Ltd (1996 - 2010) 04/03/2010 The insight provided by our Sales Strategy will reveal the pitfalls and obstacles early enough for we to focus our strategy to get the right result. (The Sale)

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16 The numerous risks should be analyzed and solutions automatically identified with red flags in our sales diary. How to Identify the Risks Copyright - Tendering for Contracts Training Ltd (1996 - 2010) 04/03/2010 This “heads-up” approach allows the sales rep to customize his proposal in a way that alleviates this concern before it becomes a major issue. Brainstorm the Risks The customer for example may be required to add staff in before he/she can implement the product being sold.

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17 Major problems can occur if we are selling a product and the Gatekeeper, or buyer, is not in favour of the sale. How to Influence the Decision Makers Copyright - Tendering for Contracts Training Ltd (1996 - 2010) 04/03/2010 The Gatekeeper may not be competent to make the judgment about our product. He is familiar with the market and what his employers needs are, but has not been properly educated about our products or he may be unsophisticated and doesn’t really understand his role. A good Sales Strategy can warn we to spend more time educating him about our products and better equip him for his role in this decision making process

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18 Whether we have implemented an extensive (CRM) application, - Customer Relationship Management or used the (ACT) Contact Manager, or have received formal sales training, a good Sales Strategy will enhance all our sales processes. How to Improve Our Current Sales Process Copyright - Tendering for Contracts Training Ltd (1996 - 2010) 04/03/2010

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19 we don’t have to spend months of training in order to benefit from a Good Sales Strategy. How to Give & Receive Immediate Benefits Copyright - Tendering for Contracts Training Ltd (1996 - 2010) 04/03/2010 Within days we should be able to analyse all our accounts and separate them into Critical and Non-Critical. A good Sales Strategy works as a complement to any (CRM) system or contact manager program.

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20 Each step within our current Sales Process can be improved in our New Sales Strategy. How to Customize Our Sales Process Copyright - Tendering for Contracts Training Ltd (1996 - 2010) 04/03/2010 we should be able to: Define the process steps Check the steps completed on each account Identify their position in the sales funnel Track each sale by its progress in the sales process Be able to quickly identify the sales that are further along in the sales process And analyze the potential to close

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21 A good Sales Strategy provides an automatic analysis of the principles that are taught in the leading training courses. How to Apply Our Sales Training Techniques Copyright - Tendering for Contracts Training Ltd (1996 - 2010) 04/03/2010 I advise that we obtain the following books: Miller Heiman OnTarget Solution Selling Sandler Sales Institute If we can’t get them in bookshop, use the internet! Principles of Marketing – Philip Kotker

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22 Each potential sale should be analyzed on a scale of (1 to 10) for its potential to close. How to Forecast Sales Accurately Copyright - Tendering for Contracts Training Ltd (1996 - 2010) 04/03/2010 The rating becomes part of the pipeline to help we forecast our sales more objectively. Sales Strategy Analysis must be conducted weekly The Focus should be on - Why did I not Close The Sale?

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23 The progress of each sale should be tracked in Excel spreadsheet. How to Review Our Sales Process Copyright - Tendering for Contracts Training Ltd (1996 - 2010) 04/03/2010 For each sale our Sales Strategy must includes: The Steps in the sales process (fist call, appointment) Our Rating potential for closing the sale The Objective analysis of closing the sale The Amount of time for the sale The average cost of each sale we should incorporate these steps into our customised Sales Strategy Process so that they can be analysed on a weekly basis

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24 What do we have to achieve to survive? How to review Our Objectives Copyright - Tendering for Contracts Training Ltd (1996 - 2010) 04/03/2010 How are we going to achieve these results? When are we going to achieve these targets? What are we going to learn? What abilities will we develop? What are our Critical Success Factors? What are our Sales and Marketing Strategies?.

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25 Each sales person must automatically send their forecasted sales to the office. All forecasted sales are automatically placed into one spreadsheet, they will be analysed together and independently. How to Manage Our Sales Strategies Copyright - Tendering for Contracts Training Ltd (1996 - 2010) 04/03/2010 This will give an objective evaluation of the potential for closing each sale. The red flags will warn of potential delays and provide advice to help close the sale. The analysis rating on each sale will help to accurately forecast sales in any area.

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26 We will never improve unless we are both willing and capable of learning. How to Improve - Current Sales Copyright - Tendering for Contracts Training Ltd (1996 - 2010) 04/03/2010 It is essential that we learn the sales process from whatever medium we can, (TV, radio, newspapers, books, the internet, etc) The sales learning process is un-ending but the ability to implement what we have learnt is even more critical to the success of our sales strategy process.

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27 How to Analyze Our Potential To properly exploit our opportunity, we must understand and exploit our potential. We must have a well structured process based on well developed strategy. Copyright - Tendering for Contracts Training Ltd (1996 - 2010) 04/03/2010 We need a complete analysis of our competitive position, sales capabilities, promotional capabilities, distribution strategies, and the best ways to employ all our marketing channels.

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28 Understanding where our strengths and weaknesses lie is essential to developing our strategy. How to Leverage Our Strengths Copyright - Tendering for Contracts Training Ltd (1996 - 2010) 04/03/2010 Sales Capabilities A complete analysis of our:- Promotion Capabilities Distribution Channels Internet Usage

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29 How to Understand Sales Analysis The key to benefiting from any analysis is to understand how the results were derived. Each contributing factor in our sales analysis is assessed against a range of sales questions. Copyright - Tendering for Contracts Training Ltd (1996 - 2010) 04/03/2010 We must develop our strategy based on our Strengths and Weaknesses.

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30 How to Develop Our Competitive Strategies Any sales program will encounter competitive offerings and alternative solutions in the marketplace. Copyright - Tendering for Contracts Training Ltd (1996 - 2010) 04/03/2010 Our plan must recognize the existence of competition and anticipate how we will deal with it. After we have identified our competitors, we must describe the market segments they are addressing and which of our offerings they are competing with. We must describe the competitor's position in that market and how we intend to position our offering against them.

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31 How to Develop New Strategies and Tactics When we have completed the documenting process, we will have a comprehensive strategy and will then be ready to develop the tactics for implementing that strategy. Copyright - Tendering for Contracts Training Ltd (1996 - 2010) 04/03/2010 We will then have developed a comprehensive tactical plan to achieve our success. The plan should include: - The marketing process This will be developed and documented to provide an integrated and orchestrated penetration of the market The sales process Our organisation and infrastructure

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32 How to Improve Our Organisation Describe the various departments within your organisation, showing reporting relationships and explaining the responsibilities of each department. Copyright - Tendering for Contracts Training Ltd (1996 - 2010) 04/03/2010 Describe key responsibilities, our philosophy of compensation, expected growth and turnover, requirements for and methods of delivering employee education, our employee review process, and our projections for numbers and compensation of employees. Address the facilities, equipment, and tools that our organisation provides in support of the sales and marketing effort. Describe how our organisation will involve publicity, advertising, a web site, direct mail, cold calling, sales literature, product/service demonstrations, and much more. Describe the various aspects involved in effectively selling our products.

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33 How to Measure Our Success Successful ventures depend on measurements. We must link the key milestones that mark our progress to financial estimates that guide your growth. Copyright - Tendering for Contracts Training Ltd (1996 - 2010) 04/03/2010 We must set and monitor our sales quotas and a method for making revenue & expense projections.

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34 How to Increase Sales Forecast and Reduce Expenses We must plan our sales projections and review them regularly to make sure that we are on track and within budget. Copyright - Tendering for Contracts Training Ltd (1996 - 2010) 04/03/2010 We should include spreadsheets to measure our success by calculating our expenses for:- Compensation, Marketing and Sales, Sales revenue and Historical revenue if necessary or compare last year's revenue with this year's.

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WE PROVIDE ONE 2 ONE SUPPORT 4 SME’s in TENDERING 4 PUBLIC & PRIVATE SECTOR CONTRACTS For Your 1st FREE Support Click Here For Audio Presentation Click Here Copyright - Tendering for Contracts Training Ltd - (1997 - 2010) All Rights Reserved 04/03/2010 35

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Top Ten Procurement Tips http://www.tfc-training.com/top_ten_procurement_tips_1.htm http://www.tfc-training.com/top_ten_procurement_tips_2.htm Copyright - Tendering for Contracts Training Ltd - (1997 - 2010) All Rights Reserved Procurement - Spend Management: http://www.tfc-training.com/spend_management.htm Request for Proposal - Best Practice: http://www.rfpmentor.com Pre-Qualification Questionnaire- Guidance Document example http://www.tfc-training.com/flh/pre_guidance.doc Other useful procurement information can be found here: http://www.tfc-training.com/uk_sme_public_procurement.htm Please note you will have to register to gain access to these pages 04/03/2010 Selling to The Public Sector 36

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Tendering for Contracts Training Tendering for Contracts Training provides online tendering and procurement training that enables firms identify and benefit from new business opportunities in the private and public and private sectors. Our training has been specifically developed to assist small firms bid for contracts both in the private or private sector, respond to invitation to tender notices, tender for contracts, respond to request for proposals, prepare and submit tender documents, implement quality management systems, effectively market products and services and efficiently manage contract projects. Testimonial As a procurement specialist for over 20 years, I believe “Tendering for Contracts Training” to be an excellent on-line training programme, suitable for both managers / owners of firms and individuals, it prepares them to tender for contracts with confidence, and develop new business through effective training that enables profitable engagement in the tendering and procurement process. (Former Chief Procurement Officer, Centrica Plc.) Copyright - Tendering for Contracts Training Ltd - (1997 - 2010) All Rights Reserved 04/03/2010 37

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Email: enquiries@tfc-training.com Url: http://www.tfc-training.com END Click end to logout Lloyd Sewell - Director Tendering for Contracts Training Ltd 23 Elmbridge Road Cranleigh Surrey GU6 8NH United Kingdom Tel : (44) 845 438 1663 - Mob: (44)7866 607197 Copyright - Tendering for Contracts Training Ltd - (1997 - 2010) All Rights Reserved 04/03/2010 38 To listen to an audio presentation – click speaker