The Audible-Ready Sales Podcast
The Audible-Ready Sales Podcast

Episode · 3 years ago

Effective Sales Planning

ABOUT THIS EPISODE

John Kaplan covers the mindset you need to have for effective sales planning.

Hello, my name is Rachel Clepmiller.Welcome to the force management podcast. Today we are going to talk aboutplanning and Driving Accountability in the sales landing process. John CaplEnjoiti me now John. This is one of your favorite topics. Yea sure is anespecially at this time of year. Right we beat this Druma lot at the end ofthe year and throughout the year, and our audience is often interested inthis topic as we near at the end of a quarter or a fiscal year. It's drivingaccountability in that sales organization, yeah combility, is the isthe key word and I think it's accountability at multiple levels. You know the manager is accountable forproviding a great opportunity for the REP and the rap is accountable formaking the most out of that opportunity. We have an earlier podcast on Itunes, asound club that goes into this concept of the plan to make the plan and theother concept that we teach around this topic is this idea of building afranchise mindset into your sales team,...

...and that's that kind of was reallydirectly tied to that accountability. Topic that you're talking about- let'sjust start there and talk a little bit about what you mean about thatfranchise mindset. Yeah I mean when you think, about a franchise. You thinkabout things like you know, McDonald, Burger King or what have you, but youknow s: Let's break it down a little bit more business owners that buy intoa franchise. They leverage the power of the brand to make their businesssuccessful. So the franchise owners can leverage the company's NationalMarketing Advertising and brand recognition to drive revenue for theirfranchise. So the franchise model provides the benefits of small businessownership with the power of a national brand. So the franchise or won't besuccessful if it doesn't empower its franchises to leverage the brand andyou know on the flipside, the individual franchise owners won't besuccessful if they don't do the work,...

...that's necessary to drive business attheir individual locations. So it's the same thing in your sales organization.Your salespeople need to view their territories as their own franchises.They need to see what you know in crude terms, their own piece of the dirt, asif it's their own business unit and, more importantly, understand thatthey're responsible for the units, production and profitabilitytthatkinability, and what we're talking about here is really focusing on thatbig picture: The franchise and building pipeline at that territory, level yeah.So you know most selling organizations spend around ninety percent of theirtime operating around the opportunities rather than driving pipeline at theterritory level. And that's a big mistake when your sales team has afranchise mindset. The level of building pipeline gets elevated. Yourquestion o the reps is: What is your franchise doing right now to generatepipeline working, smarter, Mans, your...

...reps build pipeline at the territorylevel and you as a sales leader, coachd them to focus higher with top downopportunities? Okay, let's Bak down the how at least at a high level. I knowit's a deep topic right, but we do have a couple of concepts: Heor. First, theplan to make the plan I mentioned earlier podcast, but 'v I'd like to gothrough it here, talk a little bit about that plan to make the plancontapt. Yeah love that term the plan to make the plan, because you know as asales leader as a manager, you need to add value for your reps in this process-encourage your salespeople to do the following. You know: analyze theterritory white space and the new accounts to be pursued both users andnon users analyze the untaped space within an account determine the areasand greatest opportunity to build the pipeline. Once you know the gaps, youknow how to collaborate with the raps to move pipeline through sales process.If your sellers have the franchise...

...mindset, the planning process becomes away for you to get the mind share of the sales rap and plug into their plan.Your raps owne the plan to make the plan they own it so they're committingpipeline activities with target specific accounts. You know here re themarketing activities, I'm doing here a e. The events I'm holding here's. Why?I think these events will move these accounts into pipeline Etceta becausethey're building pipeline at the territory level, they have a betterunderstanding of what their franchises will produce and, as a result, they'llbe able to better articulate their ask of the brand and as of you as a leaderand other resources in the company right, because it's not just that youas the manager, people have to bring inother resources to move to move thatdeal for it is it's the also comes down to that predictability of revenue. Youknow what the plan to make he plan means there is a plan and you're goingto know what what's ahead, and it removes the scrambling at the end ofthe corner, Yeah Yeah, Thi grambling,...

...that's a that's! A really really niceway to say kind of throwing up in the trash can at the end of the quarter.For those of you on the for those of you on the line that you know. One ofthe biggest reasons why we do that is, is that most companies, what mostcompanies do? Is they build pipeline at the fodecast levels? And so, therefore,you know theyre what they're really doing is going into the thin pipelineat the end of a quarter, you know to cover slipping deals, so what reallyhappens? Is You go into this unqualified thin pipeline and try topull a deal forward in the quarter and that's when discounting gets out ofcontrol and really really unnatural things happen. So, if Youre, at the endof the corner, you're running into the end of the fiscal year- and you arestruggling with your sales teams, those problems can typically coint back topipeline yeah. It always points back to pipeline, it's olways related topipeline. So you know, most managers spend all their time on the currentquarter, forecast and very little time...

...on the pipeline, and it's really a hugemistake. So you need to take a look at how often your managers are spendingtime managing the forecast and as a sales leader. You got to ask thesequestions about your organization, specifically as it relates to pipeline,so how to wrap, build pipeline, how to reps ensure that they achieved theircorterly and annual quota goals. How well are we covering our territories?How well are we covering our key accounts, both users and non users, anduse these answers to determine where you can start to drive real change inyour sales organization? So it's it's really accountability. Building thatfranchise, Mi Mindset, developing the plan o made the plan. Those greatessential questions you just went over. What's the bottom mind yeah, so so thebottom line on this one. What are you doing to ensure that your reps aremaximizing their assignment and as a rap, are you really owning yourassignment as if it were your own...

...business, your own franchise, andwhat's the operating rhythm between us, the rap and the manager to stay focuson delivering the plan? Don't just put together a plan and then not look at itfor the rest of the year. The greatest leaders, the greatest reps I've everseen, are the ones that have an operating rhythm around looking at thatall the time at least they're updating it and looking at it cortly and thenevery major problem that I've seen in a sales organization is always related tothis topic. It's always related to the strength of a pipeline, so focus on itright thanks so much great topic here as wemove into the end of the year. Thank you to all of you who continue tolisten to these podcasts. I get a lot of emails from you. We get a lot ofsocial media messages thanks so much for listening and if there's somethingthat you want to hear us cover, let me know wha, we'll get it into therotation thanks. Everybody.

In-Stream Audio Search

NEW

Search across all episodes within this podcast

Episodes (139)