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 ClubMiller. Welcome to the force management podcast. Today we are going to talk aboutplanning and Driving Accountability in the sales planning process. John Kaplan joining menow. John, this is one of your favorite topics. Yeah, sure, is an especially at this time of year. Right. We beat thisdrum a lot at the end of the year and throughout the year and ouraudience is often interested in this topic as we near the end of a quarteror a fiscal year. It's driving accountability in that sales organization. Yeah,compability is the as the key word, and I think it's accountability at multiplelevels. You know, the manager is accountable for providing a great opportunity forthe Rep and the REP is accountable for making the most out of that opportunity. We have an earlier podcast on itunes and soundcloud that goes into this conceptof the plan to make the plan. And the other concept that we teacharound this topic is this idea of building a franchise mindset into your sales team, and that's that comes up is really...

...directly tied to that accountability topic thatthat you're talking about. Let's just start there and talk a little bit aboutwhat you mean about that franchise mindset? Yeah, I mean, when youthink about a franchise you think about things like, you know, McDonald,Burger King or what have you. But, you know, let's break it downa little bit more. Business owners that buy into a franchise they leveragethe power of the brand to make their business successful. So the franchise ownerscan leverage the company's National Marketing, advertising and brand recognition to drive revenue fortheir franchise. So the franchise model provides the benefits of small business ownership withthe power of a national brand. So the franchise or won't be successful ifit doesn't empower its franchises to leverage the brand. And you know, onthe flip side, the individual franchise owners won't be successful if they don't dothe work that's necessary to drive business at...

...their individual location. So it's thesame thing in your sales organization. Your salespeople need to view their territories astheir own franchises. They need to see what you know, in crude terms, their own piece of the dirt, as if it's their own business unitand, more importantly, understand that they're responsible for the units production and profitabilityright, their credibility, and what we're talking about here is really focusing onthat big picture, the franchise and building pipeline at that territory level. Yeah, so, you know, most organization spend around ninety percent of their timeoperating around the opportunities rather than driving pipeline at the territory level, and that'sa big mistake. When your sales team has a franchise mindset, the levelof building pipeline gets elevated. Your question the reps is what is your franchisedoing right now to generate pipeline? Working...

Smarter Means Your Reps Build pipeline atthe territory level and you, as a sales leader, coach them to focushigher with top down opportunities. Okay, let's break down the how, atleast at a high level and as a deep topic, right. But wedo have a couple of concepts here. First, the plan to make theplan. I mentioned earlier podcast, but I'd I'd like to go through ithere talk a little bit about that plan to make the plan concept. Yeah, I love that term, the plan to make the plan, because youknow, as a sales leader, as a manager, you need to addvalue for your reps in this process. Encourage your sales people to do thefollowing. You know, analyze the territory white space and the new accounts tobe pursued, both users and non users. Analyze the untapped space within an account. Determine the areas of greatest opportunity to build the pipeline. Once youknow the gaps, you know how to collaborate with the reps to move pipelinethrough sales process. If your sellers have...

...the franchise mindset, the planning processbecomes a way for you to get the mind share of the sales rep andplug into their plan. Your reps own the plan, to make the plan. They own it. So they're committing pipeline activities with target specific accounts.You know. Here are the marketing activities I'm doing, here, the eventsI'm holding here's why I think these events will move these accounts into pipeline,etc. Because they're building pipeline at the territory level. They have a betterunderstanding of what their franchises will produce and, as a result, they'll be ableto better articulate their ask of the brand and as of you as aleader and other resources in the company. Right, because it's not just thatuse and manager. People have to bring another resources to move to move thatdeal forward. Yes, it's the also comes down to that predictability of revenue. You know what the plan to make a plan means. There is aplanning and you're going to know what's what's ahead, and it removes the scramblingat the end of the corner. Yeah,...

...yeah, the scrambling. That's athat's a really, really nice way to say kind of throwing up inthe trash can at the end of a quarter. For those of you onthe for those of you on the line that you know one of the biggestreasons why we do that is is that most companies, what most companies dois they build pipeline at the forecast levels and so therefore, you know they'rereally what they're really doing is going into the thin pipeline at the end ofa quarter, you know, to cover slipping deals. So what really happensis you go into this unqualified thin pipeline and try to pull a deal forwardin the quarter, and that's when discounting gets out of control and really reallyunnatural things happen. So if you're at the end of the corner, you'rerunning into the end of the fiscal year and you are struggling with your salesteams. Those problems can typically point back to pipeline. Yeah, it alwayspoints back to pipeline. It's always related to pipeline. So you know,most managers spend all their time on the current quarter forecast and very little timeon the pipeline, and it's really a...

...huge mistake. So you need totake a look at how often your managers are spending time managing the forecast.And as a sales leader, you got to ask these questions about your organization, specifically as it relates to pipeline. So how to reps build pipeline?How to reps ensure that they achieve their quarterly and annual quota goals? Howwell are we covering our territories? How well are we covering our key accounts, both users and non users, and use these answers to determine where youcan start to drive real change in your sales organization. So it's really accountability, building that franchise mindset, developing the plan and made the plan. Thosegreat essential questions you just went over. What's the bottom line? Yeah,so, so the bottom line on this one. What are you doing toensure that your reps are maximizing their assignment? And, as a wrap, areyou really owning your assignment as if...

...it were your own business, yourown franchise? And what's the operating rhythm between us, the REP and themanager? To stay focus on delivering the plan. Don't just put together aplan and then not look at it for the rest of the year. Thegreatest leaders, the greatest reps I've ever seen, or the ones that havean operating rhythm around looking at that all the time. At least they're updatingand looking at it quarterly. And then every major problem that I've seen ina sales organization is always related to this topic. It's always related to thestrength of a pipeline. So focus on it right. Thanks so much.Great topic here as we move into the end of the year. Thank youto all of you who continuely listen to these podcasts. I get a lotof emails from you, we get a lot of social media messages. Thanksso much for listening and if there's something that you want to hear us cover, let me know what we'll get it into the rotation. Thanks everybody.

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