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

Episode · 1 week ago

Three Steps for Your Sales Plan

ABOUT THIS EPISODE

As the end of the year approaches, how are you going to make your plan next year? What do you want to deliver? If the answer is on-time-earnings and beyond tune in. 

Maybe you’ve had your best year yet and are wondering how to repeat that success or you’re looking for ways to improve next year. Whatever your goals are, now is the time to put in the work and ask for what you need to make it happen. John Kaplan joins us to share three areas you can focus on.

Here are some additional resources on sales planning:

Check out this and other episodes of The Audible-Ready Podcast at Apple Podcasts, Spotify, or our website. 

It's a great time when we're in thatMojo of executing and delivering on this year's plan to really startthinking about next year's plan, you're listening to the audible, ready,podcast, the show that helps you and your teams sell more faster willfeature sales leader sharing their best insights on how to create a salesengine that helps you feel repeatable revenue growth presented by the team offorced management, a leader in PB sales effect in this. Let's get started hello and welcome to the audible, readysales podcast, I'm Rachel, Clap Miller. Today we are going to talk about theplan to make the plan and three areas of Focus Hi John Day, Rachel reallyreally relevant topic for this time of year. I just realized- I said Hi Johnand I didn't appropriately introduce you as John Catlin joys me today, no problem, I think people think peoplepretty much know the punch line on that...

...one by now. I think it is. I get itokay, so plan to make the plan this time of year. Many of us are thinkingabout what we're going to do next, there's anks and how you're eithergoing to improve next year or even if you've had a great year. How are yougoing to repeat the success that C that you've had it's a pivotal time? JohnYeah. I think this is really critical and we're not going to leave anybodyout here so you're either somebody that feels like you've drained the pond oryou're draining the pond and you're going to get that uneasy stomachfeeling in your stomach at the end of the year. That says, Oh, my God, how amI going to do this again or you're that person that's struggling this year andand you haven't delivered your goals that you wanted to deliver on, and youwant to ensure that you, you know you get off to a fast start for next year,regardless of which camp you're in the time for thinking about this topic onthe plan to make the plan is really now...

...and will try to address it from allangles to make it relevant for all right, you're listening out there, youknow you need to pull a plan together and it's important that you don't thatyou don't procrastinate get yourself. A Road Map get yourself an operatingworth that you can execute against when we teach us with our force managementcustomers, we separated into three parts. So we're going to go throughthat today, John, the first one gather and analyze yeah, I mean a couple things. My UberMessage today is you have to think of your territory as your own franchise.You own it it's up to you to make it successful, so you need to pull in theresources when you need them, but also take ownership, that this is yourterritory. So when you know you want to take detailed data driven view of thatfranchise- and you want to do things like think about- where is mycompetition installed? Where are my you...

...know? Where are my customers, and soit's kind of like users non users, you know: are their new opportunities withthem and both those areas you know, are there places where nobody is playingand- and so you got to dig deep into what's going on in your territory, andthis can provide you the basis for your plan and really when you think aboutregardless of whether you're killing it right now, why I go to people wherethey're killing it and I go into their territories and I find opportunity theythink they drain the pond and there's opportunity by looking through the data.I go to people that aren't being successful, and these are some of myfavorite situations. When I go to people that haven't had the year thatthey wanted to have, and they need help coaching and development upon, whereare those opportunities inside their territory inside their assignment thatthey just don't see, that's what a coach does. So, if you're listening tothis, if you're the rap you own the...

...plan, if you're the manager, you owncoaching and developing and helping people get unstuck with the plan, as sowhen you're thinking about gathering and analyzing your franchise and what'sgoing on with it, there's a lot of ways that you can. You can do this,particularly depending on what kind of technology your company has a lot oftechnology platforms enable this, but I think the point we want to make here isthat you need you need to do it come up with a road map for yourself, don't letthe first quarter go by and then sit there and wonder these basic questionsabout you, franchise start now, so the next fucking John Plan and strategize,it seems so obvious right. Even as I was writing this I was like yes is tooobvious, but it's really in these steps for reps differentiate themselves fromthe pack yeah, and so you know in October now right and so at the time ofairing of this podcast. Let's say because I know we replay these fromthat type of stuff. So let's say it's...

October right now, and people are like.Oh my God. What are these people talking about like I got to deliver onthe fourth quarter, when you really think about it, like in a football game,yeah, there's some miraculous things that we can do in the Fourth Quarter onHal Mary's and some great adjustments. But typically the plan is in place andwe are delivering and executing, and so it's a great time when we're in thatMojo of executing and delivering on this year's plan to really startthinking about next year's plan. And it's like I love some of these examplesand college football where you know they'll play in the championship gameand then the coaches will stay over and whatever city. That is so. Let's say wewin the National Championship and I've read about nick a been doing this. I'veread about that team in Ohio, which Michigan people can't talk about, butyou know they are notorious, for. You know, beginning immediately to planfor the next year, so they're...

...constantly recruiting and constantlyplanning. So one of the things I like to think about is this: This concept ofwhite space and my franchise, and so you know, where are all the places thatI know my solution could help, but also where aren't we installed? Where aretheir opportunities with my current customers? What are they not takingadvantage of that? I know that they can benet benefit from, and this is alsothe stage to think through. You know what resources you need to ask totarget this white space. So what do I need to do to go after this white space?Do I need marketing support? Do I need referral leads? What are the resourcesyou need to get after these accounts? And then you know you make your ask. Soit's always easier when you ask early next year, I'm going to need XYZ asopposed to hey next month. Can you help me with so and so, and so what we'retalking about is the balance in this...

...plan. It's your plan to make the plan,and then it's also your ability to ask for support in order to deliver thatplan. I don't want to hear the whining or the excuse department, I'm nottrying to be tough or overly overbearing on this conversation. Butwhen people told me hey, I don't have a good territory for I need a newterritory that was like the beginning of the conversation for me to go reallyreally deep in these topics that we're talking about today, yeah you bring upa good point about resources and we have a great podcast that we recordedabout how to get the resources. You need to move your deals forward, so wesure to check that one out in the show notes, but finally, John Shifting backonce you got this white space and those and the opportunities nailed, then wemove into execution a critical part of the plan. Yeah, I mean Yeah Yeah, andthis is where you know you are talking...

...about detailed pipeline generationactions. What are you going to do daily, weekly monthly? What are your specificactivities that you're going to hold yourself accountable for so we've allgot C RM systems and- and I know that, there's a lot of technology integrationout there that that man of you have at your disposal. You got to use them, butyou also got to make sure you're holding yourself accountable to theactions you know block your calendar execute and if things aren't workingmitigate ask for help. Remember I used to love, saying this to raps, it's okay,not to know, but it's not okay, not to do be doing anything about it, and sowhat I like to do with these plans back in the day, is I like to use them asthe road map with the rap and we would constantly review them, but so by theway, if you're, a manager listening- and you tell people- you know- puttogether your territory plans and you...

...go through all these exercises, andthen you have the Reps. do all this and they never do anything with it. One ofmy favorite stories when I was at Xerox. We had this thing: Rachel called ZAMPA,Xerox, account management profile and you had to do them on all of your topaccounts and it was really exhaustive information. It was about what's goingon in the account what needed to go on in the account. What help you needed-and you know I got a little frustrated, sometimes with some of the people thatI worked for that I was the you know, the smart Alec that you know take thefifty dollar bill to the back of a damp form, and I wrote on there. If you seethis, you can have it, and my point was I mean I know I was a little bit of asmart Alec, but my point was: why are you asking me for doing this busy workthat you're not going to use in your coaching and development of me? So ifyou're, a rap out there, listening and you're being asked to do something,make sure that h when you do it you're...

...communicating with your leadership team?Could you kind of walk me through the operating rhythm of how we're going touse this and if you're, a leader, listening and you're, just askingpeople to prepare things at the beginning of the year and you're nevergoing to use it to help them to coach and develop them? People are going toresent you you're asking me to do things that you're unwilling to read orunwilling to interact with. I call that kind of losing the locker room. It's areally really bad situation to be in so you know if you're the rap on it, ifyou're the manager use it and the coach and develop it nice and now any timeyou have me a piece of paper, John I'm going to look on the back of it. Firstof all, I didn't want to say you know, I can'ttell you. I got that fifty oar bill back Rachel, I'm sorry to say I gotthat fifty dollar bill back every time, and that was just the only one I wasfrustrated with me. I had great...

...managers at Teris and other places, butwhen I would get frustrated I do that and and and I always got that fiftydollar bill back and I never wanted to be that manager. I never wanted to bethat leader yeah sure. Well, I think that the theme that we have runningthrough this is when we're talking about planning for for your next to gois to really own it, and I know that some of these steps seem seem basic. Wehave a lot of veterans sales people out there. You guys know what you're doing,but the point is is to is to do these steps you have to do them. Don't justwait for marketing to send. You leads for the inside sales seem to convert,take ownership of your franchise and there's power in putting thataccountability on yourself. It's so true, it's so good. So so your messageis clear: For me: You own your franchise and your plan to deliver. Thecompany owes you an assignment that can produce an Ote, and I used to tell myreps. this is that I owe you an...

...assignment that I feel very, verycomfortable with that can produce an o t and on target earnings at that I'vecommitted to you. I've committed that. I owe you an assignment for that. Youown the plan to get the Ote and beyond and so for veterans listening. This isthe way you push yourself. You know you might be a little bit different thanthe newer rap, and so you put together your plan not based upon your ote butbased upon I've, got to put together a plan to go way beyond my ot to be ableto deliver on my heart. You know wishes and dreams and desires for my family,and so I like to think of putting this franchise together. That says, here'show I prove to myself that I can go, make the amount of money and do thethings that I want to do in this company, and I always used it when Iwas a rapt to say: okay, I've put together this plan and now I'm going toconnect with people that can help me deliver. There have been cases before.For me, Rachel, where I've gone through...

...that exercise- and I couldn't put theplan together to make what I needed to make. I did it early enough. I went tomy company. I went to my leadership team and said: Okay, you guys gothrough this with me and if you can see places where I've missed in some casesthey did a great job and helping me the opportunities and other cages racalthey actually looked at and go okay. I A great job. I'm putting this together,we're going to carve out some more opportunity for you, so you can go, getand deliver. What we know is great for the company and also great for you andyour family. So it's a two sided street here: Don't wait until the beginning ofthe year to figure all this out start now start now get busy Ye. Thank you,John You're welcome and I'm going to start planning my own plan for thispodcast every week. Fifty two episodes a year. If any of you have some ideasand things you like us to talk about,...

...please reach out to myself or John I'mLindon, or you can send me an email directly. It's our CLAP CLAPP AT forcemanagement. Thank you for listening to the audible, Reddy sales podcast andforce management. We're focused on transforming sales organizations intoelite teams, are proven methodologies, deliver programs that build companyalignment and fuel repeatable revenue growth, give your teams the ability toexecute the gross strategy at the point of sale. Our strength is our experience.The proof is in our results. Let's get started visit us at force. ManagementCom. You've been listening to the audible, ready podcast to not miss anepisode subscribe to the show in your favorite podcast player until next time.I.

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