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

Episode · 6 months 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 that Mojo of executing and the livering on this year's plan, to really start thinking about next year's plan. You are listening to the audible ready podcast, the show that helps you and your team's sell more faster. will feature sales leader sharing their best insights on how to create a sales engine that helps you fuel repeatable revenue growth, presented by the team at force management, a leader in BTB sales effectiveness. Let's get started. Hello and welcome to the audible ready sales podcast. I'm Rachel Clap Miller. Today we are going to talk about the plan to make the plan and three areas of focus. Hi John, Hey Rachel. Really really relevant topic for this time of year. I just realize I said Hi John and I didn't appropriately introduce you as John Kaplan joins me today. No problem, I think people people pretty much know the punts line on that one by now.

I'm good it. Get it. Okay. So, plan to make the plan. This time of year many of us are thinking about what we're going to do next. There's angst on how you're either going to improve next year or, even if you've had a great year, how are you going to repeat the success that chap that's you've had? It's a pivotal time, John. Yeah, I think this is really critical and we're not going to leave anybody out here. So you're either somebody that feels like you've drained the pond, or you're draining the pond and you're going to get that uneasy stomach feeling in your stomach at the end of the year that says, Oh my God, how am I going to do this again? Or you're that person that's struggling this year and and you haven't delivered your goals that you wanted to deliver on and you want 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 on the plan to make the plan is really now and we'll try to address it from all angles to make it...

...relevant for all. Right, you're listening out there. You know you need to pull a plan together and it's important that you don't that you don't procrastinate. Get yourself a roadmap, get yourself an operating rhythm that you can execute against. When we teach us with our force management customers. We separated into three parts, so we're going to go through that today. John. The first one gather and analyze. Yeah, I mean couple things. My Uber Message 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 the resources when you need them, but also take ownership that this is your territory. So when you know you want to take detailed, data driven view of that franchise and you want to do things like think about where is my competition installed? Where are my you know, where are...

...my customers? And so it's kind of like users non users. Are Their new opportunities with them and both those areas. You know, are there places where nobody is playing? And so you got to dig deep into what's going on in your territory and this can provide you the basis for your plan. In really, when you think about, regardless of whether you're killing it right now, why go to people where they're killing it and I go into their territories and I find opportunity. They think they drained the pond and there's opportunity. By looking through the data, I go to people at aren't being successful, and these are some of my favorite situations, when I go to people that haven't had the year that they wanted to have and they need help, coaching and development upon where are those opportunities inside their territory, inside their assignment, that they just don't see? That's what a coach does. So if you're listening to this, if you're the rep you own the plan. If...

...you're the manager, you own coaching and developing and helping people get unstuck with the plan. Yes, so, when you're thinking about gathering and analyzing your franchise and what's going on with it, there's a lot of ways that you can you can do this, particularly depending on what kind of technology or company has. A lot of technology platforms enable this, but I think the point we want to make here is that you need you need to do it. Come up with a road map for yourself to don't let the first quarter go by and then sit there and wonder these basic questions about your 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, it's too obvious, but it's really in these steps where reps differentiate themselves from the back yeah, and so you know, it's October now, right, and so at the time of airing of this podcast, let's say, because I know we replay these in that 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 on the 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, some Hail Mary's and some great adjustments, but typically the plan is in place and we are delivering and executing, and so it's a great time, when we're in that Mojo of executing and delivering on this year's plan, to really start thinking about next year's plan. And it's like I love some of these examples in college football where you know they'll play in the championship game and then the coaches will stay over and whatever city that is. So let's say we win the National Championship, and I've read about Nick Sabin doing this. I've read about that team in Ohio which Michigan people can't talk about, but you know they are notorious for, you know, beginning immediately to plan for the next year.

So they're constantly recruiting and constantly planning. So one of the things I like to think about is this, this concept of white space and my franchise. And so you know, where are all the places that I know my solution could help, but also where aren't we installed? Where are their opportunities with my current customers? What are they not taking advantage of that I know that they can benet benefit from. And this is also the stage to think through. You know what resources you need to ask to target 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 resources you need to get after these accounts? And then, you know, you make your ask. So it's always easier when you ask early next year, I'm going to need X, Y Z, as opposed to hey, next month, can you help me with Soandso and so. What we're talking 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 that plan. I don't want to hear the whining or the excuse department. I'm not trying to be tough or overly overbearing on this conversation, but when people told me, Hey, I don't have a good territory or I need a new territory, that was like the beginning of the conversation for me to go really, really deep in these topics that we're talking about today. You bring up a good point about resources and we have a great podcast that we recorded about how to get the resources you need to move your deals forward. So be sure to check that one out in this show notes. But finally, John, shifting back, once you've got this white space in those I the opportunities nailed, then we move into execution, a critical part of the plan. Yeah, I mean, yeah, yeah, and this is where you know you are talking about detailed pipeline generation actions. What are you going to do...

...daily, weekly, monthly? What are your specific activities that you're going to hold yourself accountable for? So we've all got crm systems and and I know that there's a lot of technology integration out there that that many of you have at your disposal. You got to use them, but you also got to make sure you're holding yourself accountable to the actions. You know, block your calendar, execute and if things aren't working, mitigate, asked for help. Remember, I used to love saying this to Reps. it's okay not to know, but it's not okay not to do be doing anything about it. And so what I like to do with these plans back in the day is I like to use them as the road map with the wrap and we would constantly review them. But so, by the way, if you're you're a manager, listening and you tell people, you know put together your territory plans and you go through all these exercises and then you have the reps do all...

...this and they never do anything with it. One of my favorite stories when I was at Xerox, we had this thing Rachel called Zamp, a zerox account management profile, and you had to do them on all of your top accounts and it was really exhaustive information. It was about what's going on 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 that I work for that I was the you know, the smart Alec that you know taped the fifty dollar bill to the back of a Zamp form and I wrote on there. If you see this, you can have it. And my my point was, I mean, I know its a little bit of a smart Alec, but my point was, why are you asking me for doing this busy work that you're not going to use in your coaching and development of me? So, if you're a rep out there listening and you're being asked to do something, make sure that 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 to use this? And if you're a leader listening and you're just asking people to prepare things at the beginning of the year and you're never going to use it to help them, to coach and develop them, people are going to resent you. You're asking me to do things that you're unwilling to read or unwilling to interact with. I call that kind of losing the locker room. It's a really, really bad situation to be and so you know, if you're the REP, own it, if you're the manager, use it and and the coach and develop it nice and now, anytime you hand me a piece of paper, John, I'm going to look on the back of it for from I didn't want to say, you know, I can't tell you I got that fifty bill back. Rachel, I'm sorry to say I've got that fifty billback every time and that was just the only one. I was frustrated with my great managers. It's there, yes,...

...and other places, but when I would get frustrated, I do that and in in I always got that fifty dollar bill back and I never wanted to be that manager and never wanted to be that leader. Yeah, sure. Well, I think the theme that we have running through this is when we're talking about planning for your next a Goo is really own it and I know that some of these steps seem seem basic. We have a lot of veteran 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 just wait for marketing to send you leads for the inside sales seem to convert. Take ownership of your franchise and there's power and putting that accountability on yourself. It's so true. It's so good. So so your message is clear for me. You own your franchise and your plan to deliver. The company owes you and assignment that can produce an Ote, and I used to tell my reps this is that I owe you an assignment that I feel...

...very, very comfortable with. It can produce an ote and on target earnings. That that I've committed to you. I've committed that. I owe you an assignment for that. You own the plan to get the Ote and beyond. And so for veterans listening, this is the way you push yourself. You know you might be a little bit different than the newer rep and so you put together your plan not based upon your ote but based upon I've got to put together a plan to go way beyond my ote to be able to deliver on my hearts, you know, wishes and dreams and desires for my family, and so I like to think of putting this franchise together that says here's how I prove to myself that I can go make the amount of money and do the things that I want to do in this company. And I always used it when I was a rep to say, okay, I've put together this plan and now I'm going to connect 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 the plan together to make what I needed to make. I did it early enough. I went to my company, I went to my leadership team and said, okay, you guys, go through this with me and if you can see places where I've missed. In some cases they did a great job and helping me see opportunities and other cages Rac they actually looked at and go, okay, I great job on putting this together. We're going to carve out some more opportunity for you so you can go get and deliver what we know is great for the company and also great for you and your family. So it's a two sided street here. Don't wait until the beginning of the year to figure all this out. Start now, start now. Get busy, Yep, busy. Thank you, John. You're welcome and I'm going to start planning my own plan for this podcast. Every week, fifty two episodes a year. If any of you have some ideas and things you like us to talk about, please reach out...

...to myself or John on Linkedin, or you can send me an email directly. It's our clap CLA PP at force MANAGEMENTCOM. Thank you for listening to the audible ready sales podcast. At force management, we're focused on transforming sales organizations into elite teams. Are Proven methodologies deliver programs that build company alignment and fuel repeatable revenue growth. Give your teams the ability to execute the growth 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 an episode, subscribe to the show in your favorite podcast player. Until next time,.

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