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

Episode · 2 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'rein that Mojo of executing and the livering on this year's plan, to reallystart 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 featuresales leader sharing their best insights on how to create a sales engine that helpsyou fuel repeatable revenue growth, presented by the team at force management, aleader in BTB sales effectiveness. Let's get started. Hello and welcome to theaudible ready sales podcast. I'm Rachel Clap Miller. Today we are going totalk about the plan to make the plan and three areas of focus. HiJohn, 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 JohnKaplan joins me today. No problem, I think people people pretty much knowthe punts line on that one by now.

I'm good it. Get it.Okay. So, plan to make the plan. This time of yearmany of us are thinking about what we're going to do next. There's angston how you're either going to improve next year or, even if you've hada great year, how are you going to repeat the success that chap that'syou've had? It's a pivotal time, John. Yeah, I think thisis really critical and we're not going to leave anybody out here. So you'reeither somebody that feels like you've drained the pond, or you're draining the pondand you're going to get that uneasy stomach feeling in your stomach at the endof the year that says, Oh my God, how am I going todo this again? Or you're that person that's struggling this year and and youhaven't delivered your goals that you wanted to deliver on and you want to ensurethat you, you know, you get off to a fast start for nextyear, regardless of which camp you're in. The time for thinking about this topicon the plan to make the plan is really now and we'll try toaddress it from all angles to make it...

...relevant for all. Right, you'relistening out there. You know you need to pull a plan together and it'simportant that you don't that you don't procrastinate. Get yourself a roadmap, get yourselfan operating rhythm that you can execute against. When we teach us withour force management customers. We separated into three parts, so we're going togo through that today. John. The first one gather and analyze. Yeah, I mean couple things. My Uber Message today is you have to thinkof your territory as your own franchise. You own it. It's up toyou to make it successful. So you need to pull in the resources whenyou need them, but also take ownership that this is your territory. Sowhen you know you want to take detailed, data driven view of that franchise andyou 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 kindof like users non users. Are Their new opportunities with them and both thoseareas. You know, are there places where nobody is playing? And soyou got to dig deep into what's going on in your territory and this canprovide 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 wherethey're killing it and I go into their territories and I find opportunity. Theythink they drained the pond and there's opportunity. By looking through the data, Igo to people at aren't being successful, and these are some of my favoritesituations, when I go to people that haven't had the year that theywanted to have and they need help, coaching and development upon where are thoseopportunities inside their territory, inside their assignment, that they just don't see? That'swhat a coach does. So if you're listening to this, if you'rethe rep you own the plan. If...

...you're the manager, you own coachingand 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, particularlydepending on what kind of technology or company has. A lot of technology platformsenable this, but I think the point we want to make here is thatyou need you need to do it. Come up with a road map foryourself to don't let the first quarter go by and then sit there and wonderthese basic questions about your franchise. Start now, so the next fucking JohnPlan and strategize. It seems so obvious right even as I was writing thisI was like, yes, it's too obvious, but it's really in thesesteps 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 thispodcast, let's say, because I know we replay these in that type ofstuff. So let's say it's October right...

...now, and people are like,Oh my God, what are these people talking about? Like, I gotto deliver on the fourth quarter. When you really think about it, likein a football game. Yeah, there's some miraculous things that we can doin the fourth quarter, some Hail Mary's and some great adjustments, but typicallythe plan is in place and we are delivering and executing, and so it'sa great time, when we're in that Mojo of executing and delivering on thisyear's plan, to really start thinking about next year's plan. And it's likeI love some of these examples in college football where you know they'll play inthe 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 NickSabin doing this. I've read about that team in Ohio which Michigan people can'ttalk about, but you know they are notorious for, you know, beginningimmediately 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, thisconcept of white space and my franchise. And so you know, where areall the places that I know my solution could help, but also where aren'twe installed? Where are their opportunities with my current customers? What are theynot taking advantage of that I know that they can benet benefit from. Andthis is also the stage to think through. You know what resources you need toask to target this white space. So what do I need to doto go after this white space? Do I need marketing support? Do Ineed referral leads? What are the resources you need to get after these accounts? And then, you know, you make your ask. So it's alwayseasier when you ask early next year, I'm going to need X, YZ, as opposed to hey, next month, can you help me withSoandso 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 askfor support in order to deliver that plan. I don't want to hear the whiningor the excuse department. I'm not trying to be tough or overly overbearingon this conversation, but when people told me, Hey, I don't havea good territory or I need a new territory, that was like the beginningof the conversation for me to go really, really deep in these topics that we'retalking about today. You bring up a good point about resources and wehave a great podcast that we recorded about how to get the resources you needto move your deals forward. So be sure to check that one out inthis show notes. But finally, John, shifting back, once you've got thiswhite 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 generationactions. What are you going to do...

...daily, weekly, monthly? Whatare your specific activities that you're going to hold yourself accountable for? So we'veall got crm systems and and I know that there's a lot of technology integrationout there that that many of you have at your disposal. You got touse them, but you also got to make sure you're holding yourself accountable tothe actions. You know, block your calendar, execute and if things aren'tworking, mitigate, asked for help. Remember, I used to love sayingthis to Reps. it's okay not to know, but it's not okay notto do be doing anything about it. And so what I like to dowith these plans back in the day is I like to use them as theroad 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 exercisesand then you have the reps do all...

...this and they never do anything withit. One of my favorite stories when I was at Xerox, we hadthis thing Rachel called Zamp, a zerox account management profile, and you hadto 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 onin the account, what help you needed. And you know, I got alittle frustrated sometimes with some of the people that I work for that Iwas the you know, the smart Alec that you know taped the fifty dollarbill to the back of a Zamp form and I wrote on there. Ifyou see this, you can have it. And my my point was, Imean, I know its a little bit of a smart Alec, butmy point was, why are you asking me for doing this busy work thatyou'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. Couldyou kind of walk me through the operating rhythm of how we're going to usethis? And if you're a leader listening and you're just asking people to preparethings at the beginning of the year and you're never going to use it tohelp 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 tointeract with. I call that kind of losing the locker room. It's areally, really bad situation to be and so you know, if you're theREP, own it, if you're the manager, use it and and thecoach and develop it nice and now, anytime you hand me a piece ofpaper, John, I'm going to look on the back of it for fromI didn't want to say, you know, I can't tell you I got thatfifty bill back. Rachel, I'm sorry to say I've got that fiftybillback every time and that was just the only one. I was frustrated withmy great managers. It's there, yes,...

...and other places, but when Iwould get frustrated, I do that and in in I always got thatfifty dollar bill back and I never wanted to be that manager and never wantedto be that leader. Yeah, sure. Well, I think the theme thatwe have running through this is when we're talking about planning for your nexta Goo is really own it and I know that some of these steps seemseem basic. We have a lot of veteran sales people out there. Youguys know what you're doing, but the point is is to is to dothese steps. You have to do them. Don't just wait for marketing to sendyou leads for the inside sales seem to convert. Take ownership of yourfranchise 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 ownyour franchise and your plan to deliver. The company owes you and assignment thatcan produce an Ote, and I used to tell my reps this is thatI owe you an assignment that I feel...

...very, very comfortable with. Itcan 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 ownthe plan to get the Ote and beyond. And so for veterans listening, thisis the way you push yourself. You know you might be a littlebit different than the newer rep and so you put together your plan not basedupon your ote but based upon I've got to put together a plan to goway 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 tothink of putting this franchise together that says here's how I prove to myself thatI can go make the amount of money and do the things that I wantto do in this company. And I always used it when I was arep to say, okay, I've put together this plan and now I'm goingto connect with people that can help me deliver. There have been cases beforefor me, Rachel, where I've gone...

...through that exercise and I couldn't putthe plan together to make what I needed to make. I did it earlyenough. I went to my company, I went to my leadership team andsaid, okay, you guys, go through this with me and if youcan see places where I've missed. In some cases they did a great joband 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 carveout some more opportunity for you so you can go get and deliver what weknow 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 theyear to figure all this out. Start now, start now. Get busy, Yep, busy. Thank you, John. You're welcome and I'm goingto start planning my own plan for this podcast. Every week, fifty twoepisodes a year. If any of you have some ideas and things you likeus 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 forceMANAGEMENTCOM. Thank you for listening to the audible ready sales podcast. Atforce management, we're focused on transforming sales organizations into elite teams. Are Provenmethodologies deliver programs that build company alignment and fuel repeatable revenue growth. Give yourteams the ability to execute the growth strategy at the point of sale. Ourstrength 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 podcastplayer. Until next time,.

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