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90 day-action-plan final
- 1. Photo by `JamesWheeler - Creative Commons Attribution-NonCommercial-ShareAlike License https://www.flickr.com/photos/24128704@N08 Created with Haiku Deck
- 2. Photo by kevindooley - Creative Commons Attribution License https://www.flickr.com/photos/12836528@N00 Created with Haiku Deck
- 3. Photo by St0rmz- Creative Commons Attribution-ShareAlike License https://www.flickr.com/photos/80742119@N00 Created with Haiku Deck
- 4. Photo by ellenm1- Creative Commons Attribution License https://www.flickr.com/photos/47051377@N00 Created with Haiku Deck
- 5. Photo by susanvg- Creative Commons Attribution-NonCommercial-ShareAlike License https://www.flickr.com/photos/28362388@N00 Created with Haiku Deck
- 6. Collaborates Createa space where individuals can collaborate collectively to share ideas. Foster engagement. It is important that everyone feel they are an integral part of a process. Create ownership and a greater sense of value within the team. Cooperate Achieve long term goals by utilizing the strengths of each individual Communicate Share a clear vision
- 7. Photo by Nanagyei- Creative Commons Attribution License https://www.flickr.com/photos/32876353@N04 Created with Haiku Deck
- 8. Photo by oooh.oooh- Creative Commons Attribution-NonCommercial-ShareAlike License https://www.flickr.com/photos/24436943@N00 Created with Haiku Deck
- 9. Introduce myselfto the team, internal departments, and processes necessary to identify areas of attention and growth. Assess CSN team members’ condition: their focus, their energy, their routines, and their productivity. Relationships with each other. Check relationship between the CSN team and other key internal groups— finance, production, editorial, marketing, channel partners. As a team how is the brand interacting with each other and other areas of the company? What’s working, What’s not working, What immediate issues should I address with this group? What do I need from them? What do they need from me? Attend events, CSNews Fuels & Tech Summit will be held Dec. 8-9
- 10. Photo by DerrickT- Creative Commons Attribution License https://www.flickr.com/photos/16231096@N00 Created with Haiku Deck
- 11. Research history,where did they come from? Read a number of articles of work by each editor Meet face to face. What do you enjoy the most about your job? What are your interests outside this office? How do you see our image in the market? What are our readers saying about us - and the product? Is there anything urgently on your mind that you'd like to talk about right now? What sorts of things motivate you? What do you see as your greatest challenges? Where do you see the greatest growth potential for our business? For our brand? For our market? What content areas can be further developed? Issue planning? What sets us apart from our competitors? What are the critical issues of our readers? How often do you do reader calls? Sales calls? Introduce and plan to meet editorial advisory board
- 12. Photo by garryknight- Creative Commons Attribution-ShareAlike License https://www.flickr.com/photos/8176740@N05 Created with Haiku Deck
- 13. Background It's about getting to know them. What do you enjoy the most about your job? What are your interests outside this office? How do you see our image in the market? What are your customers saying about the brand? Is there anything urgently on your mind that you'd like to talk about right now? What sort of things motivates you? What do you see as your greatest challenges? Where do you see the greatest growth potential for your territory? For our brand? For our market? What market trends are they seeing? What sets us apart from our competitors? Have they done competitive analysis? Have each sales person give a detailed run down on each of their top key accounts, top shut outs How are the sales people contacting their clients? Email, calls, visits? Where are they connecting with new prospects? LinkedIn? What percentage of their time is spent focusing on developing new business? Physical and mental condition What packages are they putting together? Are they putting together integrated packages? What obstacles or impediments do they see as limiting their productivity or growth Sales cycle, yearly, quarterly, monthly
- 14. Photo by seanmcgrath- Creative Commons Attribution License https://www.flickr.com/photos/52798669@N00 Created with Haiku Deck
- 15. Learn CRMcapabilities Forecasting, last 12 months forecasts and actual, how often, what format? Collect reports, new business by account and revenue in the past 12 months, business by account for the last 4 years revenue spend, IMS territory reports, Brand SOM, top missing advertisers, looking for types of accounts, territory SOM Are we identifying and closing sales at a rate sufficient to hit projected sales and profitability goals? What is our conversion rate from the first stage to the last stage of the pipeline? Are we adding new opportunities quickly enough? Understand 90-day opportunities already in pipeline What’s our win/loss ratio? Are the open opportunities in our pipeline evenly distributed by stage and by product? Gross revenue amount in pipeline Are any pending deals in trouble?
- 16. NACS showdirectory How are sales entered and tracked Who is collecting materials Become familiar with staff functions and capabilities What brand marketing is currently being done? Audience development efforts being done Product scope Revenue and contribution by product, P&L Performance metrics for product scope Are they accessible and accessed by sales Web metrics, top content areas Do you have an internal social network?
- 17. Photo by CAUT- Creative Commons Attribution-NonCommercial-ShareAlike License https://www.flickr.com/photos/25535117@N00 Created with Haiku Deck
- 18. Relationship buildingwith customers. Ride with each sales associate, holding territory review, meeting current accounts and key prospects. Reader calls Assist in closing any business already in the pipeline Become more involved in the industry by attending any events, seeking out groups or committees in the market, Tobacco summit
- 19. What areyour impressions of CSN? Who is your target market? How do you see the market changing? What have you done so far? what has been successful? What still challenges you? What research could help you do a better job? In what areas can you company offer thought leadership in the market? What else can you tell me about what you are looking for? How do you usually plan your marketing is it by the year, quarter, month? Do you ever leave room for key opportunities that come up during the year? What is your budget for this campaign? What other options are you considering? What have you liked, and not liked, about what you’ve seen so far? Is there someone else besides yourself making this decision? What can I provide to you that will make it easier for you to present to them? What is your time-frame for making a decision?
- 20. What aresome of the biggest trends making waves in the industry? How will these changes affect your day job? From a state of the industry question, what keeps you up at night? What are the biggest professional challenges that you face on a daily basis? What was the latest feature that you read in CSN? What were your thoughts? What industry websites do you regularly visit? How often do you visit them? What is your go-to resource for new industry information? What content do you find most valuable/useful? What content do you regularly read/watch? Why? What are your biggest pet peeves or annoyances when visiting an industry website? What needs to go? If you could customize your daily news and information, how would you do it?
- 21. Photo by Stuckin Customs - Creative Commons Attribution-NonCommercial-ShareAlike License https://www.flickr.com/photos/95572727@N00 Created with Haiku Deck
- 22. Build andCommunicate Our Strategy for CSN Gather team in person preferably SWOT, for brand, for competitors, for products Create a vision and mission Key goals and initiatives through which CSN will achieve those goals.
- 23. Strategy: • ƒTargetcustomers: Who are our target customers? Who are not our target customers? • Value proposition: What value can or do we bring to target customers? What is our sales message? What is our “elevator pitch?” • Competitive strategy: How will we deploy our salespeople? How will we compete for target customers’ attention and money? How will we create value through our sales process to differentiate ourselves? • Financial strategy: How will we price? What costs will we incur? • Immediate priorities: Set immediate priorities. Which are the most immediate critical targets or activities that we want to focus?
- 24. ƒA one-pageSWOT analysis as a summary of the plan. ƒKey goals and major initiatives through which the team will achieve those goals. ƒYear over year revenue growth and profits by brand and by product line. Top clients for the current year and expected revenues for those clients by product. ƒ12-month forecast or pipeline ƒCompetitive strategy, identifying major threats and tactics for overcoming them. ƒSales territory, key accounts, and shut out plans ƒDetailed description of the compensation plan and/or any non monetary incentive or recognition systems.
- 25. ƒA one-pageSWOT analysis as a summary of the plan. Competitive strategy, identifying major threats and tactics for overcoming them. Six to eight key goals and major initiatives through which they will achieve them. Top clients for the current year and expected revenues for those clients in the coming year by product Top prospects to develop. 12-month forecast and a current pipeline. Resources or support needed from the organization to implement the plan.
- 26. ƒ Asummary SWOT analysis of the relationship. ƒ A list of the client’s key business issues and drivers. ƒ Organizational charts that outline decision-making processes. ƒ Six to eight key goals with the activities to achieve them. ƒ A 90-day list of actions that will be completed to execute the plan. ƒ A sales forecast by product and account.
- 27. Each seller toalso present Top shut out account plans ƒ A summary SWOT analysis of the relationship. ƒ A list of the client’s key business issues and drivers. ƒ Organizational charts that outline decision-making processes. ƒ Six to eight key goals with the activities to achieve them. ƒ A 90-day list of actions that will be completed to execute the plan. ƒ A sales forecast by product and account. All Plans would be reviewed and updated quarterly
- 28. Photo by Thomás- Creative Commons Attribution License https://www.flickr.com/photos/21862121@N04 Created with Haiku Deck
Editor's Notes
- #3 Learn the organization, systems, procedures, and vision. Understand key annual growth objectives and drivers, find areas that we can drive growth. Initiate team building through developing strong collaborative relationships Establish territory development plans, performance guidelines and expectations for CSN sales team Attend industry events to introduce and establish myself as a person of influence in the market
- #4 Within the team quickly by getting to know each person personally and professionally. Build trust to gain long term results. Working together to achieve a common goal builds trust within the group. Trust builds moral, distrust hides issues and opportunities.
- #5 Present solutions that are in the customers best interest Clearly communicate the features, advantages, and benefits of a solution Manage expectations, Never promise something you cannot deliver When problems develop, no excuses, resolve the problem, Don’t withhold bad news If and when you speak of competition be respectful Always honor relationships Make promises and keep them
- #7 Collaborates Create a space where individuals can collaborate collectively to share ideas. Foster engagement. It is important that everyone feel they are an integral part of a process. Create ownership and a greater sense of value within the team. Cooperate Achieve long term goals by utilizing the strengths of each individual Success can be multiplied when a “we” is engaged. Communicate Share a clear vision Clearly communicate team’s objectives and goals to ensure full comprehension. Be consistent, be a role model.
- #8 Emphasize optimism Optimism is more than being positive, its about optimizing, the change is going to make things better, its good for everyone Focus on individual and team strengths Obtain buy-in Understand the need for change and what is being asked, if people truly believe that the change can help them achieve their goals, then they'll embrace it. Offer alternatives that can provide them with greater benefits. "what", the "why" and the "how“ Make sure they have the skills that are required for the change Reinforce that they are being supported through the change Role model the change
- #10 Introduce myself to the team, internal departments, and processes necessary to identify areas of attention and growth. Assess CSN team members’ condition: their focus, their energy, their routines, and their productivity. Relationships with each other. Check relationship between the CSN team and other key internal groups—finance, production, editorial, marketing, channel partners. As a team how is the brand interacting with each other and other areas of the company? What’s working, What’s not working, What immediate issues should I address with this group? What do I need from them? What do they need from me? Attend events, CSNews Fuels & Tech Summit will be held Dec. 8-9
- #12 For editors they like to be recognized for their work. Their work is a piece of them, its very personal Research history, where did they come from? Read a number of articles of work by each editor Meet face to face. What do you enjoy the most about your job? What are your interests outside this office? How do you see our image in the market? What are our readers saying about us - and the product? Is there anything urgently on your mind that you'd like to talk about right now? What sorts of things motivate you? What do you see as your greatest challenges? Where do you see the greatest growth potential for our business? For our brand? For our market? What content areas can be further developed? Issue planning? What sets us apart from our competitors? What are the critical issues of our readers? How often do you do reader calls? Sales calls? Introduce and plan to meet editorial advisory board
- #14 The first conversation is just getting to know them. relaxed. It is important that they do not see this as an interrogation. The second conversation indicated with the different bullets is about learning how they work. What is their knowledge of the market, its presented as information gathering, learning how organized they are, what are their Time management skills how strategically they are working with their accounts, addressing deep customer needs, Do they know where their account loyalty lies? Where are they spending the most? Pipeline, Top shut outs, why do you think you are not getting the business. Strategy for winning, How do they spend their day, Are they being productive, how many calls are they typically making, how often are they face to face with their clients, are sales trips profitable, who are they seeing Are they pumped up, or tired? Are they working with intensity, or coasting? Are they selling integrated solutions getting our customers in all areas of our brand or are they taking the path of least resistance. Separate real obstacles from normal levels of complaining What is the percentage of business that is booked yearly vs how much new or additional business do they bring in during the year. % of budget booked at beginning of year vs same month sales Are they taking advantage of open inventory to get new clients involved
- #16 Forecasting accurately is a great indicator of knowledge of their territory. It’s the difference between working strategically with your client and just taking orders. Are they creating opportunities with every client interaction? Setting a revenue amount, setting a probability This way every time you are in a clients record you can at a glance see what opportunities are coming up. your sales calls have purpose. Our act also adds them to your forecast Are they actively managing their opportunities. They can organize their day by prioritizing opportunities Do the sales people know their win/loss ratio? Knowledge is power, if you knew you made $1000 for every 10 calls you make how many calls would you make? This business takes time, you have to know that you are seeing even small steps toward your goal or you get frustrated and give up. Who is producing results?
- #17 Build internal social team site, Learn about each other and the offices, Share ideas, dialogue, and stories Find (and share) brand materials or case studies Any questions so far? So far does this meet your expectations for the first 30days?
- #20 Get out in the field with sales. See how they sell and work their client relationships. Identify any strengths and weaknesses visit top accounts and their top prospects. Are they listening or talking? Are sales actively closing? How does that sound? Does that make sense? Would that work for you? Questions so far? Does this sound like a solution that would work for you? What haven’t I covered that is important to you?
- #21 Questions so far?
- #23 This is where the rubber hits the road. This is where all the information gathered and learned turns into strategy. There is where I collaborate with the team to come up with a common goal. Build and Communicate Our Strategy for CSN Gather team in person preferably SWOT, for brand, for competitors, for products Create a vision and mission Key goals and initiatives through which CSN will achieve those goals.
- #26 Each seller to create territory marketing plans: All salespeople to prepare brief business plans for their territories as if they were presidents of their own businesses. Territory marketing plans should address:
- #27 Each seller to also present Key account plans: Ask sales representatives to complete detailed account plans for the 20 percent of their accounts that generate 80 percent of current or projected revenue. The key account plans should include:
- #29 Is there anything that I did not cover that is important to you? How comfortable are you with me right now?