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BUILDING A WINNING SALES PLAN
- Analyze Sales Performance" by District/Region/Territory
- Identify "Opportunity" (High Potential /Low Performance)Territories
- Establish National Quarterly Sales Objectives
- Establish District/Regional/Territory Monthly and/or Quarterly sales goals
- Develop Sales Strategies and Tactics for each Customer Segment
- Develop a Quarterly Territory Action Plan
- Identify National Key Accounts and Develop Key Account Plans
- Develop a Key Account Plan for Top 2 Key Accounts
1. Analyze Sales Performance by District/Region/Territory
- Utilize charts, graphs or bullets to analyze sales performance
- Analyze sales at the level that makes sense for the Sales Manager:
- Use examples from the Tool Box or create your own graphs
- Analyze sales performance vs. BUSINESS PLAN
- Analyze sales performance vs. the Competition
2. Identify "Opportunity" (High Potential/Low Performance) Territories and Develop Improvement Plans
Objective: Identify those territories that are underperforming and have large potential to grow market share and sales
Writing Tips: You may also utilize this format to identify the Middle Performers (Grow the Business) and High Performing Territories (Customer Retention)
3. Establish Quarterly BUSINESS PLAN objectives:
For each promoted product, select 1-2 Key Performance Indicators to measure on a quarterly basis.
Examples: Sales Dollars, Sales Volume, Market Share Switch, OR New Customer Capture
| KPI/Measurement |
Q1 |
Q2 |
Q3 |
Q4 |
2000 |
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Example: Establish Monthly/Quarterly New Customer Objectives
| Customers |
Jan |
Feb |
Mar |
Q1 |
Apr |
May |
June |
Q2 |
July |
Aug |
Sept |
Q3 |
Oct |
Nov |
Dec |
Q4 |
Total |
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Example: Establish Retained and New Customer Objectives
1. Establish Territory, District, and/or Regional level quarterly sales goals
- This chart can be customized to meet your individual requirements or you can insert your own Goal setting format.
| Territory # |
Q1 |
Q2 |
Q3 |
Q4 |
2000 |
| Product #1 |
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| Customers |
Jan |
Feb |
Mar |
Q1 |
Apr |
May |
June |
Q2 |
July |
Aug |
Sept |
Q3 |
Oct |
Nov |
Dec |
Q4 |
Total |
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| Retained |
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| Territory # |
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Feb |
Mar |
Q1 |
Apr |
May |
June |
Q2 |
July |
Aug |
Sept |
Q3 |
Oct |
Nov |
Dec |
Q4 |
Total |
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Identify Sales Strategies and Tactics for each Customer Segment
Example: Customize to meet your individual requirements
| Segment |
Strategies for Segment |
Sales Tactics/Action Plans for each Segment |
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| Priority |
Develop strong, vocal customer advocates for Product as the first line supply |
Increase call frequency to 8x/month
Send to National Speaker training program |
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6. Each Sales Representative Develops a Quarterly Territory Action Plan
Writing Tip: This Template may be customized by each Sales Manager
Territory Business Plan Template
| 5 Steps to Creating A Winning Territory Business Plan |
| Step I |
Analyze Territory |
| Step II |
Analyze & Set Objectives for Top Accounts |
| Step III |
Identify 2 Key Accounts that require individual Key Account Plans (Use Template) |
| Step IV |
Set Territory Objectives, Strategies & Action Plans |
| Step V |
Take Action & Measure Territory Results
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(Beginning of Territory Action Plan Template)
Territory Action Plan
Name of District/Region
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Name of Sales Representative
Territory #
Territory Location
Date
| Step I: Analyze Territory |
Summarize the following Territory information in 2-3 concise paragraphs
- Sales Potential
- Demographics
- Geography/Size of Territory
- Number of Accounts by Segment
- Account Analysis: Retained, New, Lost, Recaptured
- Reimbursement/Payor information
- Treatment Protocols used in Territory
- Overall Company Product Usage and Perceptions
- Market & Competitive Information
Record the Territory Sales History for the last year.
| 1999 Sales Results |
Quarter 1 |
Quarter 2 |
Quarter 3 |
Quarter 4 |
Total 1999 |
| Sales Goal |
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| Actual Results |
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| Step II: Analyze & Set Objectives for Key Accounts that represent 70-80% of Sales (Most Profitable) or have High Sales Potential |
| Account Name |
Potential Sales/Qtr |
Competitive Share |
Company Share |
Quarterly Sales Goal |
% Sales Contribution |
Segment Current/ Goal |
Current Call Frequency |
Call Frequency Goal |
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| Step III: Identify the 2 Highest Sales/Potential Key Accounts that require full Key Account Plans |
Key Account # 1: ______________________________
Sales Potential:________________________________
Company Share:_________________________________
Competitive Share:_____________________________
% Territory Sales Contribution:___________________
Sales Goal for 2000:_____________________________
Segment- Current/Goal:__________________________
Call Frequency Goal for 2000:_____________________ |
Key Account # 2: ______________________________
Sales Potential:________________________________
Company Share:_________________________________
Competitive Share:_____________________________
% Territory Sales Contribution:___________________
Sales Goal for 2000:_____________________________
Segment- Current/Goal:__________________________
Call Frequency Goal for 2000:_____________________ |
| Step IV: Set Territory Objectives |
C.
-- Establish 2000 Monthly Sales/Market Share Objectives for Territory
-- Measure Actual Results on a Monthly and Quarterly basis
| 2000 |
Month 1 |
Month 2 |
Month 3 |
Month 4 |
Quarter |
| Sales Goal |
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| Actual Results |
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B. Develop Call Plan by Customer Segment and measure Actual vs. Goals
Sample Call Plan:
Note: The Sales Rep calculates available calls to make sure the Call Plan is realistic.
| Total Available Calls = Days available x Daily Call Average: ___________ |
Example: 20 working days in the month x call average of 4 = 80 available calls. The call plan requires 85 calls. The Sales rep will need to increase their call average to make their total targeted call plan realistic.
It is recommended that the Sales Rep develop a call plan for each account they plan on visiting at the beginning of each month. The majority of time should be spent with the high volume or high potential accounts.
| CustomerSegment |
Number of MD's |
Target Call Frequency |
Total Targeted Calls/Month |
Actual Calls Month 1 |
Actual Calls Month 2 |
Actual Calls Month 3 |
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| A+ |
0 |
10/x month |
0 |
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| Priority |
1 |
8/x month |
8 |
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2 |
5x/month |
10 |
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4 |
4x/month |
16 |
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| 3 |
7 |
3x/month |
21 |
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| 4 |
10 |
3x/month |
30 |
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| Totals |
14 |
10/x month |
85 |
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C. Establish Territory Business Objectives:
Step IV:
Set Objectives |
Develop Strategies |
Develop Action Plan |
Budget $
Planned Date |
Take Action!
Completion Date |
Step V:
Measure Results/ROI |
1. Develop 1 new Thought Leader/Speaker:
Potential Speakers:Dr. SmithDr. JonesDr. Jekyl |
Provide Slide Kit
Speaker Training
Provide latest abstracts & reprints
Become accredited |
Have Smith, Jones, & Jekyl attend the Training Program in Geneva and meet with Director of Engineering to review the latest publications. |
Budget:$2,500
May 2000 |
Actual Cost:$2,250
Held 20 May |
Incremental Sales =
$100,000
ROI = 4400%
($100K/$2,500) |
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(End of Territory Business Plan Template)
7. Sales Manager Identifies National Level Key Accounts that represent 70-80% of total sales volume (Most Profitable) or High Sales Potential.
Recommend that individual Key Account Plans are developed for all Top National Accounts. Key Accounts are assigned to Sales Reps, Sales Management, Department Heads as the primary Key Account Managers.
Additional rows can be added to this template as needed. (Table, Insert Cells, Insert Rows)
| Account Name |
Annual Sales Potential |
Competitive Share |
Company Share |
Quarterly/Annual Sales Goal |
% Sales Contribution |
Segment Current/ Goal |
Call Frequency Current/Goal |
Key Account Manager |
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8. Each Sales Rep develops a Key Account Plan for their Top 2 Key Accounts
Sales Manager makes final determination on how many Key Account Plans the Sales Rep is responsible for.
Benefits of Key Account Management:
- Understand what is important to Customers
- Develop customized solutions
- Build Long Term Partnerships
- Develop loyal, satisfied customers
- Retain & Service Current customers
- Acquire & Develop New customers
- Grow you business
- Exceed your Sales Objectives
- Experience SUCCESS!!
- Receive recognition and rewards
Criteria for Defining Key Accounts:
- Profitable Customers
- Large Sales Potential
- Influential Thought Leaders
Examples of Criteria used to Define a Key Account:
| Key Account Classification Criteria |
Key Account Screening Criteria |
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| Customers responsible for 70% of revenue |
Ability to sustain long term profitable relationship ($X net over Y years) |
| Customer with over $ 1.5 million of sales. |
Account values Company products and services to be distinct from competition |
| Customer with potential of (an example) of $1.5 million of sales over 2 years |
Relationship has strategic value or adds to quality of the company |
| Customer generates $800,000 profit |
Company can create differential advantage by serving the customer |
| Customer responsible for of x% of the market in units or value |
Company can create considerable barrier to entry by serving the customer |
| Opinion leader influences 20% of prescribers |
Potential for growth is greater than the current major customers. |
| Customer with contribution of > 5% |
Customer relationship based on more than price negotiation. |
| 5 Steps to Creating A Winning Territory Business Plan |
| Step I |
Analyze Territory |
| Step II |
Analyze & Set Objectives for Top Accounts |
| Step III |
Identify 2 Key Accounts that require individual Key Account Plans (Use Template) |
| Step IV |
Set Territory Objectives, Strategies & Action Plans |
| Step V |
Take Action & Measure Territory Results
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(Beginning of Key Account Plan Template)
Key Account Plan for (Name of Account)
Account Location
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Name of Sales Representative
Territory #
Territory Location
Date
Summarize the following Account information in 2-3 concise paragraphs
- Personal Data: Education, Family & Interests
- Key Office Personnel
- Motivations and Business Objectives
- Practice: Size & Demographics
- Treatment Protocols
- Company Product Usage and Perceptions
- Market & Competitive Information
A. Insert Top 3 Account Objectives in Bottom Chart:
Sample Objectives:
- Grow Product sales
- Expand Dr. Lyle's practice
- Develop Strong Partnership with Dr. Lyle
B. Establish 2000 Quarterly Sales or Market Share Objectives and Measure Actual Results on a Monthly or Quarterly basis for each Key Account
| 2000 |
Quarter 1 |
Quarter 2 |
Quarter 3 |
Quarter 4 |
| Sales Goal |
$145,000 |
$319,000 |
$580,000 |
$870,000 |
| Actual Results |
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Step II:
Set Objectives |
Step III:
Develop Strategies |
Step IV:
Develop Action Plan |
Budget $
Planned Date |
Take Action!
Completion Date |
Step V:
Measure Results/ROI |
| 1. Grow Product sales by 100% |
Visit customer 1x/week
Lunch 1x/month to review progress
Conduct Customer Education Programs |
Conduct Customer Education Program at next trade show . |
Budget:$600
January, 2000 |
Actual Cost:$500
Held 31 Jan. |
3 New Product Customers = $39,000
ROI = 7800%
($39,000/$500) |
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(End of Key Account Template)
Analyze your Accounts that represent 80% of your Sales or Sales Potential
| Account |
Potential Sales/Qtr |
Competitive Share |
Company Share |
Quarterly Sales Goal |
Current Segment |
Segment Goal |
Current Call Frequency |
Call Frequency Goal |
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Derby Management
399 Boylston Street, Boston, MA 02116
Tel: 617-292-7420 |
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