Focus on Action

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In my last article I talked about the importance of understanding your target client base as a key part of building a sales plan. This time I want to consider goals and processes that lead to a defined action plan.

When building a sales plan we are all taught that the most important element is to set a goal, and this is very true. There are numerous books articles and seminars available on goal setting which will be of help if goal setting is new to you and I would recommend you research the goal setting process and ensure your goal is based on sound principles.

As important as goal setting is however, it is only a part of the process of building a successful sales plan. Having a goal, even a well-defined goal, will not generate any revenue. In fact your goals can sometimes stand in the way of your success. What I mean by that is, if you start to fall behind the pace necessary to achieve your goal, focusing only on the ultimate goal can prove de-motivating rather than motivating.

So what is the alternative?

Well it’s not really an alternative, it’s an as well. Success is achieved when goals are supplemented by a process that leads to action. If your goal is to generate £500,000 in revenue over the next 12 months you firstly need to believe you can achieve this goal. However belief itself is not enough, you need a process of defined actions that are capable of returning the required £500,000 in revenue. It is the focus on the process that is more likely to keep you motivated during the difficult times than the goal itself.

Let me explain

The process is the way we break down the goal into an action plan that we can use to guide us over the next 12 months. Here is a simple example;

Goal                                                                      £500,000 new sales

Average sale                                                       £20,000

Number of sales required                               25

Conversion rate from proposal                      1:2

Proposals required                                          50

Conversion rate meeting to proposal          1:3

Meetings required                                          150

Meetings per months                                    12 (rounded down)

Meetings per week                                         3

So what has this process done for us? Well it has taken a £500,000 goal and broken it down into an achievable weekly none revenue objective that leads us to the achievement of our £500,000 goal. It has also given us a range of metrics by which we can measure and adapt our on-going sales performance.

Focusing on achieving £500,000 at the start of the year when the sales board shows a big fat 0 is difficult. The key to succeeding is to break it down into smaller chunks that can be achieved and monitored on a weekly basis. In the above example its simple – this week I need 3 new sales meetings, and next week…I need another 3 new sales meetings. Get the idea?

It is easier to focus on achieving an objective of 3 sales meetings per week than getting too caught up with a £500,000 annual sales goal.

In your sales plan now you need to focus your planning on a series of actions that will generate 3 meetings a week, rather than focussing on the big monster of £500,000.

An example of things to consider

  •  Define the sources of your new leads
  1.  Referrals
  2.  Professional introductions
  3.  Networking
  4.  On-line & social media
  5.  Cold calling
  • Set an action plan for each source
  • Diarise your actions in advance

Focussing on the actions rather than the goal is the way you will stay motivated to succeed.

Sales need not be complicated.

Building a Sales Plan

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As discussed in my previous post, the most important element of success for a new start up, or indeed an established business is sales. Sales drive all other activities you undertake in business. The problem is that a lot of owner managed businesses do not have a clear sales plan. Over the next few posts I would like to share a few ideas that may help lay the foundation for creating your own individual sales plan.

The first point I would like to make about sales is that it is a very individual process and your style of selling will be influenced by your personality, experience, your product or service plus an assortment of other variables. So don’t attack sales in a formulaic fashion, be prepared to let your personality shine through the process and don’t get caught blindly following a list of do’s and don’ts laid down by some selling super star. Your potential customers want the real you. People buy people is a cliché I know but still very true and you can only get so far by pretending you are who you are not and copying someone else’s approach. Advice point 1 – Develop your own style. It’s risky and you will have to confront some failure along the way but it will be the thing that serves you best in the long run.

However success in sales is not complete anarchy, there are some fundamental ground rules and things you can learn from people with experience. It is some of these ground rules I would like to discuss in this and some following articles.

Rule 1 Collate and Analyse Data

Don’t rely on gut feel. The secret to success in sales is to know that the actions you take will lead to profitable sales. Guesswork is for amateurs. Below are three areas of analysis it is wise to explore as the initial phase of your sales planning exercise.

Identify the right customers

It’s clear not everyone is going to buy your product or service and a lot of time, money and effort can be saved by avoiding the trap of marketing or selling to the wrong people. Oscar Wilde once said ‘The play was a great success but the audience was a total failure.’ Choosing the right customers to focus your sales efforts on will save money, time and a lot of disenchantment.

Getting the demographics right is critical to the efficient running of a sales plan. There are some 85 year olds who run half marathons but are they the right demographic to market running shoes to? Understanding the correct demographic will take some thought and research and you must be prepared to test your assumptions. You don’t have to spend thousands on market research; you could ask people you know or run a simple survey on social media, anything that will help identify your ideal customer. One final point, don’t think just about the end user; think about the purchaser they may not always be the same. Why is it that you find men’s underwear advertised in women’s magazines?

Think Value

Customer Lifetime Value is a very important metric which tells you how much business you can expect to gain from a customer over their life with your product or service. This will help determine how much you can afford to spend on acquiring the customer. CLV can be calculated on an estimated basis for a new business venture or on an actual basis if you have built up good customer data. It is calculated as follows:

Value of sale X Number of expected sales X Average period of client retention = CLV

Example

If a Gym offers membership at £40 per month and members on average members stay for 3 years

CLV would be 40 x 12 x 3= £1,440

Use this figure to give you an objective benchmark to use when considering your marketing and sales costs in relation to acquiring new customers. You now are able to cost all offers, discounts etc against the CLV to understand their real effect on long term profitability.

Understand the sales cycle

Not all products and services will have the same sales cycles. Understanding the process of selling your product or service is of major importance to your sales plan. Long sales processes particularly around complex products or services may involve multiple proposals, many meetings and a lot of resource before the sale is secured. This adds cost and will put a bigger strain on the businesses cashflow; this must be factored into your planning.

The sales cycle may also affect the type of customer you target. Selling your product or service to Tesco, Virgin or any other major company may have a huge impact upon the volumes you can sell but the process can be long and very costly. Starting with local smaller companies could be the most appropriate avenue for a new business to establish a positive revenue stream before tackling one of the giants.

These are three of the core areas that you should spend time analysing to as you begin to put your sales plan together but add to these anything that is specific to your product, service, local market etc. Collating and analysing your data takes the guesswork out of your planning and ensures your sales plan is built upon a solid foundation.