90 DAY BUSINESS PLAN - FOREWORD

90 DAY BUSINESS PLAN - FOREWORD

90 DAY BUSINESS PLAN - FOREWORD

90 DAY BUSINESS PLAN - FOREWORD

90 DAY BUSINESS PLAN - FOREWORD

THE ‘4 GROWTH-CORNERSTONES’ STRATEGY

• #1: End Product and /or Service focused on a material, economic problems

• #2: Build a (sales) model that is pre-emptive, pivotal, proprietary, and scalable, and that can only work for CT.

• #3: Brand, culture and talent management must support CT’s mission statement

• #4: Rigorous measurement of value-creating metrics to guide and reward CT’s Team Leaders and BDMs

IDENTIFYING THE ‘KEY BUSINESS DRIVERS’• Identifying and monitoring the key drivers of the CT business is critical to

boosting profitability. HOW TO do this is paramount to CT’s future success.

• A key business driver is something that has a major impact on the performance of Corporate Traveller.

• A whole range of internal and external factors affects the performance of CT’s business. The secret is to focus on a handful of key drivers that:

• reflect the performance and progress of CT’s business (use benchmarking)• are measurable (e.g. enquiry levels /number of leads / quotes given /website hits

/CT’s costs / staff turnover /cash-flow and working capital)• can be compared to a standard, such as a budget or last year’s figures, or an

industry average• can be acted upon.

MAKE ‘RECRUITMENT OF BDMs’ A COMPETITIVE KEY DRIVER

Momentum plays a key role in the recruitment process and organisations with processes that negatively impact momentum will increasingly miss the opportunity to attract and appoint the best ‘sales people’ in their market. Excellent BDMs are in short supply and

the missed opportunity to hire one is likely to impact revenue, culture, strategy, and performance

• #1: Identify and recruit ‘Game-Changers’ only.

• #2: Maintain momentum in the hiring process – Avoid poor communication and engagement with the available talent pool.

• #3: Ensure hiring process is not over-engineered, the right amount of stakeholders are involved and available to

• #4: Recruit on character first, past training record second, and skills last.

MAKE ‘TRAINING’ A COMPETITIVE KEY DRIVER

• #1: Sales Training Content Is GAMIFIED for Your Business

• #2: Full Executive Buy-In on National Sales Training Initiatives

• #3: Sales Managers and Team Leaders Are Committed to Train & Provide Ongoing Sales Coaching

• #4: Two-Thirds of the Training Program is Focused on Skills Application

MAKE ‘STRATEGIC SALES PLANS’ A COMPETITIVE KEY DRIVER

Strategic sales plans maximises our chances of securing the business CT (we) need to get, to get on track for achieving this year's sales targets

• #1: Put together a robust plan (NSL + TL + BDMs)

• #2: Identify required action (NSL + TL + BDMs) – Include Digital Sales Plan

• #3: Review face to face and media channels (NSL + TL)

• #4: Work on attraction strategies (NSL)

• #5: Give yourself the competitive advantage - developing and start implementing a logical, credible and robust plan

FIRST 30 DAYS IN THE ROLEINTRODUCE “THE GAME-CHANGER”

• All ‘role-based operational ramp-up activity’ can be done by me, after-hours and weekends (e.g. learning CT’s internal systems, induction (read /study /review required CT induction content), review and understand Policies and Procedures, Review and understand Sales Targets, YTD numbers etc.

• Meet Key Stakeholders /Top Management, including MD (again), Head of Marketing, Head of IT, Head of Operations, 7 x Team Leaders (if logistically practical), and most IMPORTANTLY, meeting all the ‘sales-soldiers’ (BDMs) individually to win them over from the outset.

• Work with GM to understand the business inside-out ASAP, shadow in some instances due to familiarity with the role. RECRUIT ASAP WHERE NECESSARY.

• Refine, present and get sign-off on CT SWOT and Proposed Detailed Business Plan

• ENSURE BAU FOR THE ROLE AS PER JOB DESCRIPTION FOR NSL

FIRST 60 DAYS IN THE ROLE

• REFINE, PRESENT AND GET SIGN-OFF ON DIGITAL SALES PLAN STRATEGY

• REFINE, PRESENT AND GET SIGN-OFF ON DIGITAL MARKETING STRATEGY

• TRAIN 7 TEAM LEADERS AND AS MANY BDMs ON NEWLY ADOPTED SALES INICIATIVES /ACTIVITIES

• ENSURE BAU FOR THE ROLE AS PER JOB DESCRIPTION FOR NSL

SHOW ME THE MONEY!!!https://youtu.be/OaiSHcHM0PA

https://www.youtube.com/watch?v=OaiSHcHM0PA

FIRST 90 DAYS IN THE ROLE

• CONTINUE WITH THE RECRUITMENT PROCESS AS A MATTER OF PRIORITY, AND UNCOVER RED-FLAGS WITHIN THE EXISTING BDM TEAM TO PUT RAMEDIAL ACTIVITIES AND ADDITIONAL TRAINING /COACHING ASSISTANCE IN PLACE.

• CONTINUE BUIDLING ON ALL ACTIVITIES IN FIRST 60 DAYS AND MEET BAU KPIs.

• REPORT ON ADOPTION OF NEW DIGITAL SALES INITIATIVE AND IMPLEMENTATION OF ALL EXISTING AND NEW SALES STRATEGIES, AS AT THIS TIME THE APPROPRIATE OUTCOME SHOULD BE:

SHOW ME THE MONEY!!! RESULTS!!! RESULTS!!! RESULTS!!!

Arenas

Staging

&

Pacing

Economic

Logic

Vehicle

s

Differentiators

Segments

SAMPLE SALES STRATEGY Who will

we target

How will we get there

What is compelling

What is sequence of events

How will we profit