5 must dos for sales momentum

Today’s topic5 Essentials

to Build Sales Momentum

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Your hosts:

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Michael Hess

Founder/Principal

Core 6 Management Advisors

Gadiel Morantes

Chief Revenue Officer

Early Growth Financial Services

“Startups face a huge burden in today’s

economy, often having to choose

between funneling resources toward

creating their goods and services or

managing the often complex

accounting, tax and financial strategy

planning necessary to run a successful

business.”

~ David Ehrenberg,

Founder and CEO

Early Growth Financial Services

Threads1. Today: The 5 Must Dos

2. Tomorrow: Managing early growth through the Core 6 Principles

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5

DO T HESE T H I NG S R I G HT, YO U ’LL SUCCEED.

1. Create a compelling general presentation (GP)

2. Prioritize and assign accounts

3. Understand obstacles / handling techniques

4. Develop sales process and pipeline management tools

5. Agree on pricing and rules

From 0 to 60 in 5 easy stepsTODAY

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DO W N T HE L I NE…4 MO RE

1. Create a compelling general presentation (GP)2. Prioritize and assign accounts




From 0 to 60…steps 6-9

6. Fully understand competitive set7. Create defendable unique value proposition

8. Establish recruitment process

9. Create sales support tools /systems

TODAY

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T HE F ULL ENCHI LADA

1. Create compelling general presentation (GP)





From 0 to 60…Cookin’ With Gas

6. Fully understand competitive set7. Create defendable unique value proposition 8. Establish recruitment process

9. Create sales support tools /systems

10. Install strategic account review system

12. Activate performance review process for each rep

13. Create sales culture ethos and tie to performance reviews

14. Develop skill development curriculum and routine15. Assess executive team collaboration with sales leadership and team

11. Develop sales comp plan that reinforces desired behaviors

TODAY

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• Powerpoint or keynote. Include short vids if possible;

• Somewhat aesthetic and pleasing to the eye;

• To the point, professional (5 mins. max);

• Platform demo (5 mins. max);

• Design strategy for GP presentation over the phone vs. in person;

• PRACTICE to ensure everyone meeting with prospects is ready, able and professional.

1. Create a strong general presentation

TODAY

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• Divide and conquer: take time to develop “the list”;

• Start small and expand when ready; e.g. the “Fortune 500” is not a reasonable starting point;

• Align strengths and knowledge: does your CFO know someone? Your Head of Engineering?

• Tabulate good records per each account, beginning to develop a CRM system. (Google docs works fine to start).


TODAY

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• Start a list of what the prospects say to begin understanding obstacles;

• Define and separate “obstacles” from “questions”. (Prospects ask a lot of questions, not all of them are obstacles.) Understand technique to handle each.

• Share obstacles with all on exec and product teams and lead discussion regarding proposed solutions;

• Learn how to “qualify an obstacle” and apply to sales interactions; “how important is that feature to your decision on contracting with us?”

• Rinse/repeat: learn obstacles, qualify obstacles, present to key internal constituents, discuss solutions, etc.

3. Understand obstacles

TODAY

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• Establish and follow sales process: contact, desire, phone meeting, personal meeting, additional meetings (with other co. ‘sellers’), how to follow-up, qualifying obstacles, closing, negotiating.

• Help the org understand the process and share best practices

• Create baseline marketing collateral to help ‘tell the story’

• Qualify customers and begin establishment of CRM (excel to start?)

• Review excel each week and determine “nexts” per each account

4. Develop process & revenue mgmt tools

TODAY

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• Research market to understand pricing ‘laws of gravity’ for your service and market;

• Identify power buyers…influencers who will tell you the truth and help you;

• Establish advisory committee?

• Decide pricing strategy: go low, upsell? “What do you think it’s worth?” etc. Also, who gets to decide pricing? (Committee, CEO only?)

• Engage Finance to constantly assess market and internal pressures;

• Resist temptation to charge what your Board thinks you should charge.

5. Determine pricing strategy and rules

TODAY

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DO T HESE T H I NG S R I G HT, YO U ’LL SUCCEED.






From 0 to 60 in 5 easy steps

TODAY

The Core 6 Management Principles

RECRUIT ING/TRAINING

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MANAGEMENT & LEADERSHIP

OFFERING STRATEGY

EXECUTIVE COLLABORATION

OPERATIONS & EXECUTION

CULTURE

SOON!

The Core 6 Explained

R E C R U I T I N G / T R A I N IN G

1. build a scalable recruiting

process

2. create an on-boarding program

for quick rep integration

3. develop an ongoing training

program

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M A N A G E M E N T & L E A D E R S H I P

1. inspire and motivate

2. align people and resources

3. design the company and

product vision - operate as a key

company cheerleader

O F F E R I N G S T R AT E G Y

1. craft a commercially appealing

value proposition (and create

compelling sales materials)

2. synthesize market data and

convert into product/service features

3. observe competition and position

your offering distinctively

E X E C U T I V E C O L L A B O R AT I O N

1. create engagement and cross-

function for all key leaders

2. implement cooperation and support

for sales functions across departments

3. develop communication and sharing

platforms/protocol

O P E R AT I O N S & E X E C U T I O N

1. build scalable process and protocol

inside sales department and amongst

support teams

2. create accountability and

measurement tools to manage

execution

3. maximize communication to ensure

wide adoption of systems

C U LT U R E

1. develop a cultural ethos which drives

and motivates all in sales / company

2. strongly communicate cultural values

and create programs which reinforce

principles

3. tie cultural values to performance

review process

SOON!

The Evolution of Sales LeadershipSTAGES

1. CEO acting as HoS

2. First dedicated head: Nat’l Sales Mgr.

3. First draft pick: National Sales Director

4. Nirvana: VP of Sales (VPS)

5. You’re killing it: CRO (Chief Revenue

Officer)

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QUALIF ICATIONS/SKILL

S

1. Big cheese, aka #1, etc.

2. Good, strong, traits

3. Manager + refined skills

4. Director + experience

5. VPS + gravitas

SOON!

Core 6 and Leadership

1. Culture activation

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2. Executive collaboration

3. Management & leadership

4. Offering strategy

5. Operations & execution

6. Recruiting & training

CE

O

NSM/

D

SV

P

SOON!

Core 6 and Leadership

1. Culture activation

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2. Executive collaboration

3. Management & leadership

4. Offering strategy

5. Operations & execution

6. Recruiting & training

CE

O

NSM/

D

SV

P

SOON!

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EVOLVED SALES PROCESS

1. Mastery of the Sales Call (MSC)

2. Performance Achievement Method – 12 (PAM-12)

3. Strategic Account Management System (SAMS)

MSC

PAM-12SAMS

CORE 6 FOCUS

+

Realities of ScalingSOON!

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Realities of Scaling

MSC PAM - 12 SAMS

Comprehensive guide to running a face-to-face sales meeting with a prospect including:

Performance review process to assist in the ongoing skill monitoring and development of SEs:

Account review process to ensure proper working of each top account in the company:

1. Preparation best practices;

2. Agenda setting;3. Presenting skills;4. Qualifying skills;5. Obstacle

handling;6. Closing/negotiati

ng;7. Servicing/upsellin

g.

1. Time-based skill measurement process between SM and SE;

2. Formal quarterly reviews;

3. Correlated to compensation;

4. Can be benchmarked against entire team.

1. Time-based skill measurement process between SM and SE;

2. Formal quarterly reviews;

3. Creates priorities and team collaboration (incl. Exec. Team)

SOON!

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DO T HESE T H I NG S TO SUCCEED.






Today + Soon!SUCCESS CO MES FAST.

1. Head of Sales role is key…invest in resources to hire right2. Understand the Core 6 principles and how it applies to your business

3. Create, perfect your approach and systems: selling approach (MSC), performance management (PAM-12), strategic account management (SAMS).

SOON!

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1. Building and scaling takes time and is incremental

2. Stay involved, yet learn to delegate and let go

3. Friends like Early Growth Financial Services and Core 6 Management Advisors know how to help

In conclusionSOON!

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Q&A and Contact Information

MI CHAEL HESS, PR I NCI PAL

[email protected]

www.core6advisors.com

917.207.5183

@Core6Advisors

G ADI EL MO RANT ES

[email protected]

www.earlygrowthfinancialservices.com

415.234.3437

@EarlyGrowthFS