sparkling sales workshop

© 2012 Roger Harrop Associates www.rogerharrop.com

Staying in the Helicopter® - for sparkling sales growth in

good times or in bad๏aspirations๏disciplines of market leaders๏growth๏winning sales teams๏change

© Roger Harrop Associates 2012

0$

10$

20$

30$

us retail price/gallon

Source: cockeyed.com

coke

gasoline

milk

evian water

budweiser

© Roger Harrop Associates 2012Source:Treacey & Wiersma

operationalexcellence

productleadership

customer intimacy



๏ the essence: be the lowest cost provider in the market


๏ optimised supply chain processes

๏ customer receives reliable high speed transactions

๏ “lean and mean” culture where operational efficiency is highly rewarded



productleadership

๏ the essence: push the boundaries of the market with innovative products and processes


๏ focus on invention, product development and market exploitation

๏ products and services generate anticipation and excitement among customers

๏ rewards for new product successes and toleration of failures

productleadership


customer intimacy

๏ the essence: develop the relationship with your chosen customers that they most value


๏ focus on identifying customer problems and developing and implementing solutions

๏ empowered customer-facing employees

๏ carefully selected and nurtured clients

customer intimacy


market leader

fast follower

industryaverage

below industryaverage

A B C

A

BCB

AC

customerintimacy

product &process

innovation operational excellence


market leader

fast follower

industryaverage

below industryaverage

customerintimacy

product &process

innovation operational excellence


๏what does the heartbeat of the business say about where the focus and energy is?

๏ have you made a clear choice?๏ are you targetting customer groups who value

this?๏ is the organisation aligned with the strategy?๏ are you always looking to move the

benchmarks upwards?


process

product or service

dissatisfied satisfied delighted

notmet

met

betterthan

at risk

looking

gone

loyal

at risk

looking

advocate

loyal

at risk


die/insolvent1%

move3%

influencedaway5%

get a betteroffer9%

unresolvedconflict

14%perceived

indifference68%

whycustomers leave


number ofcustomers

frequency

average order value

1000

2 pa

£5000

+3%

+3%

+10%


Number ofCustomersFrequencyAverage

Order Value

10002 pa£5000+3%+3%+10%

17% GROWTH !


10090

prices

profit

100

volume

30% gross margin


10090

prices

profit

100

volume

150


100110

prices

profit

100

volume

30% gross margin


100110

prices

profit

100

volume

75


price

BUYER

commodityproduct

high addedvalue product

or service

YOU

perceivedaddedvalue

price/perception matrix™


250g bagground coffee

£2.8616 x coffee pods

£3.78

£1.15/100g £3.38/100g

21p/cup £2.70/cup


the universal buying process

createimpact

discuss specifics

buildcredibility

provideproof

unaware aware comprehension conviction action

marketing sales


ChocolateShoe & watch repairFood productionChampagne EnergyStandby powerComputer gamingTop end retailDiscounters E commerceMcDonaldsTakeawaysSpamTV rental BicyclesPublic transportSwatchFine wine

markets to target

LotteriesVideo conferencing HealthcarePrivate banksCosmeticsTop end leisureBottom end leisureContract cleaningPetfoodOpen source softwareGarden CentresLaxatives John LewisAppleEmirates AirlinesLegoLingerie

BRICBrazilRussiaIndia

China Next 11

Bangladesh EgyptIndonesia Iran Mexico Nigeria PakistanPhilippinesSouth KoreaTurkeyVietnam

GCCUkraine & E Europe


salesskills

productknowledge

beliefenthusiasm

selling

© Roger Harrop Associates 2012orders

pros

pect

ing

JUNIOR STAR

DOG COW

budget

yes

no

sales managementmatrix™

Brian

Mary

Dave

Sunil

Richard John

Darren

Laura

Susan

Colin

© Roger Harrop Associates 2012Source: Proudfoot/Ericsson

33%

60%

52%

travel

25%travel

&

&admin

admin

15% service

15% service

35%

active

23% selling

activeselling

10% prospecting

25%prospecting

salesperson’s time


AGENT

EXCLUSIVEDISTRIBUTOR

LOCAL SALESOPERATION

LOCAL OPERATION

Commission onlyKnows the market

No real commitmentNo investmentNo transparancy

ProfessionalCommitment if hungry

Limited investmentFrightened

Total controlLong term view

ExpensiveLocal management

Local perceptionCustomisation

PROS

CONS

© Roger Harrop Associates 2012ORDERS

PRO

SPEC

TIN

G

JUNIOR STAR

DOG COW

budget

yes

no

distributor managementmatrix™


train

budget

visit

distributors

weed &feed

share


Existing Clients

Existing Clients

Existing Clients Prospect Prospect Prospect

Score Score Score Score Score Score

01-10 01-10 01-10 01-10 01-10 01-10

1. Numbers

2. Size of Clients

3. Value

4. Frequency

5. Location

6. Relationship

7. Buying Cycle

8. Payment Terms

9. Chemistry & Gut Feel

10. Your Desire

Total


The Change House Model©™ is used with permission of The Change House Limited (www.thechangehouse.com)

the change house™

the contentmentroom

sunlounge

the denial room

the confusionroom

the renewalroom

dungeon of denial

paralysispit

wrongdirectiondoor


do I get in the helicopter often enough?

© Roger Harrop Associates 2012 www.rogerharrop.com40

disciplines of market leaders - complete the questionnaire

do we have a sales growth strategy that builds on existing customers first?

Do all our customers know everything we do?

do we need to look at prices?

3 golden rules of promotion

do our sales people prospect as they should?

are we clear exactly how we address each stage in the universal buying process?

Am I targeting the right markets?

Am I enabling my sales team to maximise selling

complete my sales growth matrix™


how do I get my sales team into, and then stay in, the room of renewal?


:: BUSINESS EXPERT:: AUTHOR :: INTERNATIONAL SPEAKER

www.rogerharrop.com

http://www.rogerharrop.com

http://www.rogerharrop.com

sparkling sales workshop

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