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Manufacturing a Sale
Taking Control of Your Sales Organization;
Rethinking the way you Sell
Presented by:Presented by:
Darren RabieDarren Rabie
PresidentPresident
Focus AmericaFocus America
drabie@focus-america.comdrabie@focus-america.com

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What does
“Manufacturing A Sale”“Manufacturing A Sale”
mean?

3. What do I have Control Over?
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I have no control over… I have control over…
- State of the economy (good or bad) Your Attitude
- Government regulation Your Strategy – market? Geography?
- What the competition does Your Strategy – sales structure & focus
- Your customer’s business health Your Activity Level (effort on new business)
- Phone ringing frequency Your Selling Skills
- Your customer’s purchase volume this year Quote handling/closing method
- How much someone buys Your Sales Management strength
- Environmental conditions (war, weather, …)

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Traditional Sales Department
• Quality of sales reps determine success
• Very dependant on just a few key sales reps
• Sales reps are responsible for every facet of the sale
• To grow or improve sales management tends to:
a. change reps
b. add reps
c. train reps
• High risk because:
a. turnover
b. cost
c. long learning curve before ROI
d. hard to hire

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New Sales Department
• Sell “differently” via “Divide & Conquer”
• Don’t wait for the phone to ring or orders to “just come in”
• Run more like other departments – process, tools,
technology, people, etc…
• Grow sales without just adding more “feet on the street”
Now is the time to re-think the way you sell!!!!!

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What drives a strong sales organization?
SALESSALES
ORGANIZATIONORGANIZATION
Sales TechnologySales Technology
Sales ProcessSales Process A Consistently FullA Consistently Full
PipelinePipeline
Sales ResourceSales Resource
AllocationAllocation
(who does what?)(who does what?)
Reps focusing onReps focusing on
“sweet spot”“sweet spot”Quoting processQuoting process
Good Sales RepsGood Sales Reps
ConsistentConsistent
trainingtraining
StrongStrong
LeadershipLeadership
CompensationCompensation
ModelModel

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How to Build a Sales Process
• A sales process should focus on “milestones” – not
“actions”.
• Milestones are results
• Most sales processes only start at the quoting stage –
too late
• Sales Process Structure:
Milestones Actions/Objectives How to…

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The Sales Roadmap
Milestones Actions/Objectives How to…
1. Unqualified Lead Source leads Trade shows; ads; directories; research
2. Disqualified Lead
Complete profile analysis vs. sweet
spot criteria
Via internet research and phone
discussion with lead
3. Qualified – No Opportunity Complete needs analysis.
Via phone – focus on pain points.
Re-contact every 90 days & mail out info
4. Future Opportunity Assess timing & reason for timing
Via phone or face-to-face.
Re-contact every 45 days & mail out info
5. Immediate Opportunity
Understand decision making process
& timing
Via phone or face-to-face. Introduce other
members of your sales team
6. Qualified project/opportunity
Qualify need (e.g. budget & our ability
to meet need)
Face-to-face meeting
7. Solution Developed
Including details, price, timing
schedule
Documented in word (use template),
present to client for approval
8. Sale Receive purchase order Go to client to get the P.O.
Develop your own Sales Process

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Proper Resource Allocation
• Productivity starts with focusing people’s skills
• Sales are complex – no one has all the skills
• Don’t put all the weight on your sales people
New Business
Development
(stages 1 to 5)
New Business Sales
(stages 6 to 8)
Existing Customer
Sales
(stages 3 to 8)
What % of time do your
reps spend in each
section??
Post -Sales Activities

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Divide & Conquer
Option 1
Business Development team
handles lead generation &
prospecting
Account Management team
manages and grow existing
customers
Hunt:
New Business
Development
Hunt:
New Business Sales
Farm:
Sales to Existing
Customers
Sales team converts leads to
closed new sales.

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Divide & Conquer
Option 2
Hunt:
New Business
Development
Hunt:
New Business Sales
Farm:
Sales to Existing
Customers
Business Development team
handles lead generation &
prospecting
Sales team closes new
customers and manages/grows
existing customers

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Divide & Conquer
Option 3
Hunt:
New Business
Development
Hunt:
New Business Sales
Farm:
Sales to Existing
Customers
Sales team handles lead
generation, prospecting & closing
of new customers
Account Management team
manages and grow existing
customers

13. Divide & Conquer
Option 4
Market Segmentation & Resource Planning
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Accountsize
A
B
C
Prospect Active Customer Inactive Customer
Account Type
Who is responsible for working each “bucket”?

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Utilize 1 CRM throughout Sales Org
Benefits Risks
- One db for client & prospect activity
- Security against turnover
- Reporting & tracking without admin
- Info sharing & accessibility
- Increased productivity
- Improved communication
- Decrease redundant information
- Selecting the wrong software
- Getting lost in the functionality
- High hopes but low results
- Poor implementation & follow thru
- Involved for wrong reasons
- Perception as “more work”
- Perception as being watched

15. What is CRM?
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Contact
Management
Opportunity
Management
Activity
Management
OPPORTUNITY
MANAGEMENT
• Logging Opportunities
• Pipeline Report
• Forecasting
ACTIVITY MANAGEMENT
• Calendar
• To-do’s
• Notes
• Emails
• Activity History
CONTACT MANAGEMENT
• Company Details
• Contact Details
• Key segmentation
• 1 place for everything
“CRM” has all 3
components

16. Software Options
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One Integrated
Business
Software
(finance, operations, sales,
marketing, etc…)
CRM Software
(stand alone)
Online
In-house,
installed
OR
NOTE: You can connect your CRM to your Financial Software
via “Bridging Software” (either included or an add-on)

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6 Keys to a successful
CRM Implementation
1. Determine what you want CRM for
2. Select the right software
3. Establish a Sales process & customize
4. Set compliance expectation
5. Train – initial & ongoing
6. If you are a leader, be a user!!!

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Management by Objectives
The Problem:
• Today, many Sales Managers measure results only – not
the “journey”.
• Sales Management is 1 part “Sales Resource” & 1 part
“Leadership/Developer”. Many Sales Managers focus on
being a “Sales Resource” only.
• Threats, fear & loss of money don’t teach skill
• Even the best need a coach… sales is no different

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Management by Objectives
The Solution:
• Set monthly/quarterly objectives with each rep
• Specific; Measurable; Attainable; Realistic & Timely
• Focus on the “journey” – not only the results
• Celebrate small victories to build confidence & trust
• Set qualitative & quantitative objectives such as:
Quantitative Qualitative
Sales
New prospects
Order Size
Market Penetration
Close Ratio
Corporate Compliance
Industry/territory focus
Coaching Others

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Conclusion
• No matter what the economic situation is, you ARE IN CONTROL!
• Now is the time to re-think how you sell.
• Hiring the right sales people to do everything is hard to duplicate –
divide and conquer.
• Create a sales organization with clear objectives, structure, tools &
resources
• Utilize technology to create a transparent communication flow.
• Being a small company is not a hurdle
If you don’t know “how”, get help!!
It will save you time, energy & increase your results.

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Darren Rabie
President
Focus America
drabie@focus-america.com
416-489-7937