1. 90 DAY BUSINESS PLAN - FOREWORD

2. 90 DAY BUSINESS PLAN - FOREWORD

3. 90 DAY BUSINESS PLAN - FOREWORD

4. 90 DAY BUSINESS PLAN - FOREWORD

5. 90 DAY BUSINESS PLAN - FOREWORD

6. 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

8. 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.

11. 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.

13. 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

28. 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

30. FIRST 30 DAYS IN THE ROLE
INTRODUCE “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

31. 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

32. SHOW ME THE MONEY!!!
https://youtu.be/OaiSHcHM0PA
https://www.youtube.com/watch?v=OaiSHcHM0PA

33. 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!!!

52. Arenas
Staging
&
Pacing
Economic
Logic
V
ehicles
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