销售领导_米勒汉默-Sales_Leadership.Overview.Service.2010

1CommercialHVACServiceSalesLeadershipServiceSales&ManagementB2BSalesExcellence2Agenda1.Leadership2.KeystoSuccess3.ServiceTraining&Coaching4.ServiceAssessment&Evaluation5.ChangeManagementSales&MarketingEducationServiceSales&ServiceManagementSection1.LeadershipIntroductiontoLeadership&Management4ServiceDevelopmentIntroductionJamesGraeningBackgroundTraining&Coaching,CurriculumCoreCompetenciesNorthBoundarySoftwareOverviewServiceDevelopmentGoals5JamesGraeningBackgroundUniversityofAkron,Business,HR28YearsExperience,TradesandHVACHoneywellandLINCContractorSalesSuccessSales,SalesManager,GeneralManager,VPExcellenceAlliance,VPCommercialGroupComfortSystemsUSA,CorporateVPServiceBusinessDevelopmentResources,Trainer,TraneCommercialService&SalesTrainingACCA,HRAI,EAI,CSUSA,Honeywell,Nordyne,AirAdvice,CommercialServiceSales,ProjectSales,SalesManagement;TrainingFacilitator,Author6Training&Coaching,CurriculumWrittenLeadership&Management,2DayClassCommercialServiceAgreementSales,(PreventiveMaintenance),3&5DayClassesCommercialServiceProject&SpecialProjectSalesTraining,2&3DayClassesCommercialDesign-BuildNegotiatingTraining,2&3DayClassesServiceSales&ActivityManagement,2&3DayClassesEffectiveMechanicalProjectManagementCustomerServiceExcellenceServiceDispatch-Coordination7CoreCompetencies,ServiceThefollowingJimGraeningcompetenciesrelatetocommercialHVACandelectricalservicecontracting:“Ethical&CredibleApproachtoSelling”ClassroomTrainingFacilitationCurriculum,AudioandPresentationAuthorOn-siteCoachingforGrowingCommercialServiceOn-siteAssessmentandEvaluationOn-siteTrainingFacilitationOn-site&RemoteCoachingandMentoring8NorthBoundarySoftwareExperience1.MaintenanceAgreementPricing2.MaintenanceProposalSystem3.ProjectPricingandProposals4.OwningandOperatingCostAnalysis5.SalesManagerSystem6.CustomerInformationForms7.QuickDrawforDesignGototheNBWebsite…(regionalandon-site)4.Coaching&Mentoring(on-siteandremote)5.“BestPractice”Sharing(MixGroup)“MiddleOffice”&“BackOffice”ServiceManagementAssessmentServiceOperations&DispatchTrainingProjectManagementTrainingSoftwareTools&AccountingProcessesSection2.KeystoSuccessGrowingServiceandBuildingServiceSales11ServiceSalesKeystoSuccess1.TheTargetDirectMarketingApproachfor‘bestfew’prospectsandopportunitytonegotiate2.TheOrganizationalStructureandOperationalModelthatsupportsservicesalesandoperations3.TheSalesProcesstohelpyouqualifyandtrackyoursalesperformance4.TheMarketingandSalesToolsthatwillhelpyoufind,qualifyandclosemoreopportunities5.TheActivityManagementStrategies,trackingtools,systemsandcoachingtokeepsalespeopleat‘peakperformance’12ServiceSalesProcessKeystoSuccessOrganizational&OperationalModelforservicecompaniestogetto“Walls”“2,3,4&5”Gettingbeyond$1-5Million;beyond$5-7MM;$7-10MMCorporateServiceDivisionorCompanyabove$10-15MM“Bundledofferings”helpclosemorepreventivemaintenance,buildstrongcustomerrelationshipsUseaprovenB2BSalesProcess!UseServiceSalesSoftware(NorthBoundary)StrongService&SalesManagementRecruitandHirecorrectly,trainingtheprocessTrack,Measure&RewardSuccess0%10%20%30%40%50%60%MarginsServiceMaintRetrofitConstru13TheValueChain&SalesAddValue-MarketMakerCommodity-Service-Value14OverviewoftheSalesProcessTargetMarketProspectsPlanCallInitialContactMeetConfirmProposeCloseStudyTheirNeedsandSurveyEliminatedbyChoiceNoNeedatThisTime/WeDisqualifyExploreOptionsProposal/budgetnotontargetCustomer-FocusedSolutionsSalesObjectiveAchievedRecommendConceptfrom“TheNewStrategicSelling”,Miller-Heiman15ResponsibilitiesforSales1.Increasingandmaintainingprofitablesales2.Pro-Activelytargetingandestablishingrelationships3.Identifyingopportunitiesandprospecting,qualifying4.Directingcompanyresourcesfortheprospect5.Establishingrelationshipstouncoverneeds,pain,plans6.Developinganddriveaterritoryplanforreachinggoals7.Knowledgetosurvey,document,produceequipmentlists8.Understandingproceduresforestimatingandproposing9.Strategy,skills,attitudetousethestepsinsalesprocess10.Reportingactivityandseekingassistancetoclosesales16SalesPersonKeystoSuccessTheRightCompensationPackagethatRewardsPerformanceandDeliversonPreventiveMaintenanceandHighMarginProjectworkfortherighthireACompanyCulturethatUnderstandstheImportanceofMarketingandSales;Understandingthe“Functions”over“ConventionalWisdom”Pro-activeaggressiveM&SdevelopmentSystemsthatSupportTrackingandMeasurementtoManageExpectationsTheOrganizationalStructureandOperationalModelthatSupportsandEncouragesSellingSalesProcessandMarketingApproachwithToolsthatEncouragetheRightBehaviors17CompensationPackages(attractingthebest;keepcompetitionincheck)Examinefair,independent,generalcompetitivesalescompensationpackagesatabouttentimetheannualsalaryordrawforgoals.Example:Basesalary50,000=breakpointplanat500,000-$750,000inprojectsalesincluding$250,000inPMAswithincentivespaidmonthlyorquarterlyforabovep