Developed and presented by Landy Chase, MBA,CSE,CSP LANDY CHASE INCORPORATED 4518 Glen Oaks Matthews, NC (800) BUILDING A WINNING TEAM How to Find, Hire and Develop Outstanding Sales Professionals

Top-tier sales people: where to find them? Four “talent pools” Graduates Career Changers Journeymen/Journeywomen “Born Salesperson” The key skills for finding the best: Networking and Redshirting – Chamber events/connections – Trade shows/ sales seminars – Client referrals – Employee referrals – “Retreads” Copyright © 2010 Landy Chase Incorporated. No duplication or third-party use without written permission from Landy Chase Inc. All rights reserved.

The Key to Growth: A Robust Outbound Marketing Program Scheduled Weekly Prospecting Sessions – Database-driven prospect lists (ACT!, Maximizer) – Minimum Weekly Expectations for Results – EFFECTIVE Training – this is a learned skill Copyright © 2010 Landy Chase Incorporated. No duplication or third-party use without written permission from Landy Chase Inc. All rights reserved.

Contact Management Software as a prospecting tool Territory/Market KEY ACCOUNTS Copyright © 2007 by Landy Chase Incorporated. No reproduction or third-party use of any material herein without written permission from Landy Chase Incorporated. All rights reserved. Copyright © 2010 Landy Chase Incorporated. No duplication or third-party use without written permission from Landy Chase Inc. All rights reserved.

How do I manage the process effectively? 200 contacts and/or accounts 25 Eight subgroups 25 contacts each 1 batch per week Result: Bi-monthly contact every 8 weeks = 6 times per yr. Copyright © 2007 by Landy Chase Incorporated. No reproduction or third-party use of any material herein without written permission from Landy Chase Incorporated. All rights reserved. Copyright © 2010 Landy Chase Incorporated. No duplication or third-party use without written permission from Landy Chase Inc. All rights reserved.

Expectations of Prospecting Efforts 25 Calls Per Session (2 Hours) 4 Appointments per Session This Equals 200 Face-to-face meetings with the best prospects in your market Copyright © 2010 Landy Chase Incorporated. No duplication or third-party use without written permission from Landy Chase Inc. All rights reserved.

Coaching in the Field MondayTuesdayWed. Thursday Friday Copyright © 2008 Landy Chase Incorporated. No duplication or third-party use without written permission from Landy Chase Inc. All rights reserved. Copyright © 2010 Landy Chase Incorporated. No duplication or third-party use without written permission from Landy Chase Inc. All rights reserved.

Setting and Managing Expectations “Reach” Goal - Top Performance Minimum Acceptable Performance Below Minimum Expectations (not acceptable) Reward and Recognition Coaching Immediate Corrective Action Copyright © 2010 Landy Chase Incorporated. No duplication or third-party use without written permission from Landy Chase Inc. All rights reserved.

Maximizing Your Value on Sales Calls Prerequisite for Coaching: – An Established Selling Process Opening the meeting Conducting the Needs Analysis Presenting Potential Solutions Closing for the Next Step – During Training: Manager Leads – After Training: Manager Watches NO Interruptions Let them make mistakes “Curbside Critique” Copyright © 2010 Landy Chase Incorporated. No duplication or third-party use without written permission from Landy Chase Inc. All rights reserved.

The “Curbside Critique”: Improvement Through Feedback and Accountability BENCHMARK the rep’s performance against standards – Focus on what went well – Identify areas for improvement PROVIDE a copy of your feedback to the rep EXPECT improvement in the areas noted RE-EVALUATE on the next call Copyright © 2010 Landy Chase Incorporated. No duplication or third-party use without written permission from Landy Chase Inc. All rights reserved.

Conducting Effective Sales Meetings QUALITY vs QUANTITY – (Is more than once per week really necessary?) Anatomy of a good meeting: – Agenda in advance – One hour or less – Well-planned – Objectives established – No “down time” – Address the group’s “WIIFM” Copyright © 2010 Landy Chase Incorporated. No duplication or third-party use without written permission from Landy Chase Inc. All rights reserved.

Setting goals with your sales people FLEXIBLE ACHIEVABLE REALISTIC MEASURABLE SPECIFIC Copyright © 2010 Landy Chase Incorporated. No duplication or third-party use without written permission from Landy Chase Inc. All rights reserved.

Keys for successful sales goal achievement Give them the parameters for setting their goals Have them write a business plan Have your minimum expectation pre-established Let them tell you what their goal will be Make sure it is achievable Don’t accept one below yours – “Unfortunately we can’t meet our objectives if this is your goal” Copyright © 2010 Landy Chase Incorporated. No duplication or third-party use without written permission from Landy Chase Inc. All rights reserved.

Concerns regarding business objectives Maintain objectivity – “We cannot meet our business objectives otherwise” – “I’ll provide any needed support” Don’t “cave”; be firm – Set the right precedent Copyright © 2010 Landy Chase Incorporated. No duplication or third-party use without written permission from Landy Chase Inc. All rights reserved.

Getting Commitment Accept the plan when it meets your expectations Manage to the plan – Monthly review – Quarterly Summary Plan vs Actual Strengths Focus opportunities Keep ownership with the sales person! – Wrong: – Right: Copyright © 2010 Landy Chase Incorporated. No duplication or third-party use without written permission from Landy Chase Inc. All rights reserved.

Positive Reinforcement Question: Are good managers good motivators? Is being a “motivator” part of being a good manager? – The most powerful “motivator”: Copyright © 2010 Landy Chase Incorporated. No duplication or third-party use without written permission from Landy Chase Inc. All rights reserved.

When is a sales person ready for management? Informal leadership within the group – “Go-to” person Technical expertise Sales advice Dependable Mature Well-organized Endorsement of other departments Attainment of sales goals Copyright © 2010 Landy Chase Incorporated. No duplication or third-party use without written permission from Landy Chase Inc. All rights reserved.

Selling A Candidate A top achiever’s biggest concerns (in order) – Is this as good as you say it is? – Will I get the support I need to succeed? – Compensation (note: this is third) How to address each concern – Field Ride – Show Your training program to the applicant – Show all rep’s compensation from top to bottom (No names) Copyright © 2010 Landy Chase Incorporated. No duplication or third-party use without written permission from Landy Chase Inc. All rights reserved.

Dealing with performance problems Skill? Motivation? Symptom Attitude Effort Interest in Coaching** Solution Visibly concernedApathetic Extensive but misguidedUsually non-existent Welcomes the assistanceDodge-and-weave Training “Double-Secret Probation”