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Overview of the workout TimeContentMethod / Person 10 minutesWelcome & objectives  Trainer led 5 minutes Why prioritisation is so important  Trainer led 15 minutes How to prioritise your customer base – theory  Trainer led 30 minutes How to prioritise your customer base – practical  Group activity 30 minutes Developing a game plan  Trainer led 10 minutesBreak 20 minutes Relationship Planning – Gold & Silver  Group activity 20 minutes Relationship Action Planning – Gold & Silver  Group activity 30 minutes Managing time  Trainer led  Group activity 10 minutes Cool Down  Trainer led

Why is prioritising your client base so important? Gives you the focus you need Where to invest time and where not to Prioritise your day / week / quarter Prioritise your workload Achieve sales targets Drive company revenues

Prioritise your clients based on two criteria Revenue Potential What they could be spending with you Don’t only consider what they currently spend – be aspirational If we were to do x and y, they would spend... Ease Strength of relationships you have with the key decision makers Timing – are they ready to buy / change or are they in a 3 year contract with 2 years left Needs – do they have a strong need for your product / service

Prioritising your customer base - theory Ease Revenue Potential £, $, € High (5) Low (1) 1,000,000 50,000

Rating our clients Client NameRevenue PotentialEase (out of 5)

Prioritising your customer base - practical Client Readiness Revenue Potential £, $, € 1,000,000 High (5) Low (1) 50,000 Client A D Client C Client B Size/Depth of circle indicates potential revenue growth from last year

Understanding your customer base Ease Revenue Potential £, $, € 1,000,000 50,000 Long Term / Low Touch (High Potential – Low Readiness) Will take a long time / lot of effort to make money from Focus & Grow (High Potential – High Readiness) Spend most of your time here Responsive Only (Low Potential – Low Readiness) Will take a long time with little reward – waste of your time Develop & Grow (Low Potential – High Readiness) These are Quick Wins due to high readiness High (5) Low (1)

Prioritising your customer base Ease Revenue Potential £, $, € 1,000,000 50,000 BronzeGold Un-namedSilver High (5) Low (1)

Developing a game plan – what should our company approach be to each segment? Ease Revenue Potential £, $, € 1,000,000 50,000 Bronze ? Gold ? Un-named ? Silver ? High (5) Low (1)

Developing a game plan - activity Gold: ― What are our Service Levels for Gold clients? ― What are our Sales Activities towards Gold clients? Silver: ― What are our Service Levels for Silver clients? ― What are our Sales Activities towards Silver clients? Bronze: ― What are our Service Levels for Bronze clients? ― What are our Sales Activities towards Bronze clients? Un-named: ― What are our Service Levels for un-named clients? ― What are our Sales Activities towards un-named clients?

Relationship Planning – Gold and Silver Score our relationships with clients based on two criteria: 1. Importance of the person out of 10 (1 is low; 10 is high) ―Are they a key decision maker (8-10) ―Are they an influencer (5-7) ―Are they the ‘MAN’ – Do they have the Money; the Authority and the Need 2. The Quality of the relationship you have with them ―Can you get ‘immediate access’ to them (10) ―Do you have an on-going relationship, or was it a ‘one off’ ―What is your level of influence on the person

Key: 1 Low – 10 High Client: ContactImportance 1-10Quality 1-10 Relationship Planning

Relationship Planning: Map those scores onto the Relationship Map  Immediacy of access to contact  Level of relationship (on-going vs. one-time)  Influence on contact Importance of Relationship DefocusNurture & Leverage Build & Develop Quality of Relationship  Decision maker: Direct impact  Decision influencer: indirect impact Relationship Map Responsive Only

Example of scoring system Key: 1 Low – 10 High Client: Contact Importance 1-10Quality 1-10 Bob Smith92 Silvia Money19 Derek Barnes37 The Sales Gym Sam Jonas77 Eric Didle63

Relationship Planning - example  Immediacy of access to contact  Level of relationship (on-going vs. one-time)  Influence on contact Importance of Relationship DefocusNurture & Leverage Build & Develop Quality of Relationship  Decision maker: Direct impact  Decision influencer: indirect impact Relationship Map – The Sales Gym Bob Smith Sylvia Money Derek Barnes Sam Jonas Eric Didle

Contact ImportanceQuality Account LeadAccount Support Contact’s Hot ButtonsOur Objectives / Key MessagesOur Approach Action Plan DateResponsibleActivity / Topic for DiscussionOutcome / Comment Develop an action plan for key decision makers

Develop a communication plan – completed example FortnightlyMonthlyQuarterly 6-12 Month (Date) Gold Key Relationships InformalFormalDec Less important relationships Informal FormalJune Silver Key Relationships Formal Less important relationships Formal Bronze Key Relationships Informal Less important relationships Formal Un-Named Key Relationships Formal Less important relationships Formal Key: Formal Informal Formal meeting / presentation, with clear agenda and detailed support material Informal meeting with work-in- progress material and reports

Managing your time = Urgency: customer expectations and internal deadlines Importance: how will it contribute to gaining business

LOWHIGH How important is the task? NON-URGENTURGENT Postpone task or ignore Batch with other tasks and plan to complete quickly NON-URGENT URGENT Batch with other tasks and plan to complete later Handle task now allocating adequate time How urgent is the task? Prioritising activities based on urgency and importance

Prioritising activities based on urgency and importance (2) Importance Urgency High Low High Low

Time Management activity Get into teams of 2-3 people Each team to list the regular activities you have to do on a daily, weekly or monthly basis a.Set up meetings with clients b.Cold calling c.Expenses d.Etc. Place each activity into one of the 4 boxes, based on urgency and importance Be ready to share with the group in 10 minutes

Prioritising your activities Importance Urgency High Low No.2 Do quickly. Batch with similar activities No.1 Do now, giving sufficient time to do it well No.4 Postpone and perhaps even ignore No.3 Batch with similar activities and plan to do later High Low

Planning your day to be most effective Based on the last activity, you should break up your day into time slots to be most effective The table indicates times that are generally recognised to be effective for different activities TimeEffective for – 9.30am Plan your day Do internal meetings Good for non-client facing work – 12.00pm Client facing sales activity Phone based or face to face – 2.00pm Admin time Get batched tasks done 2.00 – 4.30pm Client facing sales activity Phone based or face to face 4.30pm onwards Complete activities generated by client meetings / calls Put aside for urgent activities still outstanding Plan tomorrow

Cool Down

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