1. oap TP Sales Academy Launch

2. oap Domestics

3. oap Quotes There is only one boss. The customer. And he can fire everybody in the company from the chairman on down, simply by spending his money somewhere else. Sam Walton Founder of Walmart Time is the scarcest resource and unless it is managed nothing else can be managed. Peter Drucker Author and Business Consultant Profit in business comes from repeat customers, customers that boast about your project or service, and that bring friends with them. W. Edwards Deming Author and Business Consultant Sales are contingent upon the attitude of the salesman - not the attitude of the prospect. W. Clement Stone Businessman and Author

4. oap Agenda Day o Introductions o What do Sales People do, and why? o Understanding how businesses operate o Costs o Break Even o Profit o Action planning o Evening meal

5. oap Agenda Day Two o Review of Day One o If selling is what we do how can you be the best? o Territory Management o Account Planning o Forecasting o Your 100 day plan

6. oap Introductions oap

7. Introductions exercise Part one Purpose:- to introduce delegates to each other Teams: whole group exercise Activity:- line up in order as instructed by facilitator

8. oap Introductions exercise Part two Purpose:- to introduce delegates to each other Teams: individually and in pairs Activity:- Select a peer partner to work with. The role of a peer partner is to challenge and support you through the next two days. You will share your exercises and commitments with them and they will support you post workshop to help you develop your skills.

9. oap What to sales people do and why?

10. oap What do sales people do? Purpose:- to gain a common understanding of the role of a sales person in an organisation Teams: four teams Activity:- in your teams discuss the role of a sales person in an organization and create a list of activities that a sales person does, and then rank them in order from 10= least important to 1= most important

11. oap How businesses operate

12. oap What are the key elements of running a business. Most business owners will first measure success in terms of financial factors. Profits are a key measure of success along with positive cash flow, a manageable debt load and a drive toward efficiency in holding down variable costs. But, while a business needs to make a profit to survive, if the right technology and workforce are not in place, profits will be more elusive.

13. oap What is Profit? Profit is the difference between the amount earned and the amount spent in buying, operating, or producing something.

14. oap What is costs? Cost denotes the amount of money that a company spends on the creation or production of goods or services. It does not include the mark-up for profit

15. oap What is break-even? In economics & business, specifically cost accounting, the break-even point (BEP) is the point at which cost or expenses and revenue are equal: there is no net loss or gain, and one has "broken even."

16. oap Break-Even Exercise Purpose:- to gain a common understanding of break-even Teams: four teams Activity:- in your teams discuss complete the exercise on the handout sheet given to you and prepare a break even graph on a piece of flip chart paper.

17. oap What is break-even? Break even

18. oap Sales Exercise Purpose:- to gain a common understanding of costs, break even and profit Teams: two teams Activity:- in your teams you have the opportunity to run your own business. This business manufactures paper airplanes and you are bidding against each other to sell your proposed planes to “Artificial Airways”. During this exercise you will need to appoint the following roles:- 1.CEO, this person will make all final decisions 2.Finance Director, responsible for all financial forecasting and product pricing 3.Sales Director, this person will be responsible for all sales activity and co-ordination. 4.Sales People, Minimum 2 people 5.Manufacturing Manager organizes all manufacturing and material sourcing 6.Designer 7.Pilot 8.Navigator 9.Production Engineer 10.Marketing Manager

19. oap TP Sales Academy Day 2

20. oap Agenda Day Two o Review of Day One o Emotional Intelligence and Change o If selling is what we do how can you be the best? o Territory Management o Account Planning o Forecasting o Your 100 day plan

21. oap Review of Day One Purpose:- to review the learning from Day One Teams: four teams Activity:- in your teams discuss the activities from day one and extract one thing that you know now, or have remembered if it is not new information that will help you moving forward. This is a “right brain” activity so once you have identified the idea you need to portray it as an image on a piece of flip chart paper. You must not use words, letters, symbols or numbers in your representation.

22. oap Emotional Intelligence and Change

23. oap Emotional Intelligence

24. oap Behaviours Under Pressure Pressure Performance Bored Comfort Zone Stretch Strain Panic Tipping Point A Feeling of Control DistressEustress “Adapted Behaviour”“Reactive Behaviour”

25. oap Peoples emotion to change

26. oap Your current emotional position Purpose:- to understand how you feel about the changes going on around you. Teams: Individually and then with your Peer Partner Activity:- Individually think about the changes that are happening within the business and answer the following questions noting your answers in your books:- 1.Are you in Eustress or Distress, and why! What is making you feel like this and what can you do to maintain/regain control. 2.What position are you on the change curve and how can you, maintain position or transition to the moving forward stage.

27. oap If selling is what we do how can you be the best?

28. oap Territory Management

29. oap How do you hit your sales target? Closing ProposingQualifyingProspecting How much time do you spend on each component and what is your success rate

30. oap How do you hit target exercise Purpose:- to gain a common understanding of what is required to hit your sales target Teams: four teams Activity:- in your teams complete the exercise sheet and answer the following questions:- 1.How many selling days per year will it take Nancy to hit her target 2.What is the total number of prospects she will have to work on to ensure that she hits her target. 3.How can she work more effectively to achieve her target.

31. oap How do you hit target exercise

32. oap How do you hit target exercise Purpose:- to gain a common understanding of what is required to hit your sales target Teams: peer partnerships Activity:- in your pairs complete the individual exercise sheet and answer the following questions:- 1.How many selling days per year will it take you to hit your target 2.What is the total number of prospects you will have to work on to ensure that you hit your target. 3.How can you work more effectively to achieve your target. 4.What additional information do you need to gather to understand your sales cycle.

33. oap Territory Planning Urgent but not important Delegate it Urgent but not important Delegate it Urgent and important Do it Now Urgent and important Do it Now Not Urgent not important Ignore it/ let it go Not Urgent not important Ignore it/ let it go Not Urgent but important Plan It Not Urgent but important Plan It IMPORTANT URGENT

34. oap Account Planning

35. oap What is an Account Plan? Client Key Stakeholders Accounts business objectives What are their growth plans Future developments Buying cycles Impending changes Current products purchased Volumes Uses Reason for purchasing Key Competitors products purchased Volumes Uses Reasons for Purchase Defined strategy and key activities to grow account Meetings Product promotions Tactical approach Projected volumes An account plan is a list of tactical activities planned in a sequence to maximise the sales growth of a customer. It includes but is not exclusive to :-

36. oap Stakeholder Analysis Interest Power LOW High Focus Effort Update Regularly Monitor and update as necessary Minimal effort

37. oap Forecasting

38. oap Forecasting Good forecasting requires a good sales strategy. Good forecasting requires an understanding of your buyer’s behaviour. Good forecasting requires a milestone driven pipeline process. Good forecasting requires continual improvement.

39. oap SESSION FOUR Your 100 day plan

40. oap 100 Day Plan 1.What are you going to have achieved in the next 100 days that will take you closer to being the best sales person you can? How will you know you have achieved it ? 2.What will you have done in the next 80 days that will help you achieve your 100 day plan? 3.What will you have done in 60 Days? 4.What will you have done in 40 Days? 5.What will you have done in 20 days? 6.What will you have done in 10 days? 7.What will you do tomorrow?

41. oap Action Planning Purpose:- to plan your next steps Teams: Individual Activity:- Consider what you have identified as strengths to be developed, Weaknesses to be overcome and new strategies to start using that will allow you to improve

42. oap Thank you and good luck!