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Dan Fisher

By: Dan Fisher on December 5th, 2009

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2010 Strategic & Tactical Sales Plan

leadership | Prospecting

2010 Strategic & Tactical Sales Planning

Every year around the holidays I am often asked, “How do you develop your sales and recruiting strategy and what will your underlying tactics be to ensure you hit your goals in the upcoming year?” “How do you plan for the new year?” “How do you intend to identify new accounts and decide what market segments to pursue?” These are great questions that require time and attention, but when? For those of you who are new to working in the staffing industry, you’re probably now learning that business slows down around the holidays. For you veterans out there this is nothing new to you. With new sales order activity coming to a halt and active orders stalling, what is one to do with all this down time? How about building a recession-proof sales plan for 2010? From my sales leadership experience I always found that a strong Q1 always set the tone for the remainder of the year. The activity and foundation you lay down in Q1 sets the table for the rest of the year. Here are my thoughts on developing your strategic sales plan and underlying tactics that support that plan.

First, a few thoughts on developing your high-level sales strategy

Developing Your Sales Strategy

 

  • Chances are whatever you are thinking of doing your competitors are too. Think out of the box. Try something new, go in a new direction.
  • Most staffing companies try to be all things to everyone. They often lack the discipline to “walk away” from a potential sales order even if the order is way outside of their core competency. Pick a niche and commit to it. Don’t stray away because you need to build your niche and your brand within that niche. Besides, this allows recruiting to build expertise in chosen area’s rather than recruiting anything and everything.
  • Make sure sales and delivery (recruiting) are aligned. You are only as good as your delivery team. Everyone needs to buy into the strategy.
  • What needs exist in the marketplace that are going unmet? Figure out how you can meet them.
  • Have you interviewed your current customers recently to understand what they like about you and your service offering? Do you understand how what problems your consultants are solving for your customers? That is your story. Get your customer’s input; you will be surprised with what they have to offer. You can build a strategy around this.
  • Build a case study library (from your client and consultant interviews). This will help you build your brand in your niche and sell more effectively. Client’s love to hear success stories.
  • Don’t just understand what type of people (skills/titles) your customers are seeking in 2010, find out why. This will help you move up the customer value chain. What problems do they need to resolve?
  • Read business and personal finance magazines such as Kiplinger’s, Money, Fortune, and Forbes. These magazines are loaded every month with advice from the world’s best investment and portfolio managers. They will open your eyes to industries and prospective accounts you have never thought of and provide you with the insight to devise a specific strategy for selling into each company they recommend.
  • Cross-Sell into new areas within your existing accounts. Chances are, even with your best accounts you don’t have 100%% market share in that account. Work to increase your footprint within your existing customer accounts.

Developing Your Tactical Sales Plan

A very common exercise (and one that I love) in the field of sales is that of “backing-in” to your number. What this means is, understanding exactly what and how much activity is required of you to hit your goal. For example, your manager may tell you that your budget or quota for the year is to generate $1M in Gross Profit. As an example, let’s breakdown exactly what we will have to do to generate $1M in Gross Profit in 2010. And for you’re your own purposes, if you email me at dan@menemshagroup.com, I can send you my excel spreadsheet that will do the calculations for your own personal goals.

I’m going to use arbitrary numbers to simplify this exercise but you can simply plug in your own numbers for your personal situation.

Goal: $1M in Gross Profit for 2010

Assumptions:
Average Bill Rate $120.00/HR (all straight pay)
Average GP% 35%
Avg. Wkly GP or Spread (per consultant) $1680.00 (based on 40/hrs)
Average contract 4 months/680 hours per contract
Total GP Per Sale $28,560 ($1680 x 17 weeks)
# of starts needed 35 (35 x 28,560=$1M)

Activity Assumptions:

  • For every 6 prospects you qualify and/or meet with you get 1 REAL job order
  • 60 day lag between initial contact with prospect and initial sales order
  • 4 week sales cycle (review resume/interview/decision making/hiring process)

Required Sales Activity To Meet Goal
We now know that we need 35 starts for the year to reach our goal of $1M in Gross Profit. And because we fill or close 35% of all sales orders, we will need to identify or generate 100 orders. Because we generate 1 order out of every 6 prospects we qualify, talk with and/or meet with we will need to qualify and add 600 qualified prospects to our CRM system in order to generate 100 sales orders. In order to get 4 months of billing out of all 35 consultants before the end of 2010, they will all need to be working by September 1, 2010. This means we will need to have identified and added all 100 sales opportunities to our sales funnel by the end of July. This also means that we will need to have 600 qualified prospects added to our database (CRM system) by June to account for the 60-day lag between initial introductions with prospective customers and their first order. What does this all mean and how does it impact me personally? We better start hitting the phones!!

Broken Down Into Actual Sales Calls….

To add 600 qualified prospects to our CRM system by June and 100 qualified sales orders by July we will need to have 5 really good, quality conversations with new prospects every day. Qualifying 5 new prospects per day gives us 25 new prospects added to our CRM system each week and 600 by June which meets our goal. Lastly, how many phone calls do we have to make to reach one qualified prospect? For this exercise I am going to use 25. For every 25 prospecting calls made, we have a conversation with one qualified prospect that will give us a legitimate shot at earning their business (reaching decision makers who hire IT consultants is a big challenge). That means we will need to make 125 phone calls per day in order to add 5 new prospects to our CRM system each day and 625 calls per week to add 25 new prospects each week.

I know this is a cliché but it’s simple and it works, plan your work and work your plan.
Do it and you will be a happy camper 12 months from now because of it!

Enjoy the holidays and happy selling!

 

About Dan Fisher

Dan Fisher is founder and owner of Menemsha Group, a provider of sales enablement solutions dedicated to helping IT staffing firms improve win rates, shorten their sales cycle, and increase revenue per sales rep. Since launching Menemsha Group in 2008, Dan has consulted with over 200 IT staffing firms and has invested over 5000 hours coaching IT staffing sales reps. He’s authored is his own proprietary sales methodology and has previously spoken at Staffing World, TechServe Alliance and Bullhorn Live 2012. Prior to launching Menemsha Group, Dan spent 16 years in the IT industry running local, regional and national sales teams. Dan worked for Kelly Services, Oracle Corporation and Alliance Consulting. Dan currently resides in Boston, Ma.

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