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Chronicles of a Sales Leader: Plan to Win in 2009
December 12, 2008
By Bill Golder
Somewhere between that classic business book collection and the last quarterly report on your bookshelf is your 2008 strategic plan. You know the one. It's nicely organized. It might even have an attractive cover page with an inspirational graphic and catch phrase. Knock the dust off, peel it open and reflect on how you did.
Whether you're wrapping up a record year or trying to pick up the pieces, it's time to reflect on what went well, what didn't and what's going to be different about your plan in 2009.
First, most of us will be putting our plans within the context of a much tougher economic climate. Many of today’s sales leaders have not experienced executing plans in the environment we are currently in, so it's important to recognize that many of you will be navigating uncharted territory.
That said, here are a few key elements to help you assess and put together a plan to not just survive, but come out ahead in 2009:
1. Start with the Customer
The best sales leaders start with thinking about what they've learned from their customers of the past year. What's the nature of those clients who you contracted/transacted with? Any particular trends related to industries or the reasons they are buying from you now vs. a year ago? How has their buying process changed? What is their view of the current relationship; are you a partner or a vendor? Is there more or less price pressure? Why? Changes to product/service mix? This is just a sampling, but best practice leaders are beginning their assessments and business planning around a healthy understanding for what is happening with customers.
2. Assess the Health of Your Sales System
We've seen that top sales executives organize their strategies around some fundamental "system" components that drive priorities. They start with the understanding of the customer first, then assess whether or not the core operating fundamentals are in line. A sales system that is firing on all cylinders typically has proficiency in the following areas: creating new sales opportunities for a healthy funnel; managing and pursuing sales opportunities to closure; managing key customer relationships; the right organizational design with the right talent necessary to win; the right tools and resources to enable success; and finally the key levers to drive management execution.
3. Blocking and tackling: Working the plan
The best plan is one in which you can execute. Take a look at how this year played out in terms of execution quality. The best sales leaders have simple plans that are executed flawlessly. It's easy to lose sight of the basics when preparing for bigger challenges ahead. Many sales leaders get caught up in analysis and strategy while losing sight of day-to-day execution. Our CEO often cites an important principle—"once we agree, we execute." It's a principle that can often get lost once a plan is put on the bookshelf. Ensure you have the right communication, reporting and tempo to drive action and accountability with your teams.
4. Contingencies: The Best Laid Plans
This year will especially be one in which you will place some bets that won't work. That's ok, just be prepared to know your alternative actions if they don't. Think through the potential risk factors on specific strategies and ensure there's a plan B that can quickly get you back on track if they don't work. General George S. Patton said it best, "One does not plan and then try to make circumstances fit those plans. One tries to make plans fit the circumstances. I think the difference between success and failure in high command depends on the ability, or lack of it, to do just that."
As EVP of sales at Miller Heiman, Bill Golder has a reputation for taking on tough assignments and successfully turning around difficult situations. He has extensive sales and operations experience, especially in leading business-to-business sales of professional services and multi-unit operations management. Available for keynote speaking opportunities, Bill can be reached at bgolder@millerheiman.com or by telephone at 1-877-678-0397. Additional information about selling in an uncertain economy is available at www.millerheiman.com.
Sales & Marketing Management Magazine
This article is brought to you by Sales & Marketing Management, the leading authority for executives in the sales and marketing field.
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