B2B Sales Excellence

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B2B Sales Excellence
Service Sales Management
Commercial HVAC Service Sales Leadership
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Agenda

• Leadership
• Keys to Success
• Service Training Coaching
• Service Assessment Evaluation
• Change Management

Sales Marketing Education Service Sales
Service Management
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Section 1. Leadership

• Introduction to Leadership Management

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Service Development Introduction

• James Graening Background
• Training Coaching, Curriculum
• Core Competencies
• NorthBoundary Software Overview
• Service Development Goals

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James Graening Background

• University of Akron, Business, HR
• 28 Years Experience, Trades and HVAC
• Honeywell and LINC Contractor Sales Success
• Sales, Sales Manager, General Manager, VP
• Excellence Alliance, VP Commercial Group
• Comfort Systems USA, Corporate VP Service
• Business Development Resources, Trainer, Trane
  Commercial Service Sales Training
• ACCA, HRAI, EAI, CSUSA, Honeywell, Nordyne,
  AirAdvice, Commercial Service Sales, Project
  Sales, Sales Management Training Facilitator,
  Author

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Training Coaching, Curriculum Written

• Leadership Management, 2 Day Class
• Commercial Service Agreement Sales,
  (Preventive Maintenance), 3 5 Day Classes
• Commercial Service Project Special Project
  Sales Training, 2 3 Day Classes
• Commercial Design-Build Negotiating Training, 2
  3 Day Classes
• Service Sales Activity Management, 2 3 Day
  Classes
• Effective Mechanical Project Management
• Customer Service Excellence
• Service Dispatch-Coordination

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Core Competencies, Service

• The following Jim Graening competencies
  relate to commercial HVAC and electrical
  service contracting
• Ethical Credible Approach to Selling
• Classroom Training Facilitation
• Curriculum, Audio and Presentation Author
• On-site Coaching for Growing Commercial Service
• On-site Assessment and Evaluation
• On-site Training Facilitation
• On-site Remote Coaching and Mentoring

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NorthBoundary Software Experience

• Maintenance Agreement Pricing
• Maintenance Proposal System
• Project Pricing and Proposals
• Owning and Operating Cost Analysis
• Sales Manager System
• Customer Information Forms
• Quick Draw for Design
• Go to the NB Website www.northboundary.com

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Service Service Sales Development Goals

• Assessment Service Business Plan Development
• Service Sales Service Management Training
  Education
• Continuing Education (regional and on-site)
• Coaching Mentoring (on-site and remote)
• Best Practice Sharing (Mix Group)
• Middle Office Back Office
• Service Management Assessment
• Service Operations Dispatch Training
• Project Management Training
• Software Tools Accounting Processes

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Section 2. Keys to Success

• Growing Service and Building Service Sales

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Service Sales Keys to Success

• The Target Direct Marketing Approach for best
  few prospects and opportunity to negotiate
• The Organizational Structure and Operational
  Model that supports service sales and operations
• The Sales Process to help you qualify and track
  your sales performance
• The Marketing and Sales Tools that will help you
  find, qualify and close more opportunities
• The Activity Management Strategies, tracking
  tools, systems and coaching to keep sales people
  at peak performance

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Service Sales Process Keys to Success

• Organizational Operational Model for service
  companies to get to Walls 2, 3, 4 5
• Getting beyond 1-5 Million beyond 5-7 MM
  7-10 MM
• Corporate Service Division or Company above
  10-15 MM
• Bundled offerings help close more preventive
  maintenance, build strong customer relationships
• Use a proven B2B Sales Process!
• Use Service Sales Software (NorthBoundary)
• Strong Service Sales Management
• Recruit and Hire correctly, training the process
• Track, Measure Reward Success

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The Value Chain Sales
Add Value - Market Maker
Commodity - Service - Value
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Overview of the Sales Process
Concept from The New Strategic Selling,
Miller-Heiman
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Responsibilities for Sales

• Increasing and maintaining profitable sales
• Pro-Actively targeting and establishing
  relationships
• Identifying opportunities and prospecting,
  qualifying
• Directing company resources for the prospect
• Establishing relationships to uncover needs,
  pain, plans
• Developing and drive a territory plan for
  reaching goals
• Knowledge to survey, document, produce equipment
  lists
• Understanding procedures for estimating and
  proposing
• Strategy, skills, attitude to use the steps in
  sales process
• Reporting activity and seeking assistance to
  close sales

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Sales Person Keys to Success

• The Right Compensation Package that Rewards
  Performance and Delivers on Preventive
  Maintenance and High Margin Project work for the
  right hire
• A Company Culture that Understands the Importance
  of Marketing and Sales Understanding the
  Functions over Conventional Wisdom
• Pro-active aggressive MS development
• Systems that Support Tracking and Measurement to
  Manage Expectations
• The Organizational Structure and Operational
  Model that Supports and Encourages Selling
• Sales Process and Marketing Approach with Tools
  that Encourage the Right Behaviors

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Compensation Packages(attracting the best keep
competition in check)

• Examine fair, independent, general competitive
  sales compensation packages at about ten time the
  annual salary or draw for goals. Example Base
  salary 50,000 breakpoint plan at
  500,000-750,000 in project sales including
  250,000 in PMAs with incentives paid monthly or
  quarterly for above plan performance.
• Incentive or commissions range from 2-4 of the
  gross sale or 4-8 of the gross margin when a
  salary or draw is paid out. 8-12 of the gross
  profit is a common commission when on a lower
  salary.
• Salary ranges exist from 35k to 65k and are
  structured for experienced sales people with
  sales objectives from 500,000 to 1,200,000 in
  gross sales. Of that, 200-250,000 would be the
  objective for preventive maintenance (annual
  raw sales dollars).

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Company Culture

• The company culture that is most conducive to
  success in selling is one that not only
  recognizes the importance of sales, but, elevates
  sales and marketing to a position of area,
  department or division status and has true sales
  management and leadership.
• The organization funds, appreciates, rewards,
  leads and manages with a focus on marketing and
  sales. Decisions in delivery and technical
  expertise incorporate a sales posture.

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Tracking Measurement

• With the development of a sales plan and
  objectives that are needed to be achieved, would
  come the initiation of tracking and measuring
  tools.
• Sales success, forecasting and sales leadership
  development, as well as achieving margin and
  delivery goals, cannot move forward without
  proper measurement, controls or tracking.
• The most common forms of tracking and measurement
  are in the form of, goals and objectives, weekly
  activity tracking, performance evaluations and
  reward systems.

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Organizational Structure Operational Model

• Organizational structure needs to reflect
  proven theories about management
• No more than seven direct reports and/or
  functions for an individual
• Most contractors do not fill the GM or location
  manager role soon enough or delegate those
  responsibilities
• Most contracting organizations do not separate
  Service Management and Service Sales Management
  soon enough
• Sales activity management needs to be the
  responsibility of one individual that oversees
  sales and marketing leadership, sales, sales
  meetings, sales objectives and weekly activity
  schedules
• Need for real Project Management position
  development

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Service Financial Reporting

• Service Department/Division Financials
• Including the Categories
• Service Revenue
• Direct Costs
• Indirect Costs
• Gross Profit
• Selling Expenses
• General Administrative
• Net or Operating Income
• Maintenance Base (annual )
• Full PMA, Customized PMA, TI

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Section 3. Sales Training Coaching

• The Service Sales Education Journey

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Service Sales Education Journey

• Pre-Class Training Workbook (two weeks in
  advance)
• Classroom Training for Sales Management
  (3-day/5 day)
• Post-Class Workbook (Action Plan) (10 days)
• Email Phone Coaching (Mentoring)
• On-site Assessments Management Mentoring (60
  day)
• Service Area Development Plan (Coaching)
• Additional Education Opportunities 1-2 Day
• Advanced Sales - Strategic Account Management
• Customer Service Excellence
• Dispatch Coordination

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Regional Classroom Training Education

• Preventive Maintenance Agreement Sales Training,
  3 or 5 day class
• Sales Activity Management Training, 3 day class
  for managers, GMs
• Project Design-Build Sales Training, 2 or 3 day
  class, for sales, managers, service and
  negotiated projects, special projects
• Advanced Service Sales and Customer Service
  Excellence, Dispatch-Coordination (All include
  CD with audio overview)

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Training Descriptions

• Service Sales Training Classes
• The objective of the Preventive Maintenance
  Agreement Sales training is to provide education
  for Sales Reps and their mangers related to the
  sales process, marketing approach and activity
  management necessary to be successful in
  effectively selling maintenance using a process
  and NorthBoundary Selling System.  The training
  is facilitated to provide complete role play
  situations related to the sales process, specific
  steps and daily activity. The class includes a
  presentation, manual, sales tools, audio overview
  and could incorporate video role plays for future
  DVD reference.

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Training Descriptions contd

• The Sales Management training is provided to
  location managers, general managers, sales
  managers and service managers for sales
  leadership development. This training session
  will focus on the management, coaching and
  mentoring skills that you can apply for success
  in selling and the practice of facilitating
  critical one-on-one Sales Meetings.
• The Project Sales training class is provided as
  education for Project and Service Sales Reps and
  Design-Build Sales to encourage the use of a
  sales process, practice specific steps and learn
  negotiating as well as estimating skills
  necessary to be successful in project sales using
  the NorthBoundary Selling System. 

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Sales Process Overview

• Marketing preparation and territory management
• Prospecting and setting the appointments
• Conducting a first meeting or first call
  appointment
• Surveying, qualifying and pricing the solutions
• Confirming information with a financial analysis
• Making unique recommendations - proposals
• Closing the sale signing of agreements
• Performance reviews and customer retention

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Section 4. Service Assessment Evaluation

• On-site Service and Strategic Business Plans

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Assessment Evaluation

• Assess and evaluate information through
  interviews of key personnel in service
• Strategic Business Planning meetings with the
  end in mind for key areas of service
• Options for moving forward and training of
  personnel, the coaching plan determined
• Goals and objectives determined, prioritized
• Action plans created with teams (time frame)
• Tracking and monitoring of actions
• Adjustments and repeat

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Sales Management Focus

• The commercial preventive maintenance agreement
  sales process or selling cycle is a roadmap for
  successful new business development and building
  strong business relationships.
• It is meant to be used for existing
  relationships (the database) or for developing
  new relationships.
• It is the most complex sales process in our
  industry! Needs time for development!

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Importance of One-on-one Meetings Coaching

• Discussing the numbers
• Discussing the prospecting activity and lead
  generation activity
• Discussing the strategies for qualifying,
  negotiating and closing more business
• Reviewing Weekly Sales Activity as it relates to
  the Plan Objective
• Reviewing specific accounts to discuss strategic
  approaches related to the Sales Process

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Successful Culture, Success Characteristics

• Company First vs. Commissions Focus
• Pipeline or Funnel vs. Quote Log Backlog
• Customer Relationship vs. Prospect-Suspect Log
• Strategic Account Management Market Segments
• Strategic Approach vs. Numbers Game Only
• Measure Track with Plan, Goals vs. No Tracking
• Front-end Vision, How will we go to market?
• Miller-Heiman Funnel Concept
• Training Education for Service Sales
• Management Follow-up!

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Service Change Management Process

• Coaching is seeing what others dont see, means
  changing behavior and encouraging positive change
  at all levels
• Assess and evaluate information
• Planning with the end in mind
• Options and negotiations
• Goals and objectives
• Action plans
• Tracking

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5. NorthBoundary Software Sales Management

• The Selling System and How to Manage Sales

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NorthBoundary Software

• Maintenance Agreement Pricing Tutorial CD
• Maintenance Proposal System Tutorial CD
• Project Pricing and Proposal Generating Training
• Owning and Operating Cost Analysis Coaching
• Sales Manager System Implementation
• Customer Information Forms Usage
• Quick Draw for Design Tools
• NB Website www.northboundary.com

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Service Growth for Managers

• Encourage Research, Cold Calls
• Get Commitment for Phone Time from Sales
• Schedule Many First Visits and Accompany Reps
• Know and Help with First Visit and Strategies
• Survey Financial Info Estimating Strategies
• Do they have a Plan of Action, Financial Data?
• When is the confirmation meeting scheduled?
• When and who related to final proposal and is
  it unique to the prospect?
• How will we deliver and manage project/PMA?

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Sales Process Absolutes

• Phone Skills - Setting Appointments
• Practice and role play situations
• Facilitating The Structured First Visit
• Facilitate with the sales person, examples
• Gaining The Plan of Action
• Review the plans of action obtained, schedule
• Confirm and Verify All Information
• Encourage confirming skills-negotiating
• Presenting Proposals Closing the Sale
• Provide assistance for proposal development,
  closing

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Service Sales Management

• Develop the Marketing Approach
• Use the Sales Process
• Manage with Sales Meetings, One-on-ones
• Plan, Track Measure
• Sales Managers Core Competencies
• Knowing how to develop territories and plans
• Knowing how to set structured First Calls
• Modeling how to facilitate a great First Call
  Meeting to gain a plan of action
• Surveying and obtaining information to develop a
  unique proposal while confirming and verifying

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Sales Management 101

• Begin with the end in mind Plan to Coach
• What is the sales persons annual goal and
  objective?
• Set up a meeting schedule for weekly sales
  meetings as a group and then individual
  one-on-one meetings
• Introduce and get suggestions on the weekly
  activity reports and how to make them easy to use
  (NB)
• Obtain weekly reports that include prospects or
  leads, active prospects, weekly schedule and
  information on any of those forms that indicate
  the number of plans of action, proposals/quotes
  and closed sales
• Get some help from a sales/marketing coordinator

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Individual Sales Meetings

• Agenda For
• One-on-ones (Sales Activity Meeting)
• Celebrate Successes
• Sales Account Activity Reports (NB)
• Sales Process Strategies (by account)
• Strategic Account Management (specific strategies
  to qualify or close)
• Weekly Activity Discussion (schedule)
• YTD Discussion (the s game)
• Next Week How can I help?

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Closing and Questions?

• Notes____________________________________________
  __________________________________________________
  __________________________________________________
  __________________________________________________
  __________________________________________________
  __________________________________________________
  __________________________________________________
  __________________________________
• James Graening, B2B Sales Excellence
• www.b2bsalesexcellence.com
• jgraening_at_neo.rr.com, 330.807.6648

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Thank You for Your Attention!

• Commercial HVAC Service Development
• April, 2008