Step-by-Step Template for sales planning. The template is structured as follows:
Tab Tab 1 of this this Work Workbo book ok::
Instr nstruc ucttions ions on how how to use use
Tab 2 of this Workbook: Workbo ok:
Does the sales/revenue forecast
Tab 3 of this Workbook: Workbo ok:
Does the sales budget
Tab 4 of this Workbook: Workbo ok:
Does the actual sales plan
Tab 5 of this Workbook: Workbo ok:
Implements the sales plan
Tab 6 of this Workbook: Workbo ok:
Does sales pipeline management
Tab Tab 7 of this this Workb Workboo ook: k:
Comm Common on sale sales s pla plan n mis mista take kes s to to avo avoid id
Click on the relevant tab to complete each component ** Sales Plan & Action Plan Spreadsheets are also available as WORD d
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cuments
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Sales Forecast (12 Months) Enter your Company Name here Jan-13
Fiscal Year Begins
12-month Sales Forecast
Jan-13
Feb-13
Mar-13
Apr-13
May-13
Jun-13
Jul-13
Aug-13
Sep-13
Cat 1 units sold Sale price @ unit Cat 1 TOTAL
0
Cat 2 units sold Sale price @ unit Cat 2 TOTAL
Cat 3 units sold Sale price @ unit Cat 3 TOTAL
Cat 4 units sold Sale price @ unit Cat 4 TOTAL
Cat 5 units sold Sale price @ unit Cat 5 TOTAL
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Notes on Preparation 0 Note:
0 may want 0 to print this 0 information 0 0 later. To0 delete thes 0 You to use 0as reference text box and then press the DELETE key.
Forecasting sales of your product or service is the starting point for the financial proje 0 0 0 0 0 0 0 0 the whole financial plan, so it is important to use realistic estimates. Divide your proje which are natural divisions that make sense for your type of business. Typical catego departments, branch locations, customer groups, geographical territories, or contract names the existing0 "cat.1, cat. 0 Enter the0 actual category 0 0 in the first 0 column,0replacing 0 0 category, in the four "Sales History" columns on the right side of the sheet. (Startup b Study your past sales records in detail. Note seasonal or other periodic fluctuations; d they are expected to recur. Be sure to build these fluctuations into your projections fo 0 sales in dollars 0 0 the rows0labeled "Total". 0 0 you may0enter sales 0i using Or, if0 you prefer, per (@) unit, and the spreadsheet will automatically calculate the dollar sales volume. 0
Cat 6 units sold Sale price @ unit 0
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Cat 7 TOTAL
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All Categories
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0
Cat 6 TOTAL
Cat 7 units sold Sale price @ unit
EET AVAILABE TO SUBSCRIPTION MEMBERS ONLY
Sales History
Oct-13
Nov-13
Current Month Ending mm/yy
Annual Totals
Dec-13
2012
2011
2010
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0 0 0 border of 0 this e instructions, click the
0 0
ctions. The sales forecast is the key to 0 0 0 cted monthly sales into "Categories", ies might be: product lines, . ", etc. Enter 0 annual 0sales, by 0 usinesses may delete this section.) etermine what caused them and when r the coming year. You may forecast 0 in units, then indicate0 the sales0price .
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Advertising, Promotion and Sales Staff Budget
UNRESTRICTED SPRE Enter data in BLUE areas
Promotional activity Mailers Seminars Sales literature Advertising Public relations Trade shows Catalog Telemarketing Subtotal
Jan $0 0 0 0 0 0 0 0 0
Feb $0 0 0 0 0 0 0 0 0
Mar $0 0 0 0 0 0 0 0 0
Apr $0 0 0 0 0 0 0 0 0
May $0 0 0 0 0 0 0 0 0
June $0 0 0 0 0 0 0 0 0
July $0 0 0 0 0 0 0 0 0
$0
$0
$0
$0
$0
$0
$0
Sales training meetings Salary and fringe benefits Commissions or bonuses Relocation and recruiting Travel Entertainment Temporary employment
0 0 0 0 0 0 0
0 0 0 0 0 0 0
0 0 0 0 0 0 0
0 0 0 0 0 0 0
0 0 0 0 0 0 0
0 0 0 0 0 0 0
0 0 0 0 0 0 0
Outside services (e. g., Consultants, marketing research, reprographic services)
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0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
Equipment rental MIS costs Operating supplies Freight Miscellaneous Total
$0
$0
$0
$0
$0
$0
$0
DSHEET AVAILABE TO SUBSCRIPTION MEMBERS O August $0 0 0 0 0 0 0 0 0 $0
Sep $0 0 0 0 0 0 0 0 0
Oct $0 0 0 0 0 0 0 0 0
Nov $0 0 0 0 0 0 0 0 0
Dec $0 0 0 0 0 0 0 0 0
$0
$0
$0
$0
Annual $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
0 0 0 0 0 0 0
0 0 0 0 0 0 0
0 0 0 0 0 0 0
0 0 0 0 0 0 0
0 0 0 0 0 0 0
$0 $0 $0 $0 $0 $0 $0
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0 0 0 0 0
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$0 $0 $0 $0 $0 $0 $0 $0
$0
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LY
Sales Plan Template
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Most Companies have a Business Plan and a Marketing plan, however, a Sales Plan is the greatest tool that an organization can produce and implement. This is because without a sales plan, we may not be in a position to create the necessary revenue to keep the business meeting its cash flow objectives. Below is a template for a Sales Plan. This easy four step guide will walk you through the process of creating a powerful sales pla Take your time in completing the plan, and when completed, implementation of the plan will ensure that you are at least in a position to move forward with your selling strategies. Review of the sales plan is necessary on a regular basis to ensure that the elements of the plan are still working.
SECTION ONE is about the expectations of the sales team.
Executive Summary
Company Mission Statement
Company Vision Statement
Report on Current and Expected Business Climate
A narrative on the current business climate as well as the forecasted climate over the next two years. Also provide a short comment on how the new sales plan will be achieved in the current economic climate.
Revenue Targets, What are the revenue targets, when we will achieve them, who will achi
them, what industries will this revenue come from, etc?
Resources, What resources have been allocated to achieve the sales plan outcomes, wha
level must the sales team have, how many members are dedicated to the sales team, what support will the sales team have, what selling expenses have been allocated to the sales te what level of customer relationship management system (CRM) is required by the sales tea and what staff resources are required to operate the CRM system?
KPI’s What Key performance indicators have been set for the sales team? These need to
calculated from a reverse plan which has calculated the sales activity required to achieve s targets. The plan needs to include KPI’s such as the number of cold calls made, the amoun
Sales Pipeline activity, The Values of Opportunities in the Sales Pipeline, Key Account Man
activity, sales achieved, new sales achieved, profits achieved, both as a team and individua broken down into sales team members and areas.
Milestones, Set milestones regarding who will achieve what targets at what time. It could al
include what industries will be penetrated by what date, and what profits will be achieved by Perhaps even what new markets are created by a certain time.
SECTION TWO, is about the implementation of the processes. Specify how the team will collect and manage leads. What industries they will come from a we will make contact with them, and at what rate we will contact them.
Qualification, how will we qualify the leads and how we will manage them. Once they are c
a prospect, how will we choose a particular sales? How will we manage leads which do not
Clients, what is the sales process for an existing client, how we write an account plan? Wh
system, and who manages it? How do we qualify the difference between an Account, Major Key Account, and a Strategic Partner?
Opportunity, how do we create and manage a new opportunity. What process will we use t
we have correctly qualified the realness of the opportunity? We need to use at quantitative measuring the reality of an opportunity.
SECTION THREE, is about how we measure the efforts of the sales team.
Leads and Prospects, Put a value on leads and prospects so they can be measured at an
information must be live and available to all sales team members.
Sales Activity, measure sales activity such as number of prospecting phone calls and the
measure success of proposals, measure success of face-to-face prospecting visits with cus
Sales Processes, need to be established for all forms of sales activity, including the gathe
of leads, prospects, clients and opportunities. These sales processes should be integrated i
Sales, measure sales and profitability, slice and dice the inform ation in accordance with the
the sales plan, and make the information available to the sales team. Measure the value of
team has created.
Profits, measure profits and establish where the greatest and least return is coming from.
Sales Team Members, measure sales team member’s skills and establish if coaching and
required.
Customer Service, What are the customer service procedures and how does it integrate in
service procedures do not exist, then they should be forecasted as a milestone to be achiev
SECTION FOUR
Analyze, the items measured in Section three and adjust the plan to ensure that we achiev
the sales plan. The analysis should be a formal process and must be scheduled each quart During the analysis process we should identify the Personal Development needs of the sale implement programs to assist the members to achieve the goals.
DSHEET AVAILABE TO SUBSCRIPTION MEMBERS O
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LY
Sales Action Plan
UNRESTRICTED SPREADSHEET A
For: Establish your objective
What is the primary goal you want to accomplish? Try to be S M A R T about it (Specific, Measurable, Attainable, Realistic and Timely). Step One: List your top 5 target customer segments (to increase
w a l l e t s h a r e )
These would include categories of customers that you want to get more business from. They could be Realtors, specific companies, certain types of customers (loan customers without checking), heavy ATM or
Double check reports and other internal resources that help determine who the profitable relationships are f 1 2 3 4 5 Step Two: List your top 5 prospects (to increase
) market share
Identify other areas where you could generate more business. Are there niches that you are currently serving now that have other opportunities in your comm unity (education, healthcare, manufacturing, electronic banking, etc…). If there are profitable categories of customers from One (above), look for
prospects in similar industries. 1 2 3 4 5 Step Three: Defining the key employees that will help in the process
Identify those in the bank that will help you accomplish your goals and what role they will play. 1 2 3 4
5 Step Four: Create your “milk route”
Now that you have identified who you are going to go after, you need to have a way to go get them. Depending on your role with the bank, a “milk route” could be something as simple as making a few phone
notes to developing an out-of-office calling plan to get out of the bank and see the customer and/or prospec Week 1
Week 2
Week 3
Week 4
Monday Tuesday Wednesday Thursday Friday Weekend Will you… Call Them? See Them? M a i l Th e m ? E - M a i l T h e m ?
*Ensure that you perform the necessary follow-up (phone calls, thank you note, etc…) and tie up any loose Step Five: Outreach and awareness
List things that you can do to get your message out so people know who you are and what you do. These it be things like e-mail messages and taglines, direct mail campaigns, online tools (like blogs or Facebook pa
1 2 3 4 5 Step Six: Create your “personal brand”
Pick five things that you can start to use that will help to create your own personal brand. 1 2 3 4 5 Step Seven: Develop a networking plan What are some of the things that you can do to get more “face time” with customers and prospects on a mo
1 2 3 4 5
Step Eight: Educate yourself
What can you do for an hour each week to improve yourself? Read a book, industry journal, bank literature you don’t know well, attend training seminars, podcasts, webinars, etc…
1 2 3 4 5 Step Nine: Review and adjust
Review this plan on a regular basis and adjust areas that need modification every month. This will be a “work in process” and over time will develop into a useful tool for your sales efforts. Step Ten: Stay motivated
What are some of the things you can do to stay motivated? 1 2 3 4 5 Notes:
AILABE TO SUBSCRIPTION MEMBERS ONLY
debit card users, etc…
or your institution.
alls and sending personalized
ts on a regular basis.
nds.
ms could es), etc… Be consistent!
nthly basis?
on products/services
UNRESTRICTED SPREADSHEET AVAILA
Streamlined Pipeline Management
Instructions: Enter data into the white and green cells only. Account Name
Pipeline Stage
Forecast Close
Potential Opportunity
Chance of Sale
Weighted Forecast
A. Datum Corporation
Lead
Q1
$
300,000
25%
$
75,000
Adventure Works
Lead
Q1
$
200,000
25%
$
50,000
Alpine Ski House
Opportunity
Q1
$
100,000
50%
$
50,000
Baldwin Museum of Science
Opportunity
Q2
$
500,000
50%
$
250,000
Blue Yonder Airlines
Solution Proposed
Q2
$
400,000
75%
$
300,000
City Power & Light
Solution Proposed
Q2
$
300,000
75%
$
225,000
Coho Vineyard
Formal Approval
Q3
$
200,000
100%
$
200,000
Coho Winery
Formal Approval
Q3
$
100,000
100%
$
100,000
Coho Vineyard & Winery
Lead
Q3
$
500,000
25%
$
125,000
Contoso, Ltd.
Opportunity
Q4
$
300,000
50%
$
150,000
Contoso Pharmaceuticals
Solution Proposed
Q4
$
400,000
75%
$
300,000
Consolidated Messenger
Formal Approval
Q4
$
200,000
100%
$
200,000
Fabrikam, Inc.
Lead
Q1
$
100,000
25%
$
25,000
Fourth Coffee
Formal Approval
Q1
$
200,000
100%
$
200,000
Graphic Design Institute
Formal Approval
Q2
$
300,000
100%
$
300,000
Humongous Insurance
Opportunity
Q2
$
300,000
50%
$
150,000
Litware, Inc.
Lead
Q4
$
400,000
25%
$
100,000
Lucerne Publishing
Lead
Q4
$
200,000
25%
$
50,000
Margie's Travel
Formal Approval
Q4
$
500,000
100%
$
500,000
Northwind Traders
Solution Proposed
Q2
$
300,000
75%
$
225,000
Proseware, Inc.
Solution Proposed
Q2
$
200,000
75%
$
150,000
School of Fine Art TOTAL
Solution Proposed
Q3
$ $
200,000 6,200,000
75%
$ $
150,000 3,875,000
Cumulative
BE TO SUBSCRIPTION MEMBERS ONLY
Q1 Weighted Forecast
Q2 Weighted Forecast
Q3 Weighted Forecast
Q4 Weighted Forecast
$
75,000
$
-
$
-
$
-
$
50,000
$
-
$
-
$
-
$
50,000
$
-
$
-
$
-
$
-
$
250,000
$
-
$
-
$
-
$
300,000
$
-
$
-
$
-
$
225,000
$
-
$
-
$
-
$
-
$
200,000
$
-
$
-
$
-
$
100,000
$
-
$
-
$
-
$
125,000
$
-
$
-
$
-
$
-
$
150,000
$
-
$
-
$
-
$
300,000
$
-
$
-
$
-
$
200,000
$
25,000
$
-
$
-
$
-
$
200,000
$
-
$
-
$
-
$
-
$
300,000
$
-
$
-
$
-
$
150,000
$
-
$
-
$
-
$
-
$
-
$
100,000
$
-
$
-
$
-
$
50,000
$
-
$
-
$
-
$
500,000
$
-
$
225,000
$
-
$
-
$
-
$
150,000
$
-
$
-
$ $
400,000
$ $
1,600,000
$ $
150,000 575,000
$ $
1,300,000
$
400,000
$
2,000,000
$
2,575,000
$
3,875,000
Sales strategy: Top eight mistakes to avoid The selling of goods and services requires a plan. We have already discussed how to create a sales Just as having no plan is a bad idea, having the wrong plan causes its own set of problems. Here we will: List a set of common sales strategy mistakes Talk through how you can avoid making them 1.
Not using a range of sales channels
Deciding on one sales channel and sticking with it sounds like an easy option. And it certainly is easi Multichannel distribution isn’t solely a choice made by companies, it’s a demand made by customer ways. If you refuse to acknowledge this you risk falling behind you competitors. A website, mobile site, so which you need to consider serving. 2.
Targeting the wrong customer
When you are choosing products to sell you probably have an idea of your target market and how to market research and competitive benchmarking analysis. Look at what your competitors are doi make sure you have the right audience in mind. Getting this wrong will throw off the success of your 3.
Sticking rigidly to your plan
Being nimble is an essential element to success in business. What is right one week might not be ri order to move with the market. What feedback are you getting from your sales teams? What are the updated to make sure you are getting your focus right. 4.
Making is a one way process
Your sales strategy involves you talking to your target audience. But occasionally your audience will feedback from your customers wherever they choose to contact you from – social media, live chat, c 5.
Prepare for growth
You sales strategy is aiming for high sales and big growth but can your business handle it if it come your sales team know how to handle multiple orders? These are questions you need to ask yourself 6.
Not cross-selling?
Cross-selling is an effective way of boosting sales by increasing the value of existing sales. An enga someone you haven’t drawn onto your site yet. 7.
Skipping channel research
Each of the channels you will be using to sell your products through require a full understanding to g brand headfirst into a Twitter or Facebook without grasping their nuances is a mistake which you mi 8.
Forgetting about budgets
Using these extra channels will cost you. They might involve an initial investment, an ongoing fee or they come, you need to keep on top of them. Don’t blow budgets for no good reason.
plan. Now it’s time to look at the pitfalls in creating one.
ier, if you are prepared to lose out on lots of sales. – driven by their desire to shop in a range of different
cial media and marketplace – these are all channels
reach it. These assumptions need to be backed up with ing, speak to your manufacturer and scour the internet to entire sales strategy.
ht the next and you need to be able to read the signs in analytics telling you? Your plan should constantly
talk back. Make sure you are you listening to the omments on your site. Not listening will lose leads.
? Will your site crash if it gets a spike in traffic? Does and plan for in the strategy.
ged and interested shopper is likely to spend more than
et the most out of them. Throwing yourself and your ght pay for down the line.
take up a lot of time. W hatever the costs are and how
