1、1,Commercial HVAC Service Sales Leadership,Service Sales & Management,B2B Sales Excellence,2,Agenda,Leadership Keys to Success Service Training & Coaching Service Assessment & Evaluation Change Management,Sales & Marketing Education Service Sales & Service Management,Section 1. Leadership,Introducti
2、on to Leadership & Management,4,Service Development Introduction,James Graening Background Training & Coaching, Curriculum Core Competencies NorthBoundary Software Overview Service Development Goals,5,James Graening Background,University of Akron, Business, HR 28 Years Experience, Trades and HVAC Ho
3、neywell 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 Training Facilitator, Author,6,Training & Coaching, Curriculum Writ
4、ten,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,
5、 2 & 3 Day Classes Effective Mechanical Project Management Customer Service Excellence Service Dispatch-Coordination,7,Core Competencies, Service,The following Jim Graening competencies relate to commercial HVAC and electrical service contracting: “Ethical & Credible Approach to Selling” Classroom T
6、raining 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,8,NorthBoundary Software Experience,Maintenance Agreement Pricing Maintenance Proposa
7、l System Project Pricing and Proposals Owning and Operating Cost Analysis Sales Manager System Customer Information Forms Quick Draw for DesignGo to the NB Website ,9,Service & Service Sales Development Goals,Assessment & Service Business Plan Development Service Sales & Service Management Training
8、& 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,
9、Section 2. Keys to Success,Growing Service and Building Service Sales,11,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 Proc
10、ess 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,12,Service Sales Process Keys to Succ
11、ess,Organizational $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 H
12、ire correctly, training the process Track, Measure & Reward Success,13,The Value Chain & Sales,Add Value - Market Maker,Commodity - Service - Value,14,Overview of the Sales Process,Concept from “The New Strategic Selling”, Miller-Heiman,15,Responsibilities for Sales,Increasing and maintaining profit
13、able 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, d
14、ocument, 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,16,Sales Person Keys to Success,The Right Compensation Package that Rewards Performance and Del
15、ivers 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 M&S development Systems that Support Tracking and Measurement to Ma
16、nage Expectations The Organizational Structure and Operational Model that Supports and Encourages Selling Sales Process and Marketing Approach with Tools that Encourage the Right Behaviors,17,Compensation Packages (attracting the best; keep competition in check),Examine fair, independent, general co
17、mpetitive 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 ra
18、nge 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,
19、000 in gross sales. Of that, $200-250,000 would be the objective for preventive maintenance (annual “raw” sales dollars).,18,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
20、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.,19,Tracking & Measurement,Wi
21、th 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, co
22、ntrols 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.,20,Organizational Structure & Operational Model,Organizational structure needs to reflect proven theories about manage
23、ment 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 activ
24、ity 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,21,Service Financial Reporting,Service Department/Division Finan
25、cials 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, T&I,Section 3. Sales Training & Coaching,The Service Sales Education “Journey”,23,Service
26、 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 (Coachi
27、ng) Additional Education Opportunities 1-2 Day: “Advanced Sales - Strategic Account Management” “Customer Service Excellence” “Dispatch Coordination”,24,Regional Classroom Training & Education,Preventive Maintenance Agreement Sales Training, 3 or 5 day class Sales & Activity Management Training, 3 d
28、ay 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),25,Training Descriptions,Servi
29、ce 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 proce
30、ss 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 refe
31、rence.,26,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 succe
32、ss 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 est
33、imating skills necessary to be successful in project sales using the NorthBoundary Selling System.,27,Sales Process Overview,Marketing preparation and territory management Prospecting and setting the appointments Conducting a first meeting or “first call appointment” Surveying, qualifying and pricin
34、g the solutions Confirming information with a financial analysis Making unique recommendations - proposals Closing the sale signing of agreements Performance reviews and customer retention,Section 4. Service Assessment & Evaluation,On-site Service and Strategic Business Plans,29,Assessment & Evaluat
35、ion,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 Acti
36、on plans created with teams (time frame) Tracking and monitoring of actions Adjustments and repeat,30,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 relationship
37、s.”“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!,31,Importance of “One-on-one” Meetings & Coaching,Discussing the numbers Discussing the prospecting activity and
38、 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,32,Successful Culture, Success Char
39、acteristics,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” Visio
40、n, “How will we go to market?” “Miller-Heiman” Funnel Concept Training & Education for Service Sales Management & Follow-up!,33,Service Change Management Process,“Coaching is seeing what others dont see, means changing behavior and encouraging positive change at all levels”Assess and evaluate inform
41、ation Planning with the “end in mind” Options and negotiations Goals and objectives Action plans Tracking,5. NorthBoundary Software & Sales Management,The Selling System and How to Manage Sales,35,NorthBoundary Software,Maintenance Agreement Pricing Tutorial CD Maintenance Proposal System Tutorial C
42、D Project Pricing and Proposal Generating Training Owning and Operating Cost Analysis Coaching Sales Manager System Implementation Customer Information Forms Usage Quick Draw for Design ToolsNB Website ,36,Service Growth for Managers,Encourage Research, Cold Calls Get Commitment for Phone Time from
43、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 pr
44、ospect? How will we deliver and manage project/PMA?,37,Sales Process Absolutes,Phone Skills - Setting AppointmentsPractice and role play situations Facilitating The Structured First VisitFacilitate with the sales person, examples Gaining “The Plan of Action”Review the plans of action obtained, sched
45、ule Confirm and Verify All InformationEncourage confirming skills-negotiating Presenting Proposals Closing the SaleProvide assistance for proposal development, closing,38,Service Sales Management,Develop the Marketing Approach Use the Sales Process Manage with Sales Meetings, “One-on-ones” Plan, Tra
46、ck & 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 a
47、nd verifying,39,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 a
48、nd 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,40,Indiv
49、idual 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?”,41,Closing and Questions?,Notes:_James Graening, B2B Sales Excellence , 330.807.6648,
