6 Steps to Create a Successful Sales Business Plan
Written By Summer Sturgill
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The Best Free Business Plan Template For Individual Sales Reps
Updated: June 10, 2022
Published: June 09, 2022
Working in sales can be challenging at times, and after working in a sales role for a while, you may begin to feel fatigued or experience low motivation. Wouldn’t life be easier if you had access to business plan templates for sales representatives?
Reignite your drive and excitement and give yourself a great gift — something that keeps on giving even after years of working as a sales rep or account executive . Give yourself something that can improve your performance and increase revenue. Give yourself the gift of a business plan.
A business plan requires you to think about your efforts from a high level. Who are you targeting? What are your performance goals? How do you plan to achieve them? Not only will a high-level view of your audience and goals help you meet and exceed them, but it might even help you climb the sales career ladder .
Below, I share the key elements of a sales business plan.
Sales Business Plan Layout
- High-Level Review
- Tactics and Actions
- Key Performance Indicators (KPIs)
- Sales and Marketing Alignment
- Obstacles to Success
- Personal and Professional Development
Free Business Plan Template
Fill out this form to access your template..
I’ve found it easiest to start with the end in mind and work backward from there. Naturally, your goals will include your company’s expectations (i.e., quota), but why not go even further?
Be more specific. What do you want to achieve?
A promotion? A certain level of income? A certain number of conversions per month? X number of new clients acquired over the year? How about increasing your average deal size? Whatever it is, put it down in writing and build a plan to get yourself there.
It’s powerful to write down our goals. One year, I decided to write five goals on the whiteboard in my office. At year-end, I had hit four of them, including finally buying the classic car I have had my eye on for 30 years.
2. High-Level Review
Got your goals on hand? Great. Now take a few minutes to ponder the strategies you pursued previously. Which ones worked well and made sense to incorporate again this year? And which didn’t work at all and either need to be adjusted or scrapped altogether?
This review will be your guidepost as you create a strategy and action plan. Be honest with yourself during this reflection. Consider asking for feedback from managers, peers, and clients. You might even seek feedback from prospects who didn’t end up buying from you. What can you do better? Was there anything about your sales tactics that put them off ? Why did they choose a competitor over you?
If this all sounds vague, take a numbers approach to this review. Instead of reviewing your sales strategies , review how your numbers fared throughout the year — revenue generated, number of meetings, number of proposals, number of demos, close rate, and so on. (Your review will be even more telling and powerful if you combine that qualitative review with a quantitative one.)
3. A Strategy
Once you have articulated what you want to achieve, here are the next logical questions to ask:
- How will you do better to reach your goals?
- What new markets will you approach?
- Which customers and prospects will you target?
- How will you frame the sales conversation or sharpen your sales story?
- What new things will you try on the phone, online, or face-to-face?
See that review that we did in that last step? This is where it’ll come in handy. Having a clear idea of what worked and what didn’t will tell you what you should keep or remove from your new strategy. For example, if last year you sent follow-up emails three days after a demo, you could try sending follow-up emails two days this time. This is one of the tactics you could use.
That brings me to my next point. After creating a strategy, it’s time to come up with some tactics and take action.
4. Tactics and Actions
This section is critical because sales is a verb (it may not be in the dictionary, but in my book, it is).
The most well-intentioned goals and the soundest strategies mean nothing if you don’t know what steps to take to achieve them. So for this section of your plan, ask yourself, "What activities am I going to commit to?"
For example, you’ll have X number of face-to-face conversations per month or make Y prospecting calls per week. Whatever the activities are, they should drive what ends up on your calendar on a daily or weekly basis.
Let's say your goal is to make more sales in a shorter time. Include the resources and tools you'll use to achieve that goal in your business plan. In this case, one option would be to use a CRM database to help you keep track of your prospects and eliminate manual data entry (e.g., logging emails and calls), ultimately increasing your efficiency.
5. Key Performance Indicators (KPIs)
Action is action, but if there’s no way to measure its success, you won’t know what worked and what didn’t. You’ll therefore want to put metrics in place to monitor your progress. I recommend setting target numbers for the following KPIs:
- Raw number of deals closed
- Close ratio
- Revenue per account
- Customer retention rate
- Calls and emails
- Quotes or proposals
Remember, set a target number for each of these metrics. That way, you have something to reach toward. You can manually keep track of this information or use dedicated sales software . Or you can ask your manager to give you the performance data.
6. Sales and Marketing Alignment
You know what you want to do, how you’re going to do it, and which metrics you want to track. As you carry out your strategy, be sure to align your efforts with the efforts of your company’s marketing team.
Aligning your sales plan with a whole other department may sound over-the-top, but hear me out: sales teams depend on marketing teams to deliver leads. Even when you’re prospecting, marketing has likely identified the types of companies — and the best job titles — you should use for outreach.
When those leads get to your desk, it’s time to sell to them in a way that continues the nurturing process that marketing started. Say the lead was acquired when they downloaded an ebook on how to improve their productivity. When that lead gets assigned to you, propose your company’s product as a solution. Don’t try to sell it as if you don’t know the person and why they’re there.
It’s helpful to have a CRM that keeps track of your leads’ marketing-related activity. That way, you know which pages they’ve visited, what they’ve downloaded, and whether they’ve reached out to your company before. When carrying out your sales strategy, do so in a way that can fulfill the promises extended by marketing. Take a look at the content on your website, your company’s slogan, and your buyer personas . Use this information to create the perfect pitch.
After, connect with the marketing team to let them know whether that was a good lead or whether the buyer personas and the content on the website need adjustment. If your team does not meet regularly with marketing, bring the issue to your manager. Marketing and sales alignment is critical for your plan’s success.
But there are other obstacles to look out for, too — and you must have them.
7. Obstacles to Success
This is a unique addition I haven’t seen in many plans, but I think it’s an important component. This is where you lay out what could prevent you from reaching your goals and highlight areas where you might need some help. The truth is that you likely know what will get in the way of your success. So instead of using these obstacles as excuses later, point them out at the beginning.
Think carefully: What obstacles will keep you from succeeding?
Do you need new tools or different technology? More flexibility? Better internal support? Put it down in writing now. That way, when you present your plan to your manager (and I strongly encourage you to present your plan to your manager and maybe even a few peers), you give them a chance to support you.
They can either remove the obstacle or tell you it can't be removed in the short term. Either way, it’s in your best interest to declare these potential pitfalls now so that they’re not excuses down the road.
8. Personal and Professional Development
This is another important aspect of the business plan that's often overlooked. I regularly see salespeople fail because they’ve stopped learning and growing.
Many have become stale. Others are bored and ineffective from deploying the same techniques year after year. You wouldn’t go to a doctor that didn’t read medical journals and was treating patients with the same protocol he used twenty years ago, would you?
So commit to growing as a sales professional this year. What are you going to do to grow in your career?
What conferences are you going to attend? Which books are you going to read? Which sales blogs will you follow?
Now, once you have the layout for your sales business plan solidified, you must do two things:
- Get it down on paper - You’re more likely to achieve goals if you write them down. Just trust me on that.
- Get more specific - Using an actual business plan template can prompt you to think deeper about your motivation and action plan.
Below is a free business plan template you can use to get started.
Start building your business plan with this free template.
Featured Resource: Free Business Plan Template
An individual development plan (IDP) is a document that you would make to identify your goals and objectives to your employer. After identifying your goals, ensure that your objectives follow the SMART (Specific, Measurable, Achievable, Relevant, Time-bound) goal framework. Lastly, for each action, assign a target date. While it does not need to be a specific day of the year, set your timeline by quarters of the year — as seen in the above example.
In addition to the long-term and short-term goals that the above example from Simplicable demonstrates, the resources required section is another useful component of the individual development plan. It directly informs your employer that you require support to achieve the goals and objectives that will ultimately benefit the entire company.
2. Medical Sales Business Plan
While a medical sales business plan can help you land a promotion, it could be decisive in helping you impress a hiring manager. It should include your learning goals, your plans for establishing yourself, and your game plan for generating sales. For medical sales business plans, the 30-60-90 day sales plan is customary in the industry.
The UNC Health Care example above is a hybrid of the 30-60-90 plan in that it focuses on the long-term goal of change at the end of three months. Although it doesn’t focus on medical sales, it accurately demonstrates the progression of this plan. In a typical 30-60-90 sales plan, you would state your goals, the action steps you will use to reach them, your target dates, and your metrics for success.
3. Automotive Sales Business Plan
Automotive sales business plans are slightly more challenging than other business plans because there are a lot of factors to consider. When building your plan, you need to start with an analysis. It includes an analysis of your company, industry, customers, and competitors.
Once you have included in-depth analysis, focus on demonstrating your ideas with the four Ps of marketing . The four Ps of marketing are product, price, place, and promotion.
First, outline your focus products. Second, discuss price. You can include current pricing and any proposed changes. Further analysis would include how these prices stack up against competitors and how they affect your customers.
Third, concentrate on your location. This information should detail how your location either adds or decreases traffic and propose solutions for the latter. Lastly, recommend promotions. In the automotive industry, customers are always looking for the best deal.
You also have to be very visible with your marketing. Possibly one of the most important sections of your automotive sales business template, include a detailed course of action for promotional ideas and plans.
4. Territory Business Plan
A territory business plan should cover your sales territory. Historically, sales territory is the division of geographical regions for assignments to sales representatives. These representatives are responsible for all customers or clients within that area.
Now, industry, sales potential, and customer type affect territory business planning. An example of customer type is focusing your territory planning on individuals with the same median income. Instead of using geography, this alternative can lead to more strategic success.
When creating a territory business plan, you want to start by analyzing your business goals and objectives. As you build your plan, include an analysis of your prospects and a SWOT analysis . It’s a planning technique that identifies strengths, weaknesses, opportunities, and threats. This information will allow you to propose strategies for sales territories and devise an action plan.
5. Quarterly Business Plan
Creating a business plan for an entire year can be too complex. By separating the year into quarters, you can make your business strategy more actionable. Quarterly business planning is when you set goals and objectives and measure performance after each quarter. Typically, the year segments into Quarter 1 (January 1 to March 31), Quarter 2 (April 1 to June 30), Quarter 3 (July 1 to September 30), and Quarter 4 (October 1 to December 31).
Quarterly business planning focuses on short-term goals that ultimately help fulfill any long-term goals. Your quarterly business plan should include your focus areas, metrics for determining success, and your action plan.
Crush Your Sales Goals with a Business and Sales Plan
With the plan I’ve shared, you'll be prepared to take on any goal or challenge in your career. Consider it a gift to yourself that keeps on giving. Use your plan like a living document, review it weekly, and make tweaks as necessary along the way. Let it dictate what makes it onto your calendar. At year-end, you will be amazed at what you accomplished and thankful you invested the time to do this now.
Editor's note: This post was originally published in May 2020 and has been updated for comprehensiveness.
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How to Write a Sales Plan
This guide explains the purpose of a sales plan, what it contains and how to write one that works for your business. it also includes a free template for your own sales plan..
- A sales plan is a blueprint that sets specific sales goals for your business and helps your sales team achieve them.
- For your sales plan to be effective, you should include realistic goals, tools to track your sales, future expectations, commission structure and relevant training programs.
- A sales plan is a critical tool to help a business drive sales and navigate risks.
- This article is for small business owners and sales managers who want to create a successful sales plan.
Every business needs a business plan as well as more detailed road maps that offer guidance to each department working toward that common goal. As the revenue-generating engine of your company, the sales department should be a top priority for this type of document, aptly named the “sales plan.” This guide introduces the concept of a sales plan and gives you all the guidance you need to create a sales plan that works for your business.
What is a sales plan?
A sales plan details the overall sales strategy of a business, including the revenue objectives of the company and how the sales department will meet those goals. This may also include revenue goals, the target audience and tools the team will use in their day-to-day. In addition, the sales plan should include examples of the hurdles and pain points the team might encounter, as well as contingency plans to overcome them.
“[A sales plan] is essential to support the growth of an organization,” said Bill Santos, vice president of the ITsavvy Advanced Solutions Group. “A sales plan helps individual reps understand the priorities of the business as well as the measurements by which they will be evaluated.”
Business plans vs. sales plans
Business plans and sales plans are closely linked. A sales plan, though, should outline the actions that the sales department will take to achieve the company’s broader goals. A sales plan differs from a business plan, though both work toward the same end.
“A business plan is a ‘what’ [and] a sales plan is a ‘how,'” said James R. Bailey , professor of management and Hochberg Professional Fellow of Leadership Development at the George Washington University School of Business. “Business plans are where a firm wants to go. A sales plan is a part of how they can achieve that. A business plan is direction; a sales plan is execution.”
For example, a software company that developed a new mobile application might state in its business plan that the app will be installed by 1 million users within a year of launch, while the sales plan describes how that will actually be achieved.
How to write a sales plan
Every sales plan should suit the individual needs of a different company, so they come in all shapes and sizes. There is no one-size-fits-all sales plan; the one you create will be unique to your business. With careful planning, you’ll have a much clearer vision of what you need to accomplish and a road map for how to get there.
Chris Gibbs, vice president of global sales at Centripetal Networks, named some additional items that every sales plan should include.
- Targeted accounts: Assign each salesperson a few key accounts to focus on, and grow from that base.
- Targeted verticals: Sales teams might focus on specific market segments or verticals, such as a particular industry.
- SKUs: Salespeople should emphasize certain SKUs or inventory items rather than get lost in a broad catalog of merchandise to sell.
- Sales and marketing coordination: Sales and marketing teams should work together to create promotions to help generate sales.
- Product road maps: Every company has a road map, and each product should have a road map that shows the plan and direction for a product offering over time to chart out when a product will launch and when it might sunset or be replaced by a newer model.
- Forecasts: Sales forecasting is projecting sales volumes and expectations by comparing them historically to sales of previous years, and then conducting market comparison to determine where sales will fall against the competition.
“Sales plans are extremely important to ensure there is cohesiveness between product teams, sales and marketing,” Gibbs said. “In addition, they’re important for ensuring that timing of new products and/or new version releases coincide with sales objectives and forecasts.”
What are the steps to create a sales plan?
A sales plan is necessary for businesses of every size, from an individual entrepreneur to a Fortune 500 company. When you’re ready to actually write your sales plan, follow these steps:
1. Define the objectives.
Clearly outlining your goals and stating your objectives should always be the first step in creating a sales plan or any other business venture. You should include the expected sales volume and any markets or territories you expect to reach.
For example, let’s say you own a retail store selling household goods and electronics. If your purpose is to establish yourself as a trusted local retailer, ask yourself the following questions:
- If so, are they purchasing anything or just browsing?
- Was it word of mouth?
- Was it through marketing efforts, such as email marketing, direct mail or social media?
- How many are new customers?
- How many are repeat customers?
- Where do you want your sales to come from?
- What are some external and internal factors that could impact your sales? These include industry trends and economic conditions.
When you can precisely state your key objectives, you are setting yourself up to plan later steps around achieving your goals.
2. Assess the current situation.
The next step is to create an honest overview of your business situation in relation to the goal you set in the first step.
Review your strengths and assets. Take a look at your resources and how you can apply them to your goal. This can include personal relationships and competitive advantages like new products or services.
For example, if your goal is to enhance your relationship with your customers, you’d need to ask yourself some questions to examine your current situation:
- What is your current relationship with your customers?
- Where did most of your sales come from?
- Where would you like to expand your sales?
When examining your strengths and opportunities, conduct a SWOT analysis to get a clearer picture of where your business stands.
3. Determine and outline the sales strategies.
Sales strategies are the actual tactics your team will use to reach customers. They can include marketing channels as well as procedures for lead generation and client outreach employed by your salespeople.
Here are two examples of potential sales strategies:
- Use your POS system to retain customer information so you can track current and new customers.
- Employ email marketing, text message marketing , social media, outbound call center services and direct mail marketing campaigns.
4. Define roles for the sales team.
Each member of the sales team should be assigned clear roles, whether they vary from person to person or everyone performs the same functions.
Defining the sales direction of the team is crucial, as it shows the focus of the company and helps the team target and execute sales most effectively.
The plan of attack for the sales team should be communicated clearly by leadership, whether it is from team leaders or the CEO.
5. Inform other departments of sales objectives.
A sales plan shouldn’t just update a company president or C-suite; it should inform the whole organization of the sales team’s objectives.
Clearly outline your plan for the rest of the company to help them understand the goals and procedures of the sales team. Other departments become more efficient when interacting with the sales team and clients. This also conveys a certain level of quality and professionalism to the clients about the company.
6. Provide tools for the sales team.
Provide the tools each member of the sales team needs to achieve the stated goals, such as customer relationship management (CRM) software. The best CRM software is customizable to meet a company’s needs, making it much easier for your team to use the software and work efficiently.
7. Detail how the department will track progress.
Offer strategic direction and insight on how progress will be monitored. Having a quarterly review to assess whether the company is on target is just as important as the plan itself.
Markets change, and so should your sales plan. Keeping it up to date will help you capitalize on the market and achieve your goals. Tracking progress is made easier by the tools you use to collect data. That data will then have to be analyzed and presented in a way which all departments can understand and use for future growth.
Key elements of a sales plan
Every sales plan should also include the following elements.
You need to set achievable goals . Challenge your sales team, but don’t push too hard. Bailey said that these “deliverables” are among the key points to include in a sales business plan.
“Deliverables need to be as specific as possible and moderately difficult to achieve – specific inasmuch as being measurable in a manner that is uncontested [and] moderately difficult inasmuch as making sales goals too difficult can lead to failure and discouragement.”
Midpoint goals also help build morale and keep the team working toward a larger goal. Instead of having one giant goal, creating smaller goals to achieve along the way will keep your team focused.
Set milestones that give you the opportunity to regularly determine whether you are on track to achieve your sales goals or need to make adjustments.
Tracking sales throughout the term is helpful, and you can employ tools to keep track of each team member as well as the department overall. It also helps establish a culture of accountability among salespeople.
“Tools can help, especially project management and CRM software,” Santos said. “Having a weekly cadence of update and review is also important, as it sends a message that ownership and updates are important.”
Clear expectations and a defined commission structure
Assign goals and responsibilities to each team member to make expectations clear. This is true whether or not each team member has the same goals.
“We meet with each individual to come up with a plan that works for them so that they can reach their goals,” said Leah Adams, director of client success at Point3 Security. “We measure results based on numbers. Each team member has his own plan and how they’re going to get there.”
It’s also necessary to spell out the commission structure in full detail.
“The only real difference is how sales count,” Bailey said. “In petroleum-based products … a few big clients are necessary. Compensation needs to be structured not just in contract value, but in graduated terms: Above $1 million, commissions move from 5% to 9%, and so forth. In smaller-volume enterprises, commissions might be front-loaded with higher percentages early, then graduated down. You have to reward what you want.”
Along the way, some training might be necessary to maintain the momentum.
“What’s important to us is that we’re teaching these individuals to be the best salesperson they can be,” Adams said. “We help them do that by constantly training them and giving them knowledge of what’s going on in our industry. Everything stays on track because each member of the team knows their individual goal; though each person has a number, they also know the ultimate goal is for the entire team to hit.”
Adams said that an effective CRM keeps things organized and helps delegate tasks and responsibilities on a schedule that uses the company’s lead information.
Key steps to follow when devising a sales plan
Here are some best practices for creating a sales plan:
- Refer to the business plan. The sales plan should directly address the objectives of the business plan and how those objectives can be achieved.
- Advance clear objectives. The clearer the objectives are, the easier it will be to reach your goals.
- Reference prior sales data. Chart sales over the previous few terms, and project the trend for the current term. New businesses can create sales projections based on expectations.
- Outline the commission structure. This will help motivate your team and help you calculate anticipated costs.
- Be clear about how progress is measured. There should be no dispute about this. If larger clients carry more weight than lower-volume buyers, that should be stated upfront.
The benefits of a sales plan
A sales plan keeps the sales department on track, considering the details of how they must operate to hit their targets and achieve company objectives. Because the sales team is the primary driver of revenue, it is an incredibly important document. [Related article: Adopting a CRM? How to Get Buy-in From Your Sales Department ]
“It’s extremely important to have a sales plan in place, almost a must,” Adams said. “Without this plan, it’s almost impossible to get through the year and hit the company’s sales goals.”
It’s not uncommon to encounter obstacles along the way, however. A good sales plan accounts for that.
“Almost always, you’ll run into the speed bumps along the way, but with a plan in place, it makes it a whole lot easier to navigate through it all,” Adams said. “The sales plan allows you to adjust when necessary so the goal can still be hit. I strongly believe a plan allows you to stay in control and reduce the risk while being able to measure the team’s results along the way to that finish line.”
A solid sales plan helps you deal with unexpected events and acts as a benchmark for where your company is and where you want it to go.
Sales plan templates
Sales templates are helpful in that many of them are based on tried-and-true formats that have been used by businesses across several industries. They can also provide structure so that it is clear to each employee what their role and responsibilities are.
Create your own sales plan by downloading our free template .
“A template helps plan each individual’s daily activities in a structured way,” Adams said. “If you know what each person is doing daily, it’s easier to help correct what’s going wrong. It helps with things like conversion rates, etc. Yes, these templates can be customized in any way a team’s manager sees fit, based on how he believes the team will perform better.”
Sales plans should be unique to the company; however, there are key components they should always include. Because there is somewhat of a formula, you can use a template.
Templates are extremely helpful, Gibbs said. “It creates uniformity for the team, as well as a yearly or quarterly sales plan to present to senior management.”
Gibbs added that templates can easily be customized to meet the needs of a particular business or sales team.
Keeping your team on track with a sales plan
Planning is vital for any business, especially when dealing with sales targets. Before selling your product or service, you must outline your goals and ways to execute them. Essentially, a sales plan enables you to mitigate problems and risks. When there is a clear plan of action, you will know how to proceed in order to attain your goals.
Enid Burns contributed to the writing and reporting in this article. Source interviews were conducted for a previous version of this article.
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Sales Plan: 7 Steps to Creating one that Grows Your Pipeline
A sales plan is the first step towards defining your sales strategy , what your sales goals are and how you’re going to reach them.
You need to formalize who your target audience is, how your team will be structured, what types of reps you will hire, what communications and measurement tools you’ll use, your revenue goals and how you will measure performance.
A refined sales plan is a go-to resource for your reps. It helps them better understand their role, responsibilities, targets, tactics and methods. Done right, it empowers your reps to perform at their highest level. Because it’s loaded with detailed strategies and best-practices, your reps can consistently refer back for ongoing support.
In this article, we’ll outline what a sales plan is, why it’s important to create one and exactly what you should include in your own plan.
What is a sales plan and why create one?
Your sales plan is a roadmap that outlines how you’ll hit your revenue targets, who your target market is, the activities needed to achieve your goals and any roadblocks you may need to overcome along the way.
Many business leaders see the sales plan as an extension of the traditional business plan. The business plan contains strategic and revenue goals across the organization, while the sales plan lays out how to help achieve them within the sales organization.
An effective sales plan must communicate the following information:
- Company mission and positioning : Why does your company exist and what is your position in the market?
- Sales organization structure : What will your sales team look like? What expertise do they need to deliver results?
- Goals and targets : What are your revenue goals? How will you break those goals down by quarterly and monthly quotas?
- Target audience and customer segments : What are the characteristics of your target market? Which target accounts will you pursue?
- Sales strategies and methodologies : How will you prioritize sales activities ? Which sales methodologies and playbooks will you adopt to guide your reps?
- Sales execution plan : How will you act on this data? When will specific projects and activities be executed?
- Measuring performance and results : What metrics and KPIs will your team be measured on?
Before we explore these areas in more depth, you must understand the benefits a sales plan brings. By understanding its purpose, you can more effectively communicate and secure boardroom buy-in.
The benefits of a sales plan
Most salespeople are driven by action. Because they focus on getting the job done by any means necessary, planning often gets neglected in favor of short-term results.
While this may help them hit quota, the downside is it’s unpredictable. Sales processes should be treated as a system with steps that can be optimized. If reps are doing wildly different things, it’s hard to uncover what’s working and what’s not. A good sales plan can keep them on track using repeatable systems.
This also means that everyone will work toward the same outcome. For example, if £250,000 worth of new business is your “true north” goal for next quarter, you can collaborate and ensure you achieve it together.
As you uncover the activities and methodologies that work best, you can refine your plan and flesh these out into playbooks. Adopt several different sales methodologies across the sales pipeline , focusing on activities that move the needle. Why? Because some methodologies work better than others in certain situations and reps may encounter various scenarios through the buying journey.
Each methodology should guide your reps on what to do throughout the sales process and how to push the deal along. The right methodology will meet your buyer’s needs and ease them through the pipeline.
For example, a SPIN Selling methodology is great for uncovering prospects’ pain points and getting to the heart of the problem, so it works best in the early discovery and qualification stages of the sales process. On the other hand, a Consultative Selling approach helps you reframe how your product or solution will uniquely solve problems, making it ideal for the later intent and evaluation stages.
Your sales plan should also shine a light on the tools and talent you need to adopt and nurture. Uncover answers to the following questions:
- Who do we need to hire in order to execute each stage?
- Who will be in charge of managing those teams ?
- Which CRM is best suited to organize each stage?
- Which additional tools are required to help team members get the job done?
- How will we measure performance and results?
In order to answer these questions accurately, you must collect the right information and data. Your plan is likely to fail if you make assumptions about customer needs and market conditions.
Tailored sales plans for different functions
What period of time should your sales plan cover? Which functions and departments should it apply to? Each organization and function is different. When creating your sales plan, you have two options:
- Create a single plan that covers the entire sales organization
- Dedicate sales plans for each function (sales development, account management, etc.)
The direction you choose will depend on your headcount and how complex each function is. For example, if you have a sales development team with a large headcount (including managers), then having a dedicated sales plan is justified.
While the content will vary for each function, the framework will remain the same. With this in mind, let’s explore the seven components of an effective sales plan.
1. Company mission and positioning
No matter their function or seniority, everyone in your organization must work toward the same goals.
This means understanding what your organization is trying to achieve, and where in the market you position yourself.
To understand this, sales leaders must be involved in all areas of the business strategy. Collaborating and working toward the same goals is impossible if they’re determined by only a select group of stakeholders.
Let’s assume you’re a sales director who has joined an organization to lead their sales efforts. To fully familiarize yourself with the company’s positioning, take the following steps:
- Collaborate with marketing : Your marketing teams live and breathe the positioning of your company. Take the time to talk to each growth function, from demand generation to performance marketing.
- Interview customer success teams : Customer support reps speak with your existing customers every day. Interview them to find common questions and pain-points.
- Talk to your customers : Customer insights are a foundational part of any positioning strategy. Speak directly with existing customers to find out what they love about your product or service.
- Read your company blog : Those in charge of content production have a strong understanding of customer needs. Check out blog articles and ebooks to familiarize yourself with customer language and common themes.
- Look for mentions around the web : How are other people talking about your organization? Look for press mentions, articles and features that mention your products and services.
This insight can provide context around how your company is currently positioned in the market. You’ll get to see what influences this information, providing you with your customer’s perspective.
Finally, speak with the team that was in charge of defining the company positioning. Come armed with a list of questions, and use this time to find out why they made certain decisions. Here are some examples:
- What were the most important insights from the original target audience research that led you to create our positioning statement?
- What competitor research led us to position ourselves in X, Y and Z ways? Does this significantly differentiate us from the rest of the crowd? How?
- What core ideals and values drove us to make X, Y and Z promises in our positioning statement? Have they shifted in any way since we launched? If so, what motivates these promises now?
How to communicate mission and positioning
Within this section of the sales plan, include the following information:
- Company mission : Why your company exists and the value you’re determined to bring to the market.
- Competition : Include information on direct competitors (those who offer similar products and services), as well as indirect competitors (brands who solve the same problem in different ways).
- Value propositions : Encapsulate the features, benefits and solutions that your product delivers.
2. Goals and targets
Now you know what your company stands for and why it exists in the market, you must define your revenue goals and other targets that sales are responsible for.
As mentioned earlier, sales goals are usually aligned with business goals. Revenue goals are established in the boardroom and it’s your job to achieve them.
This is why sales leaders and chief revenue officers (CRO) are a critical piece of the boardroom puzzle. They have the performance insights that will drive achievable goal-setting (and what it takes to achieve them).
Revenue goals will shape your sales strategy, use them to reverse engineer quotas, sales activity and the staff you need to execute them.
Use data on sales activity and past performance to calculate sales targets. You should break this down by pipeline stage and activity conducted by reps across all functions.
For example, how many cold emails does it take to generate a deal? What is the average LTV of your customer? Breaking down these numbers allows you to accurately forecast what it will take to achieve your new revenue goal.
It will also reveal the expertise needed for each activity, along with any required changes to your organizational structure (which we’ll explore in the next section).
How to communicate goals and targets
Your sales plan must clearly state the revenue goal everyone is working toward. This will ensure all team members are working together on the same page.
Break this revenue goal down further into sales targets and activity targets for your team. These might include:
- 200 total cold emails sent per day
- 200 total cold calls made per day
- 25 demos conducted per day
- 5 new sales appointments made a day
- 100 follow-up emails sent per day
Include targets for the time it takes to act on each activity. For example, past performance might indicate a higher appointment rate when lead response time is less than five hours. Using this insight, you can define service-level agreements (SLAs) for each activity.
Next, define targets for other metrics. This includes win rate and conversion rates between pipeline stages.
Activities are the specific actions you and your reps can control, while sales targets are the results provided by those activities. By setting goals for both, you can optimize each activity to further move the needle as you execute on your sales plan.
- Revenue goals : Reverse engineer the boardroom revenue goals to decipher achievable sales goals and the number of staff needed to reach them.
- Calculate sales targets : Use data on sales activity and past performance to define quotas and metrics for each stage of the sales pipeline.
- Identify expertise needed for each activity : What qualities and attributes do your staff need to achieve these predefined activities? How much past experience do they need vs. what can be learned on the job?
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3. Sales organization and team structure
With your goals defined, you can work on identifying the talent and expertise needed in order to achieve them.
Who you hire will depend on your business model and the activities needed to reach your goals. For example, a marketing agency that depends on strong relationships will benefit more from a business development executive than an SDR.
Use the targets established in the previous section to identify who you need to hire as part of your organizational structure. For example, if the average sales development rep can send 20 cold emails a day, and you need to send 200 in order to achieve your goals, you’ll need around ten reps in order to hit your targets.
Micromanaging should be avoided , but now is a good time to ask your existing teams to report on the time spent on certain activities. By keeping a timesheet, you’ll have an accurate forecast on how long certain activities take and the capacity of each rep.
How to communicate your sales organization and team structure
This section of your sales plan must justify who you need on your team and the budget required to hire them. Use the targets and activity-driven metrics mentioned in the previous section to quantify these needs.
Get specific by including the following information:
- Team structure : These are the functions that make up your overall sales organization. The roles of SDR, business development and account teams must be well defined.
- Roles & responsibilities : Include the roles you need to hire, along with the tasks they’re responsible for. This will help you produce job descriptions that attract great talent.
- Salary and compensation : How will your teams be remunerated? Having competitive salaries, compensation schemes and sales incentives will attract top-performers and keep them motivated.
- Timeline : Attempting to hire dozens of people at once is tough. Prioritize hiring based on how critical each role is for executing your plan. Take a phased hiring approach to onboard new reps with the attention they deserve.
Include the information for each team member in a table in your sales plan. Example:
Visualizing each role helps all stakeholders understand who they’re hiring and the people they’re responsible for. It gives them an opportunity to collaborate on the plan and identify the responsibilities and qualities critical in ideal candidates.
- Team Structure : Define a high-level structure for how your team as well as the functions they will perform. This helps to explain why each team member is needed.
- Role specifics : Dig into the specific roles and responsibilities for each team member. Use the insights you amassed from the “qualities and expertise needed for each activity” exercise in Step 3 to curate targeted job descriptions. This will also guide how many reps you need to efficiently complete each activity as well as a competitive compensation plan.
- Timeline : Outline your hiring timeline to generate a clear picture of who you need to hire first and how often you will onboard new hires once critical positions are filled.
4. Target audience and customer segments
A sales plan is useless without knowing who to sell to. Having clearly defined customer personas and segments is critical for success.
Start with your target account criteria. Include the following information to clearly define which companies you’re looking to attract:
- Industries : Which markets and niches do you serve? Are there certain sub-segments of those industries that you specialize in?
- Headcount : How many employees do your best accounts have within their organization?
- Funding : Have they secured one or several rounds of funding?
Collect as much insight as you can around their organizational challenges. This may include growth hurdles, hiring bottlenecks and even barriers created by legislation.
Within those target accounts are your buyers. These individuals have a need for your product and service, each with their own challenges and goals. The way you sell to each buyer will vary, even when they’re within the same organization.
How to communicate target audience and customer segments
Well-documented customer personas fueled by customer insights will help you steer your sales plan in the right direction. Strong personas include the following customer insights:
- Profile : Include basic information about their role, what their career journey looks like and the common priorities within their personal lives.
- Demographics : Add more detailed information about their age, level of income and living situation. Demographic information can help tailor your message to align with the language used across different generations.
- Attributes : What’s their personality like? Are they calm or assertive? Do they handle direct communication themselves or have an assistant? Use these identifying attributes to communicate effectively.
- Challenges : What hurdles is this persona trying to overcome? How does it affect their work, and what’s the impact on them personally?
- Goals : What are these challenges preventing them from achieving? Why are these goals important to them?
- How we help : Using this insight, state how your product or service helps these people overcome challenges and achieve their goals.
These insights will change as your business grows. Enterprise companies may wish to revisit their personas as they move upmarket. For startups, your target audience will evolve frequently as you find product-market fit.
It’s important to constantly revisit this part of your sales plan. Even if your goals and methodologies are the same, always have your finger on the pulse of your customer’s priorities.
- Defined customer personas : Include clearly defined customer personas and target account criteria. These should include specific insights that explain what qualifies a person or institution to make this list.
- Supplemental customer insights : More details about the customer personas to paint a clearer picture of their pain points, challenges, goals, demographics and more. This will help you train your reps on how to sell to these types of buyers, what methodologies will work best across various sales stages and further refine your sales process.
- Space for change : Your customer personas will constantly evolve as you scale your business and release new iterations of your product or service. Keep this front of mind and update this section as needed.
5. Sales strategies and methodologies
With the groundwork laid out, you can begin defining your sales approach. This includes the strategies, techniques and methodologies you’ll use to get your offering out to market.
This part of your sales plan may end up being the largest. It will outline every practical area of your sales strategy, including:
- Sales methodologies : The different practices and approaches you’ll adopt to shape your sales strategy.
- Sales stages : The different steps required to convert prospects into paying customers.
- Sales playbooks : The tactics, techniques and sales strategy templates needed to guide contacts throughout each stage of the sales process.
Start by mapping out each stage of your sales process. What are the steps needed to guide a prospect through your deal flow?
Traditionally, sales stages are broken down into nine categories:
- Prospecting and lead generation : Marketing must deliver leads, but sales reps must supplement this volume with their own prospecting efforts.
- Qualification : Measure those leads against your target account criteria and customer personas. Ensure they’re a good fit, prioritizing your time on high-value relationships.
- Reach out to new leads : Initial emails and follow-up activity to guide new leads into the sales funnel. This activity includes cold calling and direct mail.
- Appointment setting : Schedule a demo, discovery call or consultation.
- Needs defined : After the initial meeting, you’ll understand your prospect’s problems and how your product or service can solve them.
- Presentation : Reveal the solution. This can be in the form of a proposal, custom service packages or a face-to-face pitch.
- Negotiation : This stage is dedicated to overcoming any objections your prospect may have.
- Winning the deal : The contract is signed and your prospect becomes a customer.
- Referrals : Fostering loyalty is an organization-wide activity. Delight your customers and encourage them to refer their friends and peers.
Not all of these stages will be relevant to your organization. For example, a SaaS company that relies on inbound leads may do much of the heavy lifting during the initial meeting and demo.
Map out your sales process to identify each step. Get together with other stakeholders to figure out what it takes to close new deals. Your sales map should look something like this:
How to communicate sales strategies and methodologies
At this stage, many of your playbooks may not exist. The purpose of the plan is to forecast what you’ll need in order to achieve your new goals.
Break each sales stage down into separate activities, along with the stakeholder who is responsible for them.
With your sales activities laid out, you can research the techniques and methodologies needed to execute on them. For example, if you sell a complex product with lengthy sales cycles, you could adopt a SPIN selling methodology to identify pain-points and craft the best solution for leads.
To summarize, each stage must be broken up into the following sections:
- Description : Explain why this stage plays an important role in nurturing leads and closing deals.
- Activities : Break down the tactics and techniques needed to move opportunities along your sales pipeline.
- Stakeholders : Define who is responsible for each stage and the activities within them.
Finally, use these activities and stages to form your sales playbooks. This will help you structure your training plan, providing a reference that reps can rely on for guidance.
- Comprehensive sales approach : The strategies, techniques and methodologies you’ll use to get your offering out to market. This includes defining the various sales methodologies, stages and playbooks that your reps will use throughout the buyer’s journey.
6. Sales execution plan
You have the “who” and the “what.” Now you must figure out “when” your sales plan will be put in place.
A structured sales execution clearly communicates when key milestones will be reached. It must outline when certain projects and activities will be complete, as well as recruitment timelines across each quarter.
The order in which you implement your plan will also depend on your priorities. Many sales organizations prefer to front-load the activity that will make a bigger impact on the bottom line.
For example, upon analyzing your current sales process and strategy, you may find your existing customers are a rich source of qualified leads. Therefore, it would make sense to prioritize account management activities that nurture more of these relationships using a structured referral program.
You must also consider how recruitment will affect workload across the rest of your team. Hire too quickly, and you may end up spending more time getting new reps up to speed and neglecting your existing team. This can make a big impact on culture and deal flow.
How to communicate your sales execution plan
By prioritizing each activity and goal, you can create a plan that balances short-term results with long-term investment.
Segment each stage of your plan by month and quarter. Start with a rough schedule detailing ballpark deadlines. This should include key hires, process implementation and any one-off projects that need completing.
Collaborate on this schedule with the boardroom before setting it in stone. Get all stakeholders involved in deciding when tasks should be completed. When applying this to your sales plan, use GANTT charts and tables to visualize projects and key milestones.
- Key milestones : When do projects, activities and recruitment efforts need to be completed? You can map them out by week, month, quarter, or all of the above. This schedule will be defined by your priorities and revenue goals.
- Strategize short- and long-term goals : With a high-level schedule mapped out, you can clearly see when you will achieve your goals. From here, you can shape your schedule so that it balances both short- and long-term goals.
7. Measuring performance and results
Finally, your plan must include details on how performance is measured. Outline your most important sales metrics and activities, along with the technology needed to track them.
Performance metrics can indicate the effectiveness of your entire sales process. Your chosen metrics typically fall into two categories:
- Primary metrics act as your “true north” guide. This is commonly new business revenue generated.
- Secondary metrics are those that indicate how well specific areas of your sales process is performing. These include lead response time and average purchase value.
The metrics you select must closely align with your goals and sales activities. For example, at the appointment setting stage, you might measure the number of demos conducted.
Each team needs its own sales dashboard to ensure they’re hitting their targets. Sales development reps will have different priorities to account executives, so it’s critical they have the tools to focus on what’s important to them.
How to communicate sales performance metrics
Structure this part of your plan by breaking down each sales stage. Within these sections, list out the metrics needed to ensure you’re running a healthy sales pipeline.
Assign each metric to a member of your team, ensuring they’re measured against them as KPIs. For example, a sales rep could be measured against:
- Average opportunity value
- Number of new leads
- Meetings set
Doing this will help you run a smooth operation as soon as you implement your new sales plan. Finally, research and evaluate the technology needed to accurately measure these metrics. A good CRM is the best system to use for bringing your data together.
- Performance measurement : Outline exactly how and what tech you will use to measure your team’s activities and metrics.
- Chosen sales dashboard : Explain why you chose your sales dashboard technology and exactly how it works.
- Break down each sales stage : Identify the metrics for each specific sales stage and make sure they align with your KPIs.
An effective sales plan is an invaluable asset for your sales team.
Writing it helps you to define your sales strategy, targets, metrics and processes, while distributing it helps your reps understand what is expected of them and how to reach their goals.
That’s because providing supportive, comprehensive resources is the best way to motivate your team and inspire hard work. When you do the work to build a solid foundation, you equip your reps with everything they need to succeed.
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- 30-60-90 day sales plan
30-60-90 day sales plan for managers, reps, and sales territories
Establish credibility and confidence with a clear 30-60-90 day sales plan..
By Donny Kelwig, Contributing Writer
Last updated February 16, 2023
- Sales productivity
- Sales strategy
Writing a 30-60-90 day plan for success
A new sales rep isn’t going to magically outsell the top performers the first day on the job. Before a new rep can begin to hit and exceed quotas, they need time and a well-defined plan. One of the most popular plans for success in a new environment is the 30-60-90 day plan.
In this guide, we’ll show you how to create a useful three-month plan for managers, sales reps, and new territories. We’ll also provide several 30-60-90 day sales plan examples that you can use to inspire your own.
But first, we need to lay out exactly what a 30-60-90 day sales plan is and why it’s important.
What is a 30-60-90 day plan?
The 30-60-90 day plan is a three-month strategy for successfully training new sales team members or selling in new territories. It clearly lays out all the actions and goals that will help salespeople get to know their new company or region and learn how to best reach their highest (and healthiest) level of productivity. With a robust 30-60-90 day sales plan, businesses are much more likely to make the most of new territories, reps, and managers.
This three-month plan is also a great tool for salespeople who want to make a strong impression in their interview for a new position—showing up with a plan demonstrates your sales knowledge and helps you stand out from other candidates. Plus, it gives managers and reps a realistic view of how successful a new hire or territory will be in the long run.
30-60-90 day sales plan outline
There’s no single way to format a 30-60-90 day plan. You can create a version that works best for you. The basic idea is that each 30-day chunk represents a new area of focus: learning, implementing, and improving.
Such an outline might look something like this:
- Days 1–30: Learning In this stage, a new hire learns everything they possibly can about the company, its products or services, and its customers. With a new sales territory , the sales team and managers spend this time learning about the geographic area, its demographics, the market, and the ideal customers.
- Days 31–60: Implementing In this phase, a new sales rep or manager starts implementing what they’ve learned and diving into the sales and performance tracking process. Likewise with new territories, the sales team and managers begin to test the waters, finding new leads and building relationships.
- Days 61–90: Improving In the third month, you examine the actions and outcomes of the preceding month to identify failures and triumphs. You’ll refine your process wherever improvement is needed and then turn your attention towards the future.
The key is to not get ahead of yourself. A 30-60-90 day sales plan that’s rushed or muddled won’t help you reap any rewards.
What are the benefits of creating a 30-60-90 day plan?
Whether you’re looking to set yourself apart during the interview process or seeking to make an impact during your first few weeks on the job, writing a three-month plan has various benefits.
Make a lasting impression: Showing up prepared proves that you’re serious about success. This is especially true when businesses are hiring a sales rep . Hiring managers are usually very impressed (and grateful) when a sales rep shows up to the interview with a 30-60-90 day sales plan already laid out.
Avoid burnout: When leaping into a new role, you may put pressure on yourself to take on a lot of work at once, but you run the risk of burning out. A three-month plan helps you create a sustainable pace that allows you to work hard without stretching yourself too thin.
Gain better control of time management: When you’re starting something new, you’re always going to be slower at it than someone who’s been doing it longer. But coming in with a plan empowers you to manage your time with precision, giving you more flexibility to spend time on tasks that really need your focused attention.
Build trust with managers and colleagues: Setting goals that require conversations with your peers and higher-ups is a great way to learn more about the company. As a bonus, it helps establish trust between you and your coworkers . Starting in a new role or territory can be difficult, but you’re more likely to find success if you make the effort to connect with people who can provide guidance.
Obtain the tools to keep improving: When the first 90 days are over, the planning isn’t done. But once you’ve successfully carried out a 30-60-90 day plan, you’ll have a solid framework for setting objectives and following through on them in the future. You’ll also have tools for tracking your goals, measuring your success, and refining your skills.
Now that you know the basic layout of a 30-60-90 day sales plan and the advantages of using one, let’s take a look at some specific examples.
30-60-90 day plan examples
Here are generic examples of what different 30-60-90 day sales plans might look like. Keep in mind that each goal can (and should) be split into many smaller goals so they can fit neatly into a daily schedule.
30-60-90 day sales plan: New sales reps example
Hiring managers love it when sales rep candidates come into the interview with a 30-60-90 day sales plan already prepared. This is a great tactic for showing companies that you know how to set goals and plan ahead. Otherwise, new sales reps might create a plan with the help of their manager during the first few days on the job.
Below is an example of what a 30-60-90 day plan might look like for a new sales representative:
Phase 1: Days 1–30
- 1. Complete all onboarding and training
- 2. Become familiar with the company’s mission
- 3. Learn about the company’s products and/or services
- 4. Research the target market and ideal customer profiles
- 5. Learn the names and roles of everyone on the team and/or in the company
- 6. Schedule weekly check-ins with regional managers to discuss progress
- 7. Research the competition
Customizable sales plan template
Use our free sales plan template to outline your sales goals for the upcoming year and define the strategies your team will use to achieve them.
Phase 2: Days 31–60
- 1. Shadow a top sales team member
- 2. Get hands-on experience interacting with prospects
- 3. Role-play interactions with managers/team members
- 4. Set sale goals
- 5. Keep a clear record/journal of all sales activities
Phase 3: Days 61–90
- 1. Review your record/journal and identify areas for improvement
- 2. Test new approaches
- 3. Craft a daily schedule that aligns with company operations
- 4. Solicit feedback from team members and regional managers
30-60-90 day plan: Manager example
Motivational sales quotes are great, but you need more to manage a new sales team successfully. When acclimating a new manager to a sales team, a solid three-month plan is an effective tool for setting expectations and learning how people respond to incremental changes.
Below is a 30-60-90 day plan for district sales managers:
- 1. Learn key pieces of information (birthdays, likes/dislikes, etc.) about every team member
- 2. Identify any sales management tools you might need, such as a CRM
- 3. Do in-depth research on the competition and current market trends
- 4. Study team reports to become familiar with individual strengths and weaknesses
- 5. Observe and record the daily activities of team members
- 6. Make at least one small change to operations based on feedback from the team
- 1. Identify skills gaps within the team
- 2. Set new, measurable goals for team members based on the reports
- 3. Make at least one small change to support the team
- 4. Write a plan of action for the next 30 days
- 1. Strategize for new training/coaching sessions
- 2. Collect the data needed to project how a new strategy could generate greater payoff
- 3. Create a structured schedule that implements the proposed changes
Keep in mind that some of these goals will be hard to meet if you have to manually create reports and analyze data. Use a solid CRM platform and sales funnel software to speed up time-consuming tasks—like generating reports and calculating performance metrics—so you can meet your goals faster and with better accuracy.
30-60-90 day plan: New sales territory example
Selling in a new territory can come with a lot of unknowns. Taking the time to write a robust 30-60-90 day plan for new sales territory helps ensure you’re setting yourself up for longevity and profit in an unfamiliar area.
Here’s an example of a new territory 30-60-90 day plan:
- 1. Define the market/environment of the new territory
- 2. Learn about the competition
- 3. Study and understand the demographics
- 4. Perform a SWOT analysis (strengths, weaknesses, opportunities, threats)
- 5. Build the ideal customer profile
- 6. Identify the most profitable accounts in the region
- 7. Identify the most important sales KPIs for the territory
- 8. Write a plan of action for the next 30 days
- 1. Clearly define your sales goals (make sure they’re SMART—specific, measurable, attainable, relevant, timely)
- 2. Decide which KPIs to focus on
- 3. Find new leads
- 4. Create an optimized route for connecting sales reps with prospects and customers
- 5. Write a plan of action for the next 30 days
- 1. Solicit feedback from sales team members, prospects, and customers
- 2. Refine your plan based on the feedback
- 3. Perform a sales forecast for the rest of the year
- 4. Set a standardized schedule that aligns with the sales strategy
Make sure you build a plan specific enough to follow but flexible enough to adjust if needed. We’ll show you how to do just that in the next section.
How to write a 30-60-90 day sales plan
There’s no hard-and-fast rule for what a 30-60-90 day plan should look like. The key is to make it simple to follow, which means keeping it concise and organized. Most plans range from three to eight pages. Anything longer is too much. But anything less, and you might seem like an underachiever.
What to include in a 30-60-90 plan
Every plan should include clear and realistic goals, a timeline for reaching those goals, and a method for measuring your success.
Let’s look at one of the examples from the previous section: the 30-60-90 day plan for a new sales rep. One of the Phase 1 goals is to learn about the company’s products. Obviously, you need to understand how a product works and why it’s valuable if you’re going to sell it. Though there isn’t exactly a quantifiable metric for measuring how well you know a product, you can still assess your knowledge using other methods.
In your full 30-60-90 day sales plan, you might write out this goal, metric, and timeline as follows:
Goal: Learn about the company’s products
- Review product catalogue for at least 30 minutes every day.
- Talk to at least three colleagues about the product every week.
- Read at least 20 product reviews from customers every day.
Metric: Be able to speak with someone about the product for 15 minutes straight and answer all questions—without having to look at the catalogue— by the end of the month .
Keep in mind that everyone learns in different ways. Your plan may look similar to someone else’s, but the finer details should be personalized to fit how you learn and operate best.
Use software to execute a successful 30-60-90 day plan
Creating a plan is the easy part. Carrying it out is where the hard work comes in—but using software can help.
Zendesk Sell is a cloud-based all-in-one CRM that makes setting goals and measuring success simple and hassle-free. With powerful reporting and analytics features, as well as performance metrics and task management tools, our software shows you how close you are to meeting your objectives and where you should be making improvements.
Register for a demo today, and see how Zendesk’s user-friendly platform can help your sales team set—and achieve—actionable sales goals.
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How to Write a Sales Business Plan
- Small Business
- Business Planning & Strategy
- Write a Business Plan
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Having a solid business plan is essential for the success of any company. It outlines your goals for the future and the tactics you'll use to achieve those goals. A sales business plan is much the same as a regular business plan except its focus is on sales and marketing — specifically, what your target market is and how you'll market and sell your product or service.
Describe your target market, and be specific. Include information such as gender, age and location — whether you intend to market your product or service to local residents, residents throughout the state or nation, or through the Internet, for example. Describe why your product or service is important to your target market and how they will benefit from it. If you work for a large company, break down your target market by territory and include information about prospective customers in each territory.
Discuss your marketing strategy. Include details about what your marketing budget will be, exactly how you plan to market your product or service and the sequence of the steps in your plan. This section should include information related to the promotion of the product or service — advertising and direct mail, for example. If your company is large and covers many territories, break down the marketing strategy section by territory.
Explain your sales strategy and tactics. The strategy is your overall plan, and the tactics are the specific actions you'll take in order to achieve your strategy. For example, a strategy might be to increase new customers in a certain territory by 20 percent during the first quarter of the fiscal year, and one of the tactics to accomplish that might be to add an additional salesperson to that territory in order to more effectively identify prospective customers.
Define your timeline in which you plan to implement your sales strategy and tactics. Break it down in whatever way makes most sense for your company and your plan. List, for example, what goals you plan to accomplish in the first 30 days, 60 days, 90 days and 180 days of the new fiscal year. Remember that these goals comprise your sales strategy.
Provide an analysis of your competition. Explain the advantages of your product or service above theirs. If the competition offers benefits to the target market that you do not, it's important to identify those benefits and plan how to either change your product or service accordingly or devise a marketing and sales strategy that will rise above those challenges.
Develop a sales forecast. Include sales projections month by month for at least one year, and preferably for two or three. Use historical data as a basis to project sales of an existing product or service. If you're trying to project sales for a new product or service, look at sales of a similar existing product or service sold by another company to give you some idea of the potential.
- Businessballs: Business Plans and Marketing Strategy
- Bplans: Forecasting Your Sales
- Don't combine marketing and sales in your sales business plan. They are different functions. Marketing includes promotion, advertising, product branding and pricing. Selling refers to the actual sale of the product or service to a customer.
In addition to a successful career as a professional writer, Cindy White spent several years in mid-management positions for a Fortune 500 company. Prior to that, she enjoyed her tenure as a technical writer and technical documentation supervisor in the manufacturing industry. She holds a bachelor's degree in English from the University of Nevada-Reno.
New year business marketing plan & annual strategy goal update, sales plan vs. marketing plan, how to identify the appropriate price strategy, how to make a yearly sales target plan, how to calculate weekly sales commission, new territory sales strategy, how to set short-term and long-term goals for a business, how to write sales goals & objectives for a new year, how to plan & grow a business venture, most popular.
- 1 New Year Business Marketing Plan & Annual Strategy Goal Update
- 2 Sales Plan Vs. Marketing Plan
- 3 How to Identify the Appropriate Price Strategy
- 4 How to Make a Yearly Sales Target Plan
- September 16, 2022
How to Write a 30-60-90 Day Sales Plan (With Template)
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If you’re interviewing for a field sales position you may be asked to provide a 30-60-90 day sales plan. Or, your manager might create one for you. This plan helps a new or potential employer evaluate a candidate or new hire’s ability to prioritize, understand how they define success, and discern whether they fully understand the scope of the job.
So what is a 30-60-90 day sales plan, and what should it include? Read on to learn how to create a three-month sales plan for any outside sales career.
What is a 30-60-90 Day Sales Plan?
A 30-60-90 day sales plan explains the measurable goals for a new hire’s first three months on the job and demonstrates their commitment to personal accountability. More importantly, a 30-60-90 day plan shows management that new hires will be focused on results, even during the onboarding process.
Ultimately, the plan helps sales reps and managers agree on what success will look like in the first 30, 60, and 90 days. It leaves very little ambiguity for measuring a successful transition.
Why Do You Need A 30-60-90 Day Sales Plan?
Sales managers and new sales reps both benefit from a 30-60-90 day sales plan, because it documents progress, challenges, and wins.
Sales leadership can use this plan to ensure sales team members are growing in their role, and to identify any need for additional training or guidance. For both managers and employees, documenting goals and accomplishments is helpful for the sales performance review process — both parties can see details that they might’ve otherwise forgotten over time.
What to Include in a 30-60-90 Day Sales Plan
Whether you’re creating one for yourself or for a new employee, each phase of your 30-60-90 day plan should detail a specific focus, priorities, sales goals, and a plan for measuring success.
Consider the following when creating your plan:
Align with team goals
To set your own priorities, you must first understand your team’s goals. These are typically defined by management.
During the interview process, ask questions about sales team goals, the strategy for achieving them, and what success looks like for the team.
Measure progress and success
A plan is not a plan without a clear way to measure success. Include a way to measure each objective in your 30-60-90 day sales plan. Depending on the activity , your goals should tie to one of the following:
- What you’ve learned
- How well you’ve adjusted and integrated into your new sales team
- How ready you are to perform your role without extra support
If, like most successful sales professionals, you have at least one mentor you can count on for advice, ask them to share their own 30-60-90 day sales plan example with you for inspiration.
Five Scenarios That Call for a 30-60-90 Day Sales Plan
A 30-60-90 day sales plan takes some time to put together, but you won’t have to do it often. Following are four scenarios in which you may need to create such a plan:
During the interview process
Most sales job interviews today involve multiple steps and stakeholders — from the initial screening with an HR generalist, to the final meeting with high-ranking decision-makers. If you clear the first hurdle in the hiring process, you should start working on your sales plan.
A hiring manager may informally ask you how you would approach your first 30, 60, and 90 days on the job. That’s your opportunity to make a great impression — instead of simply answering the question, you can present a copy of your formal plan that shows you’re thinking ahead and serious about the job.
First week on the job
In some cases — especially if you’ve earned an internal promotion — you may not need to present a 30-60-90 day sales plan until your first week on the job. Even if you’re not asked to provide a plan right away, doing so can help you demonstrate your commitment to your new role.
New territory assignments
If your role is expanding to include management of new territories , create a 30-60-90 day plan for new sales territory areas . Your plan should define geographic boundaries for territories, which sales reps are responsible for those territories, and the metrics you’ll use to evaluate territory performance.
Onboarding new sales managers
A 30-60-90 day sales plan is also useful if you’re onboarding a new sales manager. You can show new sales managers what sales processes or systems they’ll be learning about in the first 30 days, define expectations for the first three months, and explain how you assess performance and communicate feedback.
Building Sales Skills
Companies may expect their sales reps to be continuously improving upon their skills — and to identify opportunities for doing so. Once you’ve settled into your new role, you might need a new 30-60-90 day sales plan that defines:
- How you’ll research new technology that improves your efficiency
- Your timeline for implementing new technology
- How you’ll share new knowledge with your team
You might also use a three-month sales plan to outline your goals for improving your sales strategy, and the sales quota you’re aiming for.
Key Steps for Writing an Effective 30-60-90 Day Sales Plan
Ready to get started on your plan? Follow these action steps:
1. Create an outline. Begin by sorting your ideas based on each 30-day increment:
- Onboarding/learning (first 30 days)
- Executing your plan (days 31-60)
- Improving upon your plan (days 61-90)
2. Define your goals. Be ambitious — but realistic — about what you want to achieve personally, and on behalf of your employer, in your first 90 days on the job.
3. Define your metrics. How will you measure your goals? In the first 30 days, your “metrics” may be as simple as “Review employee onboarding videos,” or “Complete CRM platform training.” Metrics will tend to become more granular as you settle into your new role.
The details of your plan will depend upon your role. For example, a 30-60-90 day business plan for sales managers is likely to be more external-facing, with a focus on how to learn about the daily routines of your direct reports. If you’re joining a company as a new territory sales rep, your 30-60-90 day plan should focus more on how you will develop your skills.
Milestones for a 30-60-90 Day Sales Plan
Now that you understand the value of a 30-60-90 day sales plan, let’s talk about the appropriate milestones for each phase.
You’re starting from scratch, and should begin by answering, “What does success look like in the first 30 days?”
In many cases, the first 30 days should include completing your company/role training plan, understanding the target market, mastering the company’s products or services, and getting to know your colleagues.
Here’s a sample checklist of points s to consider for the first 30 days:
- Have you completed all required company training?
- Do you understand the high-level priorities for your company and team?
- What are the goals your company plans to achieve in the next year?
- Do you have a complete understanding of the target market?
- Do you understand your company’s key products and/or services?
- Do you understand what makes your company unique?
- Do you understand the competition?
- Have you developed connections within the organization?
- Do you have a clear sales plan?
This part of the plan should be heavy on information gathering.
For each of the items in the plan, and any others you add, schedule weekly checkpoints to track progress. This may be a 1:1 with your manager or mentor. At the end of the first 30 days, be prepared to report back on your completion of the plan.
If you didn’t complete a key commitment, that’s OK. As you become more familiar with the job, items on your list may be deprioritized and rolled into the next phase.
During the second month, new sales reps are able to spend more time in the field. During this phase of the plan, the focus should be getting to know the market, nurturing relationships with prospects and clients, and understanding the customer experience, including what’s working well and where the team can better support customers.
During the 31-60 day period, you should ask for feedback from your manager, team, and customers about what you’re doing well and what you can improve.
During this time, you should also be looking for opportunities to learn from your peers and identifying ways to work more efficiently. This shows your sales manager that you are eager to keep up with the team and that you want to help move the company forward.
Here’s a sample checklist of points to consider for your 60-day plan:
- Have you introduced yourself to key clients and prospects?
- Have you completed a customer experience and satisfaction review?
- Have you participated in adequate job shadowing with peers and management?
- Have you completed all formal training requirements?
- Have you started developing new leads ?
- Do you have a tool to help you map out sales routes ?
By the 60-day checkpoint, you should be able to show that you can handle the workload and that you’re ready to succeed on the team. Between days 31 and 60, you should have enough of an understanding of the business to speak up, ask questions, share ideas, and engage in discussion.
Days 61-90 are all about building on what you learned during the first 60 days and making an impact. This may mean you start optimizing your prospect list with larger, more strategic clients. It may also mean revisiting cold leads to see whether you can initiate new conversations.
Your plan for days 61-90 should cover how you’ll establish and build relationships with clients and prospects, as well as how you’ll implement feedback to become better at your job and help support your team.
Here’s a sample checklist of points to consider for your 90-day plan:
- Have you met all key accounts and started developing relationships?
- Have you started prospecting for new leads?
- Have you actively asked for feedback from your peers and management?
- Have you used feedback to adjust your strategy and approach?
- Have you established a schedule that works for you, your clients, and your team?
- Have you established credibility within the team?
- Do you feel successfully “on board”?
At 90 days, you should feel confident in your new role. While nobody will expect you to be a seasoned expert, you should know enough to perform critical sales tasks without a lot of guidance.
4 Common Mistakes to Avoid When Building A 30-60-90 Day Sales Plan
You should be off to a great start in developing your 30-60-90 day sales plan. But, as with anything, things can easily get derailed.
In this section, we’ll cover common mistakes and how to avoid them.
1. Failing To Include Details
As you’ll recall, the most important function of your plan is to clearly outline your objectives . Make sure that your plan has no room for misinterpretation. Include specifics in your plan such as dates, percentages, and other figures.
2. No plan to measure success
It’s not really a plan if there is no way to measure success. Within each phase of your plan, be specific about what constitutes successful completion of a task.
3. A fixed mindset
When you start a new role, you have a lot to learn. By the time you start executing a plan, you’ll likely find some of your assumptions incorrect, and you’ll need to adjust the plan accordingly.
Don’t let this bog you down, or worse, stop you from following through. Make sure your plan is flexible enough to make adjustments as needed.
4. Not Following Up With Your Manager
A 30-60-90 day sales plan requires ongoing two-way communication between employee and manager. Without ongoing feedback, there’s no way to know if you’re truly meeting expectations.
Ready. Set. Plan.
Your 30-60-90 day sales plan should serve as a tool to establish yourself in a new role and organization, and to promote your growth and development.
Coming to the table with a plan is the best way to hit the ground running, build credibility, and show team members you are eager and prepared.
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Create a Sales Plan That Actually Works (Tips + Template)
True success always starts with a plan. And for sales success, nothing beats a strategic sales plan.
Designed specifically to help your sales team drive more sales, a sales plan can show you where you’re at, where you want to be, and even more important, how to get there.
The question, of course, is how to create a sales plan that actually impacts sales. Keep reading for tips and a template to quickly and confidently create a strategic sales plan for your business.
Table of Contents
What is a sales plan, what is included in a sales plan, sales plan examples: there’s no one right way, the benefits of a sales plan, how to write a sales plan, 7 tips to help you create a sales plan, sales strategy template, selling your sales plan, final remarks.
A sales plan is a strategy document that lays out a company’s plan for improving sales results in a specified time period. A sales plan makes it possible for everyone on the sales team to see the big picture, share the same overall objectives, and work the same plan to achieve them.
It usually includes:
- Specific revenue and performance goals for a given period
- The strategies for achieving them
- The resources and activities required to carry out those strategies
A sales plan covers a lot of important aspects of business growth: revenue goals, selling methods and metrics, target customers, current sales force capabilities, and more.
Specifically, it covers 9 pieces of strategic information.
1. Executive Summary and Scope of The Sales Plan
This section gives a short summary of the document, focusing on goals and the strategies to achieve them. It also states the specific period and other parameters covered by the plan.
2. Business Goals and Revenue Targets
This section clearly establishes revenue targets and may include associated business goals (e.g., optimize lifecycle value through customer success programs, etc). Classifying revenue figures based on different categories (such as line and territory) helps clarify the document.
3. Review of Prior Period Performance
This section presents a recap of the prior period’s performance, identifying mistakes as well as decisive actions that led to a positive outcome. The overarching goal is to optimize the sales plan by adopting inputs and techniques that work.
4. Market and Industry Conditions
This section provides a summary of the market trends that have a high likelihood of influencing sales performance.
5. Strategies, Methodologies, and Tactics
This section recommends the best selling techniques, communication sequences, and playbooks for the specific company.
6. Customer Segments
This section cites all the potential revenue-generating, omnichannel opportunities available for the brand, such as the following:
- New Prospects
- New Segments
The document should describe new segments of the addressable market when they arise.
7. Team Capabilities, Resources, and Upgrades
This section provides a summary and describes the current state of all production inputs (human resources, tech software, specialized sales team, etc.,) required to process and close sales details.
8. Action Plan For Teams and Individuals
This section assigns tasks, activities, and responsibilities to different teams and individuals. Tasks include prospecting activities, meeting appointments, and product demos/presentations.
9. Performance Benchmarks & Monitoring
This section lays out performance metrics to track the systems and processes that help monitor these metrics.
What usually comes to mind when you think about sales plans?
If you’re like most people, it’s the annual sales plan or weekly sales plan — broad strategic and tactical documents mapping out the plan for everything sales-related.
But there are as many different types of sales plans as there are needs for a sales plan.
We’ll go over a few sales plan examples to get you started in the right direction.
30-60-90-day Sales Plan
There’s the 30-60-90-day sales plan. This is designed to help a new salesperson or sales manager get up to speed quickly in their first quarter on the job. The plan includes milestones they’d need to achieve at the 30th, 60th, and 90th day of their ramp-up.
Generally, the 30-60-90-day sales plan can be broken down into 3 sections:
Day 1 to 30:
Learn and understand everything you can about a company from their processes, customers, products, the competition to procedures.
Day 31 to 60:
Evaluate and put your plan into action. Analyze their current processes and assess changes.
Day 61 to 90:
Optimize and make the plan better. It is time to take action. Initiate an action plan. Implement any new strategies and procedures you’ve come up with.
Sales Plan For Specific Sales
A sales process involves using different tactics to approach and convert a prospect into a paying customer.
Another type of sales plan you’ll see a lot is an individual sales plan for specific sales tactics, such as prescribed call sequences, email follow-up frequency, and meeting appointments. This type of plan is similar to an annual/weekly sales plan, but it focuses on measuring and improving results for just one goal or task.
Territory Sales Plan
Meanwhile, sales managers who oversee a geo-location or region often use territory sales plans to give sales directors and VPs more visibility into their sales efforts.
This is a workable plan used to target the right customers and implement goals to increase the income generated and sales over time.
A good territory sales plan will:
- Make your team more productive
- Reduce operational costs
- Increase the number of generated sales
- Improve your customer coverage
- Improve working relationships between clients and managers
Note: It is essential to work on your territory sales plan and avoid making constant changes. Unnecessary changes can tamper with your productivity and your ‘territory’ in general.
Sales Training Plan
And there are sales plans for every area of sales. Sales Enablement might have a sales training plan, for example, and Revenue Ops might have a sales compensation plan.
A sales training plan can be used as a roadmap for different sales training programs. It can be grouped according to positions held in an organization, assets, sales record etc.
A sales compensation plan is an umbrella for base salary, incentives and commission that make up a sales representative earnings.
Therefore, you can schedule a sales training plan to talk to your sales team about the importance of a sales compensation plan and how they can use it to increase revenue and drive performance.
Sales Budget Plan
Lastly, a sales budget plan gives you a sales forecast for a given period based on factors that could impact revenue — like industry trends and entry to a new market segment. Similar to a traditional sales plan, they cover the staff, tools, marketing campaigns, and other resources needed to generate the target revenue.
A good sales budget plan should include the following:
The process of estimating future sales by predicting the number of units a salesperson or team can sell over a certain period, i.e. week, month, year, etc.
Include the number of costs your team is likely going to incur. Remember to have even the smallest expenses to estimate the average sales.
Expect the unexpected:
Always leave room for unforeseen circumstances in your sales budget. For example, new packaging expenses, new competitive market strategies etc.
A sales plan does deliver side benefits (such as promoting discipline and diligence), but it’s really about making sure your sales don’t dry up over time. Which means it’s not optional.
The reality is this: Most of us aren’t planners. We talk a good game, but nothing happens until we’re accountable.
Without a written plan, it’s just talk.
So the first benefit of a sales plan is that it helps you execute on all your best ideas. But that’s not all. A good sales plan will also help you:
- Keep your sales team on the same page, aiming for the same target and focusing on the same priorities.
- Clarify your goals and revenue objectives for a given period.
- Give your team direction, focus, and purpose.
- Adopt a unified set of strategies and playbooks to reach your business and revenue goals.
- Know what your team capabilities are and be able to isolate your needs, from tools to talent and other resources.
- Inspire and motivate stakeholders.
- Track your progress and optimize performance over time.
A sales plan is a pretty straightforward document. It doesn’t need to be written in a formal language or pass your compliance review. It just needs to outline your plans for the coming period, whether that’s a year, a quarter, or a month.
While there are 9 sections in the sales plan template, much of the document simply validates your ideas. The most important pieces of information are:
1. Your goals
Setting smart goals for you and your team is an essential part of creating a sales plan. I believe the biggest mistake you can make when setting goals is solely focusing on numbers.
Smart sales goals should be actively focused on. If it helps, use goal-setting and planning frameworks such as SMART (Specific, Measurable, Achievable, Relevant, Time-bound). Create goals that stretch your capabilities, but that seems doable based on your new strategy.
2. Your SWOT analysis
SWOT — short for Strengths, Weaknesses, Opportunities, and Threats — is one of the best frameworks for analyzing your sales team’s strengths, weaknesses, opportunities, and strengths. It helps you to build a bulletproof wall around your plan.
You’ll be able to address what you’re lacking, the areas that need improvement, identify your USP (Unique Selling Point), come up with Value-Based Selling , and your most vital points and how you can exploit them to your advantage.
3. Your strategy
Your sales strategy should be documented to help position your products and services to differentiate your solution from competitors.
A good strategy will help you address your customers’ needs in every stage of your sales plan. For better sales, you can balance inbound and outbound sales strategies for even higher sales.
4. Your tactics
Be aware, though, it’s not just a wish list or a collection of ideas. Your sales plan should be based on actual field data and only use benchmarks and quantities that are measurable. Be clear. Be specific. Be actionable.
Which brings me to another point: A good sales plan is realistic.
It’s fine to have a 5-year goal of hitting $10B. But what about now? Figure out exactly what your current numbers are, and set your targets based on those numbers.
I already mentioned that your sales plan doesn’t have to be a formal document. But it does need to be clearly written, so all team members and stakeholders understand the plan.
Tip #1: Base it on in-depth and up-to-date research
You need relevant statistics and trends in your niche, industry, and ideal customers. Remember, markets and customers are in a constant state of flux. There’s nothing worse than stubbornly chasing prospects who aren’t a good fit anymore while ignoring entire market segments that show a rising demand for your solutions.
Tip #2: Use data and statistics
Use the data from your in-depth research to identify problem areas, find points of opportunity in your sales process, and validate your assumptions and ideas.
You can also use the data to come up with accurate metrics and figures to help predict your sales plan’s outcome.
Tip #3: Verify your facts
Don’t rush! Facts and figures are essential, especially to stakeholders. One simple mistake and your entire plan come tumbling down.
Ensure you take time to review your facts, figures, and forecasts before finalizing the document.
Tip #4: Get tactical
Break the overall sales action plan into tactical plans for individual areas of sales:
- SDRs and account executives
- Sales operations
- Sales enablement
- Customer success
This may require collaboration with cross-functional teams such as marketing, customer support, and product teams.
Tip #5: Use Historical Performance Data
In sales, you can use the past to dictate the future. Historical data will help you set targets for the current period. For example, what were your previous revenue targets? Did you hit them? Why or why not? This information can help you set achievable goals for your current sales plan and know the mistakes to avoid.
Tip #6: List The Tracking Methods You’ll Use
Highlight the tracking methods you’ll use to keep your plan moving forward. That includes performance metrics, monitoring techniques, software, tools, and selling strategies for your business model.
Tip #7: Build a Strong Case For Your Proposed Budget
Stakeholders and superiors are impressed with cold-hard facts. Therefore, having a strong detailed case for your budget will help your sales plan smoothly sail through.
Not only will you outline your plans for the coming period for your budget, but you’ll also need to detail the costs. Be sure to include an ROI analysis for any new tools or talent you think you’ll need.
Are you ready to write your own sales strategy? Here is a sales plan template to help you get started. Here’s how to use the sales plan template to make it useful to you:
Start by using the Sales Plan Template we’ll give you in the next section. Just follow the prompts in the template, so you know what information is needed in each section. Don’t try to be fancy. Use simple language. Focus on being specific and clear.
Then share information in whatever format works best. That may be text paragraphs, tables, lists, charts, graphics, or screenshots. You can also adapt it as needed to suit your business, your sales team, and your needs.
A sales plan should contain the following sections:
1. Executive Summary
This is your opening ‘statement’. It is a formal summary that sum ups the contents of your strategy.
When writing your executive summary , keep it short, and precise. It should be one page or two. Ensure it gives an overview of what is included in your plan. It should talk about:
- The strategies you’ll implement to achieve your goals
- The time-frame you expect to achieve your plan
- The scope of your plans
2. Business Goals With Revenue Targets
This section talks about the revenue target and associated business goals. You can classify revenue figures according to different categories to clarify the sales strategy.
For example, for each goal, you can enter the current outcome and targeted outcome as illustrated in the table below:
3. Review of Past Performance
Take a trip down prior period performance . Note the mistakes that negatively affected the outcome and their strengths which positively impacted the general outcome.
Your goal is to identify the strategies and tactics that work.
4. Specific Strategies, Methods, and Playbooks
List the specific sales strategies, methods, and playbooks you’ll use to achieve the goals listed above.
5. Customer Segments/ Buyers Persona
This section talks about potential revenue-generating streams and different opportunities available for the company and new markets. Remember to include upsells, referrals, and renewals.
6. Team Capabilities and Resources
Here, provide a summary and describe the current production inputs required in the sales process , i.e., human resources, specialized software, sales team, etc.
7. Action Plan
The action plan requires you to set specific strategies and supporting tactics that will be used to achieve a particular goal, i.e. new acquisition. Assign different activities and responsibilities to teams who will run that particular action.
Below is an example of an action plan table:
8. Sales Tools
Go ahead and list the tools you’ll use to ensure the sales plan runs smoothly and all sales processes will be managed using these tools.
9. Performance Benchmarks
This is the last section of your sales plan. It lays out the performance metrics to track the process systems to help and monitor these metrics.
Also, list and provide links to used sources. Explain how the report will be generated and stored. Finally, talk about how the report will be used to review the progress made.
Okay, your sales plan is written. Great! But you’re not done yet.
Your next step is to present it to the sales team, management, and stakeholders. That’s because you need buy-in to make it happen.
When your sales team is on board, they’ll be pumped about doing their assigned tasks. When management is on board, they’ll be excited about giving you the budget you need to turn your plan into a reality. With buy-in as your top priority, it’s important to be prepared to give a solid presentation. In other words, sell it.
One final note: There are lots of reasons you may not get everything you ask for. There may be plans in the works you don’t know anything about yet. Or the budget may need to favor another initiative.
If you don’t get the budget you asked for, be sure to update your sales plan accordingly. The goal is to stretch your team’s capabilities, not do the impossible.
Sales don’t happen without a good sales plan. Fortunately, they’re not as hard as they might seem.
Take your time identifying your biggest challenges and problem-solving to overcoming them. Once that’s done, your sales plan is simply the document that organizes your ideas.
What’s your biggest hang-up when it comes to creating a sales plan? Have you found any tricks that help? Let me know in the comments below.
Also published on Medium .
Hi I hope to get import experience from you
Max Altschuler is the founder and former CEO of Sales Hacker. He's authored two books - 1) Hacking Sales and 2) Sales Engagement, both published by Wiley. His work has been published in Forbes, Time, Inc, HBR, and the MIT Sloane Review. Now founder and GP at GTMfund.
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