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Create Sales Department Sales Director hired to create a sales department and for a sales team TAMEEM ALZOABI "YOU ONLY FAIL WHEN YOU STOP TRYING"

Create a sales department

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CreateSalesDepartmentSalesDirectorhiredtocreateasalesdepartmentandforasalesteam

TAMEEMALZOABI

"YOUONLYFAILWHENYOUSTOPTRYING"

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SalesDirectortoEstablishSalesDepartment

QuickDrafttounderstandwhattodo?

Date:Feb1,2016

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CONTENTS

Introductionabouttheproject/company/initiative:........................................................................................4

Descriptionofthecurrentsituation(Deal/SalesPractice/etc.):.......................................................................4

Describethesolutionimprovethecurrentsituation,andhowdoyouplantoapplythelearningfromthe

program?..............................................................................................................................................................5

Whatdoyouneedtomakethesuggestedplan/Initiative/solutionsuccessful?(e.g.ManagementSupport/

InternalAlignment/CustomerAlignment/MarketAnalysis….).......................................................................12

Whatistheexpectedimpactofthesolutiononthebusiness/outcome/etc.?..............................................14

Conclusion..........................................................................................................................................................14

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INTRODUCTION:

DTPisAviationIntegratedServicesProviderbasedinDubaiandrepresentscompanieswhoareleadinginthe

areaofaviationandairportexpansionsfocusingonITTechnologysolutions.DTPrepresentsthesecompanies

onaregionallevelhelpthesesupplierswithlocaltrainedstaffforfasterandmoreefficientservice.�DTP

alongwiththeirpartnershaveimplementedseveralprojectsworldwide.Withaacknowledgeandknow-how

ofairportoperationsandservicesfromthosepartnerstoprovidetotheendcustomerwithafullIntegrated

Solutions.BasedontherapidincreasesintheaviationmarketsectorspeciallyinadoptingthenewIT

technologiestomeetthetravelmarketdemands,DTPhaddecidedtoestablishaSalesdepartmentthatwill

helptogeneratehigherrevenuetomeetthegrowthofthecompany,andmotivethecompanydevelopments

toenrichtheSolutionswithnewservicesandproductstomeettheCustomerexpectationforgrowth.

TheSales

Inasalesenvironment,beingproactiveiscriticaltogeneratingleads,customersandnewopportunities.Sales

Directorinanybusinessplaysabigrolewithinthesalesdepartment,motivatingsalesteams,createeffective

plan,discussitwiththesalesteam,andimplementthisplaninawaythatleadstosuccess.Withahandfulof

fundamentalinitiatives,thatcanalignwiththegoalsofthisdepartment.Toachievethesuccessthefollowing

pointsareamust:

• CreateDevelopmentPlan. • InvolveCustomers.

• EmpowertheTeam. • FocusGrowth • SalesProcess • CategorizeOpportunities

• SalesMethodology • Budgettoestablish.

Descriptionofthecurrentsituation(Deal/SalesPractice/etc.):

CurrentlyDTPdependsonthreecategoriesforincome/revenue:

• IndirectProjects(Brokerage):withexistingpartnerswereDTPhavenodirectinvolvements,only

chargesforServicessuchas(Negotiations,purchases,Management)toclosedeals.

• LoyalCustomers:existingAirports(DubaiAirport)aspartofthecustomerdevelopmentsand

growth,DTPhastheprivilegetodirectproposefornewprojects,ordevelopmentaspreferable

withinTendersubmissions.

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• DirectProjects:DTPinvolvedintheprojectdeliverywonbyourpartnersinagreedterritories

whereasDTPchargesforimplementations,servicesandsupport.

AsseenaboveDTPhavenoSalesinvolvements,whichhadcreatedagapbetweenthecustomers’needsand

therequiredsolution(products/services)thatfulfillsthatneed.

TheCurrentscenariohavelimitedDTPgrowthtoenrichitsProducts/Servicesportfolioandnarrowedthe

knowledgewithintheaviationmarketanditsdevelopments.

Describethesolutionimprovethecurrentsituation,andhowdoyouplantoapplythelearningfromtheprogram?

AsaSalesDirector,willhaveafullresponsibilitymatrixthatwillalignwithcompanyvisionandmissionas

wellitsstrategy.BasedontheSPCprogramIhadunderstoodclearlythoseresponsibilitiesthatwillhelpto

establishthisdepartment.

• DevelopSalesStrategyinlinewithDTPBusinessStrategy.

• ManageCustomersandSalesteam

• IdentifyOpportunities

• CreateSalesProcess

• ContributeinNewInitiativesorProductDevelopment

• CommunicatewithDTPDepartments

• ManageSalesTeam…KPIs,CRM

• DefinesCustomersexpectations

• ConfirmTargets&GoalsAchievements

• SalesPlanningandReporting

• ResponsibleofProductivityandEffectiveness

CurrentlybusinessdevelopmentdepartmenthandlingalltheactivitiesshowninFigure1

Figure1BusinessDevelopmentDepartmentResponsibilities

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Thisstructuregivesoverloadtasksandfollow-upswithinthedepartment;withoutclearfocusongoalsand

sales.So,Formoreproductivity,Iwilldividethedepartmenttocreateasalesdepartmentaswiththe

followingdutiesFigure2

Figure2Sales&DevelopmentDepartments

Thiswillhelptoincreaseproductivityforbothdepartments(BDandSales)withclearrolesand

responsibilities.

BidsandSalesareanintegralpartofanyITcompany;weresalespeopleareinvolvedtogenerateleadswith

potentialclientswithintheaviationmarket,preparesolutions,createproposals,providingproductsor

servicesdemonstrations,establishingproof-of-concepts(POCs).Allalongwithpartners(thesalespeople

shouldhaveaveryclearunderstandingorDTPpartners’productsandservicesthatcanbeintegratedwithin

theoverallsolutionproposedtothecustomer).Suchacycleisnotcompleteduntilthecustomerisacquired,

bidmanagementisavitalpresalessupportservicetheprovidescopywriting,administrative,andtechnical

resourcestothesalespeopletoensurethequalityofproposaldocumentationandpresentations.To

coordinatethepreparationofwinningproposal,thebidmanagerneedstoworkverycloselywithsales,

technical,deliveryandcommercialteams.

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Figure3SalesDepartmentStructure

Figure3,identifytheproposedstructureofthesalesdepartmentwhoallwillbereportingtotheSales

Director,werewillhavethefollowing:

AccountsManager,willensurealong-termsuccess&healthyrelationwithexistingcustomersdevelopa

trustedadvisorrelationwithC-Level,communicateclearlytheprogressofmonthlyinitiatives,identifyand

growopportunitywithinthiscustomers,understandtheiroperationsandpains,tosuggestsolutionsand

systemsthatcansupporttheirgrowth,andmanagetosellthemnewsolutions(products&Services)

SalesManager,willIdentifynewcustomerswiththeexistingproducts,createcasescenariostoapproacha

newaccount,preparepresentations,POCs,monitoringcostsandcompetitions,understandtheaviation

marketsupplyanddemand,participatewiththemarketingteamtopromotethecompany.

BidManager,willbecloselyworkingwithbothAccountManagersandSalesManager,toprepareproposals,

quotations,andneeddocumentsforthecustomers.Whereas,partofmyplantoactivatetheroleofthe

FinanceManagerandhisinvolvementinpricinganddefinedtheprofitmargins.

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TheSalesDepartmentPlan

Theplanwillhave:

PricingStrategies:Thereareanumberofdifferentapproachestopricing.DTPcanuseamixofthese

approachesoruseadifferentapproachtodifferentcustomersandatdifferenttime.

ThepriceofDTPproductsandserviceswill,toacertainextent,dependonthecompetition.Afterthemarketanalysisacomparisonsbasedonthefollowingappropriate:

• HowDTPproductperforms• Howitlooks• Whatisitsquality?• Howisitpresented?• WhetherDTPlevelofserviceisbetterorworsethanthecompetitors• DTPmarketimage

WewillnotbeafraidofsettingahigherpricethanDTPcompetitorsiftheproductorservicehasadvantagesoverthem.Customersoftenassociatehigherpriceswithhigherquality-thereforeitmaybethatahigherpricecanhelptheimageorreputationofDTPproductsandservices.Pricesaresittingforprofit,soacarfulunderstandingofthecostandoverheadsinimplementinganyprojectsorsales.Therearemanykindsofpricingstrategysuch:Costplus,Markup,Basicplus,Uniform,Negotiated,Marginal,andsoon,asmentionedaboveDTPcanbefreetochooseanykind.

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SalesProcess

Figure4DTPSalesProcess

• ProspectingStage:Searchforandqualityprospects..• PreApproach:Gatherinformationanddecidehowtoapproachthisopportunityorcustomers.And

itcanbemeasuredbytheKPI…

• Approch:GaintheProspect’sAttention,interestandmaketrasitiontothepresentation...

• Presntation:BrginaninterestintoacustomerandcreatingadesireforDTPproductortheservices

....

• Overcoming....Wellpreparedtoanswercustomerconcernesprofessionallyandconvincing

• Colse...Obtainpurchasecommitmentfromttheclientandcreatacustomer

• Follow-up...Ensurethesatisfactionofthecustomer(ProductorServices)withfollowingup...

ThoseKPIsarelearnedfromthesalestrainingthatitook,andiwasverycloseworkingwiththeinstrctorto

choosetherightKPIsforeachstage.Thisisagenericprocess;itcanbeastartupprocesstoestablishasales

departmentandlatercanbecustamized,alongwithsalesteam.

Opportunities

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WillbedependingonLotofinformationthatcanbegainedfromdifferentsourcesas:customer,Tenders

invitations,directsales,internaldepartments,socialmedia,eventsandresearches.Allopportunitieswillbe

recordedinaCRM(CustomerRelationshipManagementSystem)

WhatthisinformationwilladdtoDTPsalesdepartment:

• Whatarethemainend-usertrends?

• Howcanthesupplierindustryintroducenewproductsandservicestomeettheneedsoffuture

airportoperatingmodels?

• Whatarethechallengestomarketpenetration?

• Whatwillthemarketsizebein2015-2020?

• Whatarethekeyandpipelinetechnologies?

• Howdoesthebalanceofpassengersatisfaction&operationalefficiencyversusstringentsecurity

measuresaffectthesecurityindustry?

• Whatarethekeymarkettrends?

• Whataretheopportunitiestoincreaseyourmarketshare?

• Wherearethemostattractivebusinessopportunities?

• Whatisdrivingthismarket?

• Whataretheinhibitorstoyourgrowth?

• Whataretheriskstoyourmarketshare?

• Whoarethekeyvendorsinthismarket?

• Whatarethethreatsfacedbythekeyvendors?

Methodology

TheSPINMethodologywillbeused,simplyisabouttounderstandthecustomer,usingtherelationshipand

meetings,tohavethemtalkingabouttheinternalissue,wherethesalespeoplewillunderstandthesituation,

highlightittothecustomerandhowitwillcauseaproblem,whatthisproblemimplicateandcausethen

offerthesolution.

Ineachstage,assalesdepartmentwilldothefollowing:

Situation:firstwilldoresearchINADVANCEoftheconversation,toavoidboringprospectswithquestionswheretheanswersarecommonknowledge.

Queuemanagementsystem

o Howdoyoucurrentlymanageyourqueuing?

o Howdoyoukeepitminimalwaitingtime?

o Howdoyoumaintainanoverviewofyourperforming?

Withthosequestionwithgeneralwillhaveahighlightonasituation…

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#2:ProblemMakeproblemtogetacustomertoacknowledgethereisaproblemthatneedstobefixed,they

arefarmorelikelytogivetheattentiontheweneedtocloseadeal.Thiswillhighlyeffectiveatencouraginga

customertoidentifyanissuethatisbeenoverlooked.

Examples:

o Wastheamountofpassengergoingthroughtransitareaeveraproblem?

o Doyoufindit’scausingalongqueue?

o Whatisthebiggestproblemyouarefacingsofarwhenmanagingthosepoints?

#3:Implicationexplorestheproblemeffectsandconsequences…showwhatitwillcausewhatitscausing

withoutknowing..

o Howmuchexpectedprofitetheairportlossmonthlybecaseofqueues?

o Howmanypaxcomplainaboutlongqueueandnothavetimetoshop?

#4:NeedpayoffQuestions:HerewewillidentifythesolutionindirectlytoDTPsolutiono Ifwecouldminimizetheamountofwaitingby40%,howmuchtimethepassengerswillgetfor

moreshopping?

o WhattheincreasedinnumberofsaleswouldthatbringtoAirport?

ProposalControlProcedure

It’saprocesstoapproveasales,byhavingHeadofDepatmentsinvolvedinSales(Implementation,

Techincal,PMO,Finance)Tohavetheopportunitysecured,withagreentoberecordedandthenSales

Peoplewillfollowuptheopportunity.

Thiswillsimplyminmizetheunknow&risk,byunderstandingifthereareanysellingissues:

1. Whatistheproblemthatproductshave(ifany).

2. Isitthesolutiongiventheclient,didDTPteammisunderstoodtherequirement

3. Isithowtheproductworks–it’sfeatures.

4. Isittheprice?

5. Ortheclientpreferacompetitor..

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Whatdoyouneedtomakethesuggestedplan/Initiative/solutionsuccessful?(e.g.ManagementSupport/InternalAlignment/CustomerAlignment/MarketAnalysis….)

TheSalesDepartmentAlongwiththedevelopmentdepartmentwillconducttogetheramarketresearchand

analysistoincreasetherevenuesources.Thiswillbebasedonqualitativeandquantitative,pollingalarge

numberofspecificproductsorservicestopredicthowitwillbeneededwiththeaviationindustry,askfields

ofexpertsforgeneralopinions,haveadirectapproachtocustomerstoexaminetheirneeds.

Trytoexpandthecustomerbasedtoincludethetransportationindustry,collaboratewithmoreexpertsin

theaviationandtransportationindustrytounderstandthenewesttechnologiesandnewtrends.

Duringthisphaseofcreatingthesalesdepartment,Willbedependingonfactors:ProductsandServices,

Prices,Territory,customers,CompetitorsandtheSalesDirectorwillrequiredto:

• Create(3years,5years)StrategyPlan• Showtherealpotentials• ManagetheChange• Identifynewideas/Opportunities• DefinedGrowth(RevenueandProfit)• ReaffirmtheHire• Re-evaluatetheSalesDepartmentonmonthlybases

TheStrategywillbebasedon:

• SWOTAnalysis:AsthebestwaytoleverageDTPstrengths,weakness,toknowhowtousetheminTOWS.

• Goals:IdentifyDTPsalesdepartmentsgoals..Willbechangeonayearlybase(short&longterms)tomeettheCompanygoals.

• KPIs:WilladdametricsthatIcanjudgeSalesbusinessperformancebasedonthesuccessSalesdepartmentwillachieve.

• Industryanalysis,• CompetitiveAnalysis• OperationsPlan:isthesalesdepartmentactionplanforexecutingtotransformDTP–Sales

opportunitiesintoreality.

WhyDTPneedSales…speciallynow.

1-DTPisgettingintotransformationperiod,DTPdepartmentandmanagementcannotunderstandthemarketwithoutthesalesdepartment.2-DTPcannotunderstandthecustomerneedsandfutureneeds.Becauseontheminimalinteracting(facetoface)withcustomers.

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3-Salespeoplewillhavetheinformationforwhichproductisworthininvesting.4-Priceswillbeunderstoodbyonlysales,DTPManagementlooksonRISKmatterandoversizeit..Saleswillguaranteehowthepricesalongwithfinancedepartment.

However,westillneedtoknowthatitsnotthesalesdepartmenttodefinedthenewproductsorservices,

butitwillbethemainmarketinformationsources..Tohelpdefinedthebestchoiceforacustomerforan

industryforaproject…

LetlookatdeferentareaswithintheindustryforexamplewithintheairportsDTPhavethefollowing:

Figure5ProductsandServicestoincludeinDTPPortfolio

However,letsbeinnovative:DTPshouldcreateaprocessoftranslatinganideaorinventionintoaproductorservicewhichshouldbeintelligencesolution,thatwillbeaninspirationofdevelopmentforcreativitythat

createsvalueforthecustomertomeethisvision,whichhewillpayfor.

WithinGCCaround200mpassengers,thatuseairportsandairplanes,thiswillresultinmore:

1. Airportsdevelopments

2. BetterGroundhandlersoperations

3. ATCsystems

4. MoreAirlinesmovements

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“TheMiddleEastaviationmarketisexpectedtoreceivethedeliveryof2,610aircraftbetween2012and2032,valuedat$550billion,GCCrequireatleast$16bnworthofICTsolutions”

IfDTPplantowideofferingtoTransportation,SalesDepartmentshouldbereadytoexploretheother

markets.Themanagementshouldprovidethefollowing

BetterUnderstandingoftheCompanyGrowth,withaclear(Departments,Company)strategies,establish

effectivecommunicationsandfocuswithmotivationstoallteams.

Whatistheexpectedimpactofthesolutiononthebusiness/outcome/etc.?

Inanybusinessorganization,salesisthedepartmentthatgeneratesrevenue.Nomatterhowgoodthe

companyoperationis,howcutting-edgethetechnologyis,howtightfinancialgoalsareorhowprogressive

andforward-thinkingofthemanagementtechniquesare,itsmuststillhaveasalesmechanismandsales

departmentinplace,oreverythingelseisuseless.

Salesdepartmenthasgainedimportancetomeetincreasingcompetitionandtheneedforimproved

methodsofdistributiontoreducecostandtoincreaseprofits.Salestodayisthemostimportantfunctionina

commercialandbusinessenterprise.

Thefollowingaretheotherfactorsshowingimportanceofthesales:

• Introductionofnewproductsinthemarket.

• Increasingtheproductionofexistingproducts.

• Reducingcostofsalesanddistribution.

• Exportmarket.

• Developmentinthemeansandcommunicationoftransportationwithinandoutsidethe

country.

• Riseinpercapitaincomeanddemandformoregoodsbytheconsumers.

Conclusion

Salesisviewedasadistinctfunctionalunitandmoreasasetoforganizationalprocesseswheretheentire

companyparticipatesinorganization-widemarket-orientedbehavior.Thequestioninthisrespectiswhether

salesisrequiredassteeringfunctionswithDTPforthesuccessfulimplementationofaviationmarket.

Consequently,thefollowingquestionsarise:Whatisthesalesdepartments’currentroleincompanies?What

factorsdrivetheirrole?Howdoestheirpowerinteractwithmarketorientationwithregardtobusiness

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performance?IthinkmystudyfindingssuggestthatthesalesfunctionplaysacrucialroleinDTPfor

implementingandsuccessfullymanagingthegrowthandrevenue.Theresultsimplythatmarketorientation

andastrongsalefunctionaremutuallydependentandindicatethattopmanagersshouldstrengthenthe

SalesfunctionifDTPaimtoalignthewholeorganizationwiththemarketand,thus,improvebusiness

performanceandincomes.