1
1
Overview of the workout
Time Content Method / Person
10 minutes Welcome & objectives Trainer led
5 minutes Why prioritisation is so important Trainer led
15 minutes How to prioritise your customer base – theory Trainer led
30 minutes How to prioritise your customer base – practical Group activity
30 minutes Developing a game plan Trainer led
10 minutes Break
20 minutes Relationship Planning – Gold & Silver Group activity
20 minutes Relationship Action Planning – Gold & Silver Group activity
30 minutes Managing time Trainer led Group activity
10 minutes Cool Down Trainer led
Why is prioritising your client base so important?
Gives you the focus you need
Where to invest time and where not to
Prioritise your day / week / quarter
Prioritise your workload
Achieve sales targets
Drive company revenues
Prioritise your clients based on two criteria
Revenue Potential
• What they could be spending with you
• Don’t only consider what they currently spend – be aspirational
• If we were to do x and y, they would spend...
Ease
• Strength of relationships you have with the key decision makers
• Timing – are they ready to buy / change or are they in a 3 year contract with 2 years left
• Needs – do they have a strong need for your product / service
Prioritising your customer base - theory
Ease
Rev
enu
e P
ote
nti
al £
, $, €
High (5)Low (1)
1,000,000
50,000
Rating our clients
Client Name Revenue Potential Ease (out of 5)
Prioritising your customer base - practical
Client Readiness
Rev
enu
e P
ote
nti
al £
, $, €
1,000,000
High (5)Low (1)
50,000
Client A D
Client C
Client B
Size/Depth of circle indicates
potential revenue growth from last year
Understanding your customer base
Ease
Rev
enu
e P
ote
nti
al £
, $, €
1,000,000
50,000
Long Term / Low Touch
(High Potential – Low Readiness)
Will take a long time / lot of effort to make money from
Focus & Grow
(High Potential – High Readiness)
Spend most of your time here
Responsive Only
(Low Potential – Low Readiness)
Will take a long time with little reward – waste of your
time
Develop & Grow
(Low Potential – High Readiness)
These are Quick Wins due to high readiness
High (5)Low (1)
Prioritising your customer base
Ease
Rev
enu
e P
ote
nti
al £
, $, €
1,000,000
50,000
Bronze Gold
Un-named Silver
High (5)Low (1)
Developing a game plan – what should our company approach be to each segment?
Ease
Rev
enu
e P
ote
nti
al £
, $, €
1,000,000
50,000
Bronze?
Gold?
Un-named?
Silver?
High (5)Low (1)
Developing a game plan - activity
• Gold:
―What are our Service Levels for Gold clients?
―What are our Sales Activities towards Gold clients?
• Silver:
―What are our Service Levels for Silver clients?
―What are our Sales Activities towards Silver clients?
• Bronze:
―What are our Service Levels for Bronze clients?
―What are our Sales Activities towards Bronze clients?
• Un-named:
―What are our Service Levels for un-named clients?
―What are our Sales Activities towards un-named clients?
Relationship Planning – Gold and Silver
Score our relationships with clients based on two criteria:
1. Importance of the person out of 10 (1 is low; 10 is high)
― Are they a key decision maker (8-10)
― Are they an influencer (5-7)
― Are they the ‘MAN’ – Do they have the Money; the
Authority and the Need
2. The Quality of the relationship you have with them
― Can you get ‘immediate access’ to them (10)
― Do you have an on-going relationship, or was it a ‘one off’
― What is your level of influence on the person
Key: 1 Low – 10 HighKey: 1 Low – 10 High
Relationship Planning
Relationship Planning: Map those scores onto the Relationship Map
Im
med
iacy
of
acc
ess
to c
onta
ct
Leve
l of
rela
tions
hip
(on
-goi
ng v
s. o
ne-t
ime)
Influ
ence
on
cont
act
Importance of Relationship
Defocus Nurture & Leverage
Build & Develop
Qu
alit
y o
f R
elat
ion
ship
Decision maker: Direct impactDecision influencer: indirect impact
Relationship Map
Responsive Only
Example of scoring system
Key: 1 Low – 10 HighKey: 1 Low – 10 High
Relationship Planning - example
Im
med
iacy
of
acc
ess
to c
onta
ct
Leve
l of
rela
tions
hip
(on
-goi
ng v
s. o
ne-t
ime)
Influ
ence
on
cont
act
Importance of Relationship
Defocus Nurture & Leverage
Build & Develop
Qu
alit
y o
f R
elat
ion
ship
Decision maker: Direct impactDecision influencer: indirect impact
Relationship Map – The Sales Gym
Bob Smith
Sylvia Money
Derek Barnes
Sam Jonas
Eric Didle
Contact Importance Quality Account Lead Account Support
Contact’s Hot Buttons Our Objectives / Key Messages Our Approach
Action Plan
Date Responsible Activity / Topic for Discussion Outcome / Comment
Develop an action plan for key decision makers
Develop a communication plan – completed example
Fortnightly
Monthly Quarterly6-12 Month
(Date)
GoldKey Relationships Informal Formal Dec
Less important relationships Informal Informal Formal June
SilverKey Relationships Formal
Less important relationships Formal
BronzeKey Relationships Informal
Less important relationships Formal
Un-NamedKey Relationships Formal
Less important relationships Formal
Key:
Formal
Informal
Formal meeting / presentation, with clear agenda and detailed support material
Informal meeting with work-in-progress material and reports
Managing your time
=
Urgency: customer expectations and internal deadlines
Importance: how will it contribute to gaining business
LOW HIGH
How important is the task?
NON-URGENT URGENT
Postpone task or ignore
Batch with other tasks and
plan to complete quickly
NON-URGENT URGENT
Batch with other tasks and
plan to complete
later
Handle task now
allocating adequate
time
How urgent is the task?
How urgent is the task?
Prioritising activities based on urgency and importance
Prioritising activities based on urgency and importance (2)
Importance
Urg
en
cy
High
Low
HighLow
Time Management activity
•Get into teams of 2-3 people
•Each team to list the regular activities you have to do on a
daily, weekly or monthly basis
a. Set up meetings with clients
b. Cold calling
c. Expenses
d. Etc.
•Place each activity into one of the 4 boxes, based on urgency
and importance
•Be ready to share with the group in 10 minutes
Prioritising your activities
Importance
Urg
en
cy
High
Low
No.2
Do quickly. Batch with similar activities
No.1
Do now, giving sufficient time to do it well
No.4
Postpone and perhaps even ignore
No.3
Batch with similar activities and plan to do later
HighLow
Planning your day to be most effective
• Based on the last activity, you should break up your day into time slots to be most effective
• The table indicates times that are generally recognised to be effective for different activities
Time Effective for...
8.00 – 9.30am • Plan your day• Do internal meetings• Good for non-client facing work
10.00 – 12.00pm • Client facing sales activity• Phone based or face to face
12.00 – 2.00pm • Admin time• Get batched tasks done
2.00 – 4.30pm • Client facing sales activity• Phone based or face to face
4.30pm onwards • Complete activities generated by client meetings / calls• Put aside for urgent activities still outstanding• Plan tomorrow
Cool Down
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