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Longitude East: Al Rossini, Chief Manager
Al.Rossini@precisionsalesengineering.com
- (203) 458-6017

Longitude West: Paul Sidorenko, EVP, Sales
Paul.Sidorenko@precisionsalesengineering.com
- (415) 867-9022
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Executive Manager Strategic Sales Plan (Model)


Management Plan
Name
Executive Manager Strategic Sales
Plan (Model)
Owner Senior Executive Manager

Parent
Performance Plan

Plan Period


Plan Status
2014


Model


Go to Market
Strategy












Risks & Challenges








Events &
Milestones
This Strategic Sales Plan explains what actions need to be done for creating a sales plan based
on strategic business goals. This document is designed for sales managers, market analysts and
other professionals involved in sales management.

Understand Current Situation Review performance of Sales department and check if this
department works effectively.
Research Prospects Research prospects selling environment to figure out if the business
needs can be met by attracting new customers.
Conduct Cost/Benefit Analysis - Compare the cost with the benefits to determine if there is a ratio
acceptable for your business.
Plan for Sales Advance - Arrange and schedule sales tests that let evaluate marketing campaigns
and assess their effectiveness.
* Ability to execute internally department (leadership)
* Portfolio management execution
* Partner contributions
* Ability to hire and train alternate cost model in sales
* Ability to increase win rates
* Training
* Obtaining budget and commitments necessary from stakeholders

* Create plan and enroll inter and external department stakeholders
* Establish effective revenue milestones for end of this year as a measure of success


Plan Revenue
Target
Sales YTD
$20,000,000 % Goal Attained 56.50%

$11,300,324
Performance Scorecard
Performance Plan Elements


Primary (My) Performance Objectives

Managing Alliance Partner Contribution to Revenues
Active Measure 1 Total revenue generated by or via alliance partners Performance Result 1 574,000
% Goal Attained 1 33.76

Managing Direct Revenue Growth Performance


Managing Sales Best Practice Coverage Performance


Managing Sales Compensation & Benefits Benchmark Performance


Levels of remuneration are an important contributor to employee satisfaction. Satisfaction
Description will be adversely affected if sales compensation levels are less favorable than those offered
by competitors or geographic norms. As a result of poor employee sati
Performance Perspective
Managing Employee Satisfaction; Managing Human Resource Ops.; Managing People &
Teams
Status Behind Schedule
Target Goal 1 92,500
Active Measure 1 Average sales compensation paid vs. competition / industry & geography
Performance Result 1 145,000
% Goal Attained 1 156.76
Managing sales best practice coverage tracks how many best practices are executed
Description within the sales organization and how many of the organization's activities and processes
are covered by practices that are considered to be best. Effective management
Performance Perspective Managing Best Practices
Status On Schedule
Target Goal 1 100
Active Measure 1 % of key processes that are considered to be best practices
Performance Result 1 45
% Goal Attained 1 45.00
This Performance Objective is owned by the Executive VP Sales as an umbrella Objective to
Description
contain a variety of individual contributor revenue Supporting Goals and others working as a
Team with Sales Managers.
Direct Sales:
Performance Perspective
Managing Business Unit Strategy; Managing Customer Contribution; Managing Customer
Satisfaction; Managing Investor Satisfaction
Status On Schedule
Target Goal 1 10,300,000
Active Measure 1 Total revenue generated by direct sales
Performance Result 1 4,726,324
% Goal Attained 1 45.89
This Performance Objective is managed by the Executive VP Sales to direct the contribution
Description of Alliance Partners responsible for $3.5 Million of new business. Managing the performance
of this objective tracks how much of an organizations income co
Performance Perspective Managing Partner Contribution; Managing Stakeholder Relations
Status Behind Schedule
Target Goal 1 1,700,000

Secondary (Shared) Performance Objectives

Managing Impact of Training Programs on Sales Organization Performance - HPFS

% Goal Attained 1
Related Sales Manager Plan 1 Sales Training Plan (Model)

Managing Sales Force Productivity Performance



Related Management Plans

Channel Manager Sales Plan (Model)


Sales Operations Plan (Model)



Owner Last Name Sales Operations
Plan Period 2014
Plan Status Model
Plan Revenue Target $120,000,000
Sales YTD $55,300,324
% Goal Attained 46.08
Owner Last Name Senior Manager
Plan Period 2014
Plan Status Model
Plan Revenue Target $1,700,000
Sales YTD $574,000
% Goal Attained 33.76
Description

Performance Perspective
Status
Target Goal 1
Active Measure 1
Performance Result 1
% Goal Attained 1
Related Sales Manager Plan 1
Managing sales force productivity performance tracks the efficiency and effectiveness
of the sales force. It is a key element of the demand generation process, as it focuses
on the return that is received for their efforts. Sales productivity should not
Managing Demand Generation
Sales Operations Plan (Model)
Description

Performance Perspective
Status
Target Goal 1
Active Measure 1
Performance Result 1
There are many challenges in the learning field. A lack of measures is not one of them.
There are well over 80 common effectiveness and efficiency measures in use today.
Effectiveness measures are those about quality like the Kirkpatrick-Ph
Managing Human Resource Ops.; Managing People & Teams
On Schedule
Behavioral Change after training - PSES

Sales Training Plan (Model)


Team 'A' Sales Plan (Model)


Team 'B' Sales Plan (Model)



Open Activities

CEO - Quarterly Executive Sales Plan Review
Name
Task
Due Date 4/21/2014 12:00 PM
Status
Priority
Assigned To Senior Executive Manager
Quarterly Business Review with CEO of progress to plan.

As the name implies, this is your time to review, with your senior management, the progress your
organization achieved during the previous quarter.

Comments If you've put in place a disciplined, structured annual budgeting and goal-setting process - which you
should - this is your opportunity to take a look at how the year is shaking out, versus what you had
planned. You've taken the time and made the effort to plan for success for this year, and now you are in a
position to get some feedback as to how things are going. The idea here is to spend a few hours to
gauge the performance of the company and identify any potential issues so that management can
address them in a timely fashion.

What should you expect from this process?
- an understanding of how the company is performing versus the plan for the year
- an updated perspective on trends in your market
- identification of any critical issues
- at the end, a concise action plan to address any of the identified issues, including scheduled follow-up
Owner Last Name Senior Manager
Plan Period 2014
Plan Status Model
Plan Revenue Target $4,350,000
Sales YTD $1,522,000
% Goal Attained 34.99
Owner Last Name Senior Manager
Plan Period 2014
Plan Status Model
Plan Revenue Target $6,000,000
Sales YTD $1,824,324
% Goal Attained 30.41
Owner Last Name Senior Manager
Plan Period 2014
Plan Status Model
Plan Revenue Target $1
Sales YTD $1
% Goal Attained 100.00

and identifying members of management responsible for executing the plan.

Annual Sales Planning Summit - All Sales
Name
Task
Due Date 10/3/2014 All Day
Status
Priority
Assigned To Senior Executive Manager
Your annual sales planning meeting is the direct result of the inputs coming down from the CEO's Annual
Business Planning Summit.

It accomplishes two important tasks:
1. it forces you to review and evaluate past year performance including the quality of management
decisions, and
2. it presents the opportunity for you to apply what you learned toward improving your performance in
the coming year.



Comments
Your experiences during the past year are all learning experiences and are extremely valuable in honing
your company management, production and marketing activities to their best possible qualities. Your
company's future depends on how you apply this knowledge. It also depends on preparation for foreseeable
situations so you can better handle the surprises.

Annual sales performance planning is comprised of a prior year review, a positioning session, a planning
session and the updating of your sales plan. The review examines production, marketing, fulfillment, inventory
management, financial management, legal compliance and administrative operations.