Directors Briefing

Selling

Your sales
strategy
Effective marketing is crucial to the success
of any business. But simply understanding
your market is not enough. You need to
build on your marketing plans, turning
theory into profits. A good sales strategy
will help you identify and take advantage of
the best opportunities.

Monitor the key trends in your market,

such as market changes and the activities
of competitors.
Take into account changing customer
tastes and developments in technology
or legislation.
Identify the key drivers of your business.

This briefing covers:

1.3 Concentrate on generating profitable

business.

Clarifying your sales objectives.

Deciding how to reach target customers.
Planning and supporting your sales effort.
Monitoring and improving effectiveness.

1 The right approach

1.1 Base your sales strategy on your business
and marketing plans.

Rank customers in order of profitability,

identifying existing, potential and key
customers. Take into account the total cost
of selling to each one.
Identify criteria that will enable you to
understand what a profitable customer
looks like. Use this profile to market to
similar organisations.
Identify what you are good at by analysing

Set out in detail how you will deliver

marketing objectives, target market
segments and support major marketing
activities, such as promotional drives.
Identify the key aims of your strategy. For
example, which target markets you are
aiming for and the timescales involved.
Get realistic, accurate plans by involving
sales people.
1.2 Understand your market.
Find out more about your customers. For
example, their needs, what products they
want and what level of service they expect.
Establish when, where and how your
existing customers buy.
If you sell to other businesses, identify who
influences buying decisions, who actually
makes them, and who places the orders.
England

Reviewed 01/04/10

Directors Briefing
the activities that led to your most profitable
sales last year.
Define the benefits to your business of
serving each type of customer.
For example, a high-profile customer may
provide you with credibility. Or, your first
one or two customers in a new sector may
enable you to access other customers in
that sector.
Give all criteria for a profitable customer
a weighting and focus sales activities on
customers that meet those criteria.
Only sell to unprofitable customers for a
good reason.
For example, sales to a large customer may
provide a regular revenue stream.
Try to improve your gross margin on your
less profitable sales. For example, you
might use a cheaper sales channel (see 3).

2 Your target customers

Business growth depends on creating
new, profitable business with different types
of customer.
2.1 Generate business with new prospects.
Target prospects efficiently.
For example, analyse your top ten existing
clients and identify customers with a
similar profile.
Plan how you will approach each new
customer. For example, to win the custom
of a key customer, you may drop your
prices creating a loss-leader or give
your product away on a trial basis.
Make sure you have a strategy to eventually
move prices back up to a profitable level,
or be prepared to live with reduced margins
from these customers.
2.2 Develop more business with existing
customers.
Set out what you will do to get existing
customers to make higher-value purchases,
and buy different products (up- and
cross-selling).
Plan how to keep key customers happy,
and build relationships.
2.3 Build up a mix of customers, to help
safeguard your sales revenue.
Do not rely too much on one customer, and
be aware of potential customer cashflow
problems.
Work out a sensible balance between time
spent developing new business and that
spent keeping existing customers happy.

2
Be aware of, and manage, seasonal sales.
Many businesses find that only ten months
out of 12 bring income.

3 Reaching the customer

Once you have worked out which customers
to target, you need to decide which sales
channels will be most effective.
You can either sell direct or through an
intermediary. Weigh the costs of each
channel against the benefits it would bring.
3.1 Most businesses sell to customers direct.
Direct sales methods include selling face-toface, direct mail, telesales and e-commerce.
Selling face-to-face is the most expensive
sales method, and works well for highvalue sales.
Complex products (eg customised
accounting software) need to be explained
and sold by an experienced sales person.
Direct mail and telesales are more costeffective options for lower value products.
For example, you might aim to complete
all sales under 100 over the phone.
Selling via your website can be the
cheapest method of all.
Involve sales and marketing employees in
the design and layout of the site.
3.2 If you cannot reach your customers directly,
use an intermediary.
You might target customers that are
individual consumers through retailers.
If you are breaking into overseas markets,
consider using an agent.
Contact the British Agents Register on
01423 560 608; www.agentsregister.com
or contact the Manufacturers Agents
Association on 01582 767618;
www.themaa.co.uk.
You may need to focus on selling to the
intermediaries. For example, persuading
retailers to display your product prominently.
3.3 You may be able to join forces with other
businesses to boost your sales effort.
For example, related, but non-competing,
companies might share customer information.
If you plan to share customers' information,
the Data Protection Act requires you to
inform customers which organisations you
will share their information with and give
them the option to object.

Overtrading is a
common cause of
business failure.
Production and
purchasing costs
soar and payments
are not yet coming
in. Make sure you
have the capacity
and finances in
place to enable you
to fulfil your sales
targets and order
commitments.
June Lonsdale,
Anglo Recycling
Technology Ltd

Directors Briefing
3.4 Promote and support your sales channels
by communicating with your customers.
Advertise to build recognition and
awareness of your product.
Provide promotional material to
intermediaries selling your product
or service.
For example, brochures and leaflets.
Think carefully about how customers would
prefer to hear about, and buy, your products
or services.

4 Sales planning
4.1 Together with your sales employees,
prepare your sales forecast.
This is a detailed breakdown of the sales
you plan to achieve by month, by customer
and by product.

Technology on your side

The right technology can significantly improve
your selling efficiency. For best results, give
your sales people the training and technical
support they need to use it.
A If you have many high-value customers
and prospects, customer relationship
management (CRM) software can be an
invaluable tool.
Get CRM software from a supplier with
knowledge of your industry.
Make sure the software lets you
generate the reports you need. For
example, you should be able to analyse
and group your customers using
different criteria.
If necessary, make sure data can
be transferred and stored across
different sites.
Feed in data from different parts of
your business. For example, a sales
rep should be able to see if customers
are over their agreed credit limit before
selling them new products.
B Use appropriate technology to improve
selling activities.
For example, you might provide your
field sales reps with remote access
to your intranet, so they can check
warehouse supplies and input orders
while on the customers premises.

3
Base forecasts on previous sales levels.
Take into account information about major
new orders, changes to customers buying
habits, and other factors such as pricing
and marketing activities.
State the likelihood of achieving sales,
using a percentage figure, and set out
when you expect to close them.
Agree how many leads are needed to
achieve the forecasted growth. Set out how
many leads should come from new and
existing customers.
Identify customers by name, or by the
number you expect to sell to.
Define the number of sales you expect
from a set number of visits, calls or other
contacts (your sales conversion rate).
Determine the frequency and levels of sales
activity needed to achieve targets.
For example, allocate the amount of time
to be spent on each account. Remember
to include the whole range of activities
needed to complete a sale.
Decide how many sales people you need
to achieve your sales targets, and allocate
territories or accounts (see 5.3).
Take into account your sales costs,
including promotional materials, salaries
and equipment (see 6.1).
Plan sales costs in proportion to the
returns you expect to make.
4.2 Prepare your annual sales budget.
This is a summary of the sales forecast. It
does not change, and acts as a benchmark
that you can compare your updated
forecasts with.
Prepare pessimistic, realistic and optimistic
versions of your budget, and plan what you
will do in each case.
4.3 Revise your sales forecasts quarterly
or annually, using past performance as
a guide.
Compare sales achieved with your sales
budget (see 4.2).
If there is a significant difference between
the two figures, find out why.
You may need to plan new sales initiatives
or adjust your sales expenditure.
4.4 Be aware of sales cycles. The total
amount of time taken to complete a sale
can have a critical impact on your cashflow.
If you have a new, untested product or
service, it may take longer to make sales.
Work with customers decision-making
habits. For example, large organisations
may be slower to reach decisions.

In recessive times,
customer look
for two factors
Am I putting my
business into a
safe pair of hands?
and Are we really
getting good value
for our hard earned
money?.
Guy Aston,
Huthwaite
International

Directors Briefing
Time sales drives and product launches
well. For example, suppliers to the retail
industry are geared to making sales at
exhibitions at the beginning of each year.
4.5 Co-ordinate sales with your other business
activities.
For example, do not plan for sales that your
production processes cannot fulfil.
Plan sales campaigns to support promotional
efforts (eg new product launches).
When you have defined your sales strategy,
you may need to adjust your marketing
plan accordingly.
For example, your sales people may identify
a new customer group to target.

5 Selling resources
5.1 Use sales tools to increase efficiency (see
box, page 3).
A good database is essential to manage
information on customers. Where possible,
link information held on different databases.
Consider what equipment could make your
sales people more productive (eg mobile
phones or laptop computers).
Also provide appropriate admin support to
allow sales people to focus on selling.
5.2 Give sales personnel access to the
standard documents they need.
Include call sheets, standard contracts,
proposal forms and promotional material.
Use sales report forms to record relevant
information for each customer contact.
For example, customer name, reason for
contact, issues covered and follow-up
action required.
Consult a lawyer to draw up major legal
documents, such as long-term contracts
or exclusive distributor agreements.
5.3 Organise and support your sales team.
Make sure sales people understand what
sets your product or service apart from
those of your competitors, and get them to
communicate this to customers.
Understand just what value your product
or service will bring to the customers
business; this is your value proposition.
Give sales people key information, for
example about pricing, profit margins and
negotiable areas.
Get sales people to record their activities
and produce weekly sales reports. These

4
should give scores out of ten for each
customer, reflecting the potential value
of sales and the likelihood of conversion.
Monitor the accuracy of their scoring
procedures.
Train your sales people, to improve product
and market knowledge as well as selling
skills.
Monitor and drive progress in supportive,
weekly one-to-one meetings.

Expert
contributors
Thanks to Guy
Aston (Huthwaite
International, 01709
710081).

6 Measuring performance
6.1 Conduct an annual or quarterly profitability
analysis.
Examine and justify the time and money
spent on different customers. Focus on
profitability rather than volume of sales,
and the quality rather than the quantity
of contact.
Find out if turnover was lower or higher
than forecasted and, if so, why.
Analyse which sales people, and channels,
are most productive, and why.
Monitor the returns on sales costs.
Distinguish between sales representative
and sales support costs.
Compare this years sales with the previous
years, and with those of similar companies
in your market.
6.2 Analyse conversion rates monthly, using
sales peoples weekly activity reports.
Work out how many sales have been
made, and calculate their average value.
Analyse the relationship between leads,
visits, proposals and orders achieved.
Monitor activity with both new and
existing customers.
Examine each stage in the selling process
to find out where you are losing the sales.
6.3 Identify problems, and find out what has
caused them.
For example, you might have reductions
in sales to key customers caused by an
unreliable delivery service.
Identify dead accounts and follow them up.
Making a sale to an existing customer is
far easier and cheaper than winning a
new one.
Find out what percentage of your customer
base no longer buys from you, and why.

Published by BHP Information Solutions Ltd, Althorp House, 4-6 Althorp Road, London SW17 7ED
Tel: 020 8672 6844, www.bhpinfosolutions.co.uk

BHP Information
Solutions Ltd 2010.
ISSN 1369-1996. All
rights reserved. No
part of this publication
may be reproduced or
transmitted without the
written permission of the
publisher. This publication
is for general guidance
only. The publisher, expert
contributors and distributor
disclaim all liability for
any errors or omissions.
Consult your local business
support organisation or your
professional adviser for help
and advice.