Everyone starts somewhere!  When you are new and untested, go to your strengths.   Take a look at this:

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During my days as a sales manager I was often asked by fledgling sales professionals as to what they could do to compete with the wealth of sales professionals out there with greater experience and knowledge?  What could they do that could negate that experience and make them the sales professional of choice?

The answer may well be nothing! Nothing negates the advantages that knowledge and experience gives.  It is something that cannot be taken away from the sales professional and there will be a day that you all will be glad about it.

However, there are some actions that you can undertake that will put you in a position to win, and your ‘weaknesses’ will be your strongest assets.

Know Your Assets and Use Them

Know your most plentiful assets and know how to constructively employs them to make the difference in how the client/prospect perceives a sales professional.

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Question:  What does a new sales professional have in abundance over the successful sales professional?
Answer: Time

The new sales professional has the ability to spend mountains of time on individual prospects and clients, ultimately impressing them with his or her attention and presence.  Be wise about it; yet note the relationship building aspect of spending face-time and effort impressing the buyer and how this will pay dividends.

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Question:  How can you make the client ‘dependent’ on you?
Answer: Make yourself indispensable and memorable.

How can you use your ability to focus on the customer?  Create memorable moments (Black Sales Journal 2/3/2011 – Make Yourself Memorable) by sending personally signed cards and notes that share information about products, industry news, and economic data.  Share outlooks and comment on how that might affect your customer/prospect. Increase the customer’s dependency on you, and a relationship is created.

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Question:  Does your customer have a perplexing problem?
Answer:  Do Extensive research

Take on a project of solving a problem that could be a game changer.  I once was acquainted with sales professional that was asked to advise how to insure a totally new energy concept.  He researched, and researched, and once finished presented to the prospect and the prospects two biggest suppliers.  The project never got off of the ground, but the sales professional ended up winning the account for both of the suppliers (he already had the other principal) as a result of his spirited work.

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Situation:  You need to find prospects…now!
Answer:  Use your ability to access technology for a full-out prospect blitz.

Find new, untapped prospects using your ability to research online.  Most experienced sales professionals have a wealth of work to do with existing accounts, and they are also about the business of sourcing prospects.  They won’t have nearly the amount of time, and potentially technology background to do this.  I have seen it done often, and it is often difficult for the vets to keep up.

Sound too Simple?

It is simple.  The problem with sales is that cumulative sales and existing clients generate a significant amount of work.  The sales professional who is the beneficiary of that account either does the maintenance work, or delegates it to an assistant or inside sales person.

Sales professionals vary in their ability to delegate, but no matter what, it takes time to do the actual work, or to delegate.  The new, but lean, sales professional can use that time to develop prospects and relationships as well as source them by spending the adequate amount of time finding those that have not been claimed.

Use your intrinsic energy to master the prospect system, find the relationships and then deliver solutions so that you can sell.  Spend valuable time working at relationships as you have the time to do it.  It is still a lot of work, but this is what you can be doing.

Here is the time to put together a good plan regarding which prospects to attack, and what sales assets to exploit.  You have something to offer, and it does not work with every buyer/customer/prospect, but with many it makes a significant difference.

Being effective when you are new is important.  Your sales plan executed well is the true meaning of effectiveness.

Always be effective!

Your comments are appreciated.

2012 may not be a memory yet, but it is effectively ‘old news’.  I hope you have made it through this year, but you have got to be looking toward the future to have a chance.  You should have completed your 2013 plan, but if not, this will help.  Effective planning and hard work are two important ingredients for success!

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I know that it seems premature to focus on 2013, as it is upon us.  1st quarter 2013 is a few weeks away.  You are probably busy trying to close out the 4th quarter of 2012.

If your manager has not done it yet, he or she will say: “What are you projecting for 2013?  I need your numbers!”  You need to be ready for that conversation, but more than that you should do the preparation as it tells you what type of a 2013 you can have.

Between now and the end of the year the management of your organization will engage in the following activities:

• Plan 2012 new production metrics
• Plan next year’s revenue from existing customers
• Set your 2012 personal goals and metrics
• Make decisions on manpower in the sales organization

Another reason to finalize your 2013 planning is that in many industries you do not want to  ‘miss’ the first quarter as this period is instrumental to reaching your annual goal.  Preparation for a strong first quarter cannot start in January 2013, as a matter of fact; it starts now.  It should benefit you by giving you focus and clarity as to what you must do to be successful.

What you can do is to prepare your production scenarios so that your conversations with your manager are productive and based on fact and logic.  You will stand out from the rest.   It is time to give good thought to next year!

Putting Together a Plan

You should be able to project your 2012 successes within the realm of reasonability, and avoid the “stab in the air” that comes with having no basis for your calculations when asked.

Your plan should be to:

• Project your 2013 success based on your knowledge of 2012 and 2011 in terms of hit ratio and total sales production.
• List your major prospects by month and quarter, with recognition of your chances of success (by percentages).
• Work your formula (Black Sales Journal 2/28/2011 – How Many Prospects Do You Really Need?) showing what you need to be successful and refine the numbers including statistics that are applicable to you and your situation.
• You should estimate your retention of existing customers, and whether they will buy at the same levels

Armed with this information, you would be able to have much more educated estimates as to what your successes will be for first quarter, and for all of 2013.  Knowing your prospects, your basic success rates, and your average account or sale size will lead you to be able to do a lot of wise forecasting.

Your Business Plan

Once you put all of the variables together, you will have the basis to put together a business plan that will show what type of success that you should be having.  Remember that you are doing it for you.  You are taking this excellent opportunity to review your 2011, and construct from this a logical projection of your efforts for 2013.

Many organizations have assistance for you in the form of Salesforce.com, Gold Mine, or other tailored sales and customer relationship management (CRM) software.  Whether they exist or not, your exercise is for you, then you can use it to fill in the blanks for any company sponsored software plan.

Your Business Plan discussion with Your Manager

Every organization is different, so your organization may have a routine in place for your conversation with your manager regarding your ‘plan’.  Most organizations have a process, although timing is not always well devised.

Here is your chance to “put a stake in the ground” on numbers and your thoughts.  Chances are your manager will be looking for higher numbers, and that may mean stretching your numbers upward.  Your manager will be pleased with, and maybe even excited about, your diligence in putting together numbers as they have to give the same requisite thought to the prospects possibilities and abilities of the sales professionals that work in their particular unit.

Benefit “You” First

Some larger organizations have already begun that process.  Much depends on the complexity of the planning cycle.  In medium and smaller organizations, the time is now.

This process is for you.  It may tell you that you have a lot of work to do, or you’re your funnel is replete with strong prospects.  Take a moment to do this exercise for your own benefit, and you will also have fodder for your sales discussion.   Remember to be honest about the prospecting part as it does you no good to plan the prospects for next year while you know that some of the prospects are actually ‘suspects’ (prospects that you doubt can come to fruition).

Be prepared for that conversation, and for the year ahead.

Always be prepared.  Your comments are welcome.