Conflict Check/New Process Conflict Check details how to run a conflict
Matter Form check and includes samples of all forms
and processes required to run a compre-
Starting a New Case Process Starting a new case outlines all of the steps
(Engagement) the sales professional must take to officially
begin a new engagement. For FTI, this pro-
cess details the letters of engagement (LOE),
standard terms and conditions, and sample
Selling Product X Skills, knowledge, Selling Product X trains your new recruits
and process on selling one or more service lines. Ideally,
you will train your new recruits on one core
or starter service line during Boot Camp.
Training in this section includes presenting
or demonstrating the service line/technol-
ogy, reviewing the supporting marketing
collateral, and preparing a proposal cus-
tomized fo this service line/technology.
SalesPlus (or CRM Process SalesPlus is a contract management sys-
tool) tem.This section trains on the systems and
processes your sales professionals must
use to enter contracts, track calls, schedule
meetings, and detail opportunities.
Sales Phone Calls Skills Sales Phone Calls covers a core skill
requirement of the sales professionalā”
cold calling. It reviews the goals the firm
has set about call volume per professional
and provides sample call scripts and sug-
gestions for developing your script.
Exhibit 4.3 Boot Camp Training Topics for Sales Professionals
98 The Front Office: Driving Sales and Growth
TRAINING SECTION CORE AREA DESCRIPTION
Send Me Something Skills and process Send Me Something First trains on writing
First cover letters and determining to include a
mailed sales kit.
Proposals Skills and process Proposals provides the key steps that the
sales professional should take when enter-
ing the proposal stage and details tips for
developing a winning proposal. Case stud-
ies detailing winning proposals are pre-
sented and discussed.
La Firm (specific Skills and knowledge Law Firm Presentations trains your sales
industry) professionals to present to their key indus-
Presentations try audience. this section provides tips to
understanding the differences in present-
ing to, for example, a law firm versus a cor-
Reports Process Reports details the processes unique to the
sales organization, for example, the call log
form, weekly call report, and pipeline
report.The expectations of the sales man-
ager are presented in this section.
Exhibit 4.3 Continued
knowledge of the firm and the capability to succeed. However, Elisabeth
could not pick up the phone. It was so painful for Elisabeth to pick up the
phone that, as an incentive to phone canvass, she created the ācupā system.
On her desk were two cups and a stack of dollar bills. If she dialed the
number, she moved one dollar to the first cup. If she booked an appoint-
ment, she moved the dollar to the second cup. At the end of the week, she
allowed herself to spend the dollars that were in the second cup.
Now, here was a sales professional with immense potential who could
not pick up the phone. As a manager, I chose to invest in Elisabeth and
reached out to an outside consultant, Rose Venditto, principal, Sales-
Essentials Group, Inc., to employ the SPQ*GOLDĀ® tool. Rose worked
one-on-one with Elisabeth for a full week to help her overcome her
phone canvassing challenges. She helped understand her reluctance, cre-
ate a discussion script, and better understand the kind of sales conversa-
tion that will get a positive result from clients and prospects. Now there
are no cups! The insight gathered via the assessment tool, combined
with intensive coaching and the willingness of the sales professional, re-
sulted in great success. Today, Elisabeth is FTIā™s number one salesper-
son, with $10 million in sales this year.
This one-time assessment tool will give you the insight you need to help
your professionals meet their mark. A number of qualified consultants distrib-
ute the SPQ tool, and I encourage you to bring one in. After the initial assess-
ment, donā™t hesitate to give your people personal coaches if you believe they
have the potentialā”and the heart and attitudeā”to be successful.
QUARTERLY REVIEW. The quarterly review is essential to developing
your people and ensuring that they are properly supported and given
the tools to perform at the top of their game. At FTI, we use an MBO per-
formance development tool. This quarterly review based on revenue and
skills and examines two critical areas: (1) actual revenue and sales activity
versus quota and (2) progress in achieving set development objectives or an
evaluation of competencies in relation to identified skill and knowledge
areas. Within the performance evaluation, manager and peer feedback is
Like any performance-based evaluation tool, the quarterly review is used
as a coaching tool not only to assess areas that need improvement and poten-
tially further training, but also to determine when a sales professional is
ready to achieve more and take on more responsibility. Remember, superstar
sales professionals are aggressive; if they are not continually challenged and
provided with growth opportunities, they will seek out a more challenging
position with another firm. The quarterly review should not be viewed as
simply a report. It is a powerful interaction between you and your team. It
provides insight into where each salesperson is performing in the key cate-
gories for success and enables you to remove obstacles, provide resources,
make mid-course corrections, and celebrate success.
Two definitions of tracking are: (1) to search by following evidence until
found and (2) to observe or plot the moving path of something. These defini-
tions apply to sales tracking, as sales tracking does provide āevidenceā of what
is happening in the sales process and helps a manager to forecast and āplot.ā
However, too often, tracking becomes synonymous with monitoring. If you
institute activity-measuring tools because āIā™m tracking you,ā itā™s useless.
Tracking should be used to improve performanceā”to leave people better than
you found them. It is this philosophy that leads me to include tracking in this
Building and Managing section.
Tracking serves many purposes:
ā¢ Enforces accountability: Encourages ownership and responsibility.
ā¢ Helps professionals āanalyze the gameā: Provides insight into the sales
process. Just like a baseball pitcher analyzes his game and the game of
his batter, tracking gives sales professionals stats to measure their prog-
ress objectively and relative to others.
100 The Front Office: Driving Sales and Growth
ā¢ Motivates: Brings another level of competition to the sales organization
and the entire firm.
ā¢ Forecasts and provides utilization data: Helps practice leaders to man-
age staff and provides insight into the sales organizationā™s performance.
Justifies existence of sales organization.
ā¢ Coaches: Enables managers to identify key areas for growth so they can
help sales professionals get to the next level.
There are two types of tracking:
1. Coaching: Sales activity presented in weekly, monthly, and quarterly
meetings between the sales professional and the sales manager; it fo-
cuses on improvement.
2. Public tracking: Sales activity presented in a weekly and monthly re-
port card format to the entire firm and sales organization; it informs,
motivates, and inspires competition.
Tracking, if set up and managed appropriately, can help sales profession-
als to analyze their game. If youā™ve developed a sales organization with a
culture in which tracking and coaching are intertwined, your sales profes-
sionals will want to use a tracking tool and will be hungry for their weekly,
monthly, and quarterly reviews. Remember, tracking is about improving
performance, and your job, as a manager, is to repeatedly ask, āHow can I
help you improve?ā Three key tracking tools are instrumental to successful
coaching and are useful to any firm.
TRACKING TOOL 1: ACTIVITY-BASED SALES MODEL. The activity-
based sales model helps the sales professional and the manager track the
sales process and, more importantly, identify what things in this process are
within the sales professionalā™s control, and thus are able to be improved, and
what things are outside their direct control. Exhibit 4.4 is an example of the
activity-based modeling tool used at FTI, Inc.
This activity-based sales modeling tool enables sales professionals and
managers to evaluate their performance metrics on a regular basis. Examine
this model, looking at each metric, the detail surrounding this metric, and,
most importantly, whether this metric is within the span of human control;
that is, can the sales professional impact this metric significantly?
To gain the full benefit of this activity-based sales model, it is essential
that you incorporate this analysis into regular progress meetings with sales
professionals. Using the model as an analytical tool, a manager can act as a
coach and help sales professionals to analyze their individual game. Two ex-
ample cases illustrate the combined coaching power of the activity-based
sales model and the sales manager.
APPOINTMENT TM BOOKED NO SHOW/ APPOINTMENTS LOES PER LOES PER MINUS MINUS PUSH TRANSACTIONS REVENUE
DIALS CONNECTS CLOSING RATIO APPOINTMENTS CANCEL (%) ATTENDED YEARR YEAR 30 PERCENT 10 PERCENT PER YEAR ($)
100 25 30 7.50 20 6 0.90 45.0 13.5 4.50 27.0 1,350,000
100 25 25 6.25 20 5 0.75 37.5 11.25 3.75 22.5 1,125,000
100 25 20 5.00 20 4 0.60 30.0 9.00 3.0 18.0 900,000
100 25 15 3.75 20 3 0.45 22.5 6.75 2.25 13.5 675,000
Note: This activity-based sales model was created in Microsoft Excel, and the data is populated by a CRM tool. If you donā™t have a CRM system, a simple Excel spreadsheet
will work fine. If you do have a CRM or contact management system, work with your IT department to synchronize the two databases.
Exhibit 4.4 Tracking Tool for Activity-Based Sales Model
102 The Front Office: Driving Sales and Growth
Example Case Number One: Joan, a new sales professional, doesnā™t have
enough appointments. Why? During her quarterly review, you and Joan
analyze her numbers. Does her lack of appointments come from an inabil-
ity to articulate the companyā™s value? Fear of the phone? Not asking for
the appointment? Calling the wrong people? Through this dialogue and
analysis, you can put together a coaching plan for Joan. In the meantime,
as Joan is acquiring new skills, you can help her to positively inf luence the
metrics she does have control overā”in this case, the number of dials.
Using the modeling tool, you can determine how many additional dials
Joan must make to book enough appointments to reach her revenue goals.
After suggesting this short-term solution, you can then implement a coach-
ing plan that will help her to reach the standard rep appointment close
ratio of 30 percent.
Example Case Number Two: Gary, a veteran sales professional, does not par-
ticularly like call canvassingā”who really does? When you sit down to your
quarterly review, you see that Garyā™s dials number is very lowā”well below
the standard rep minimum of 100 per week. While at first glance you see a
need to discuss (in negative terms) this number with Gary, the modeling tool
shows that Garyā™s appointment closing ratio is at 40 percent, exceeding ex-
pectations, and his closing ratio is also high. Gary will clearly meet his quar-
terly sales quota. As a manager, you can use the sales modeling tool to show
Gary how much more money he would be making if he increased his dials by
just 10 or 20 calls, motivating him to achieve more. You can also pinpoint
Gary as an effective closer and turn to him when there is another profes-
sional who needs coaching in that particular area.
The activity-based sales model is an essential tool; it has value for both
the sales manager and the sales professional. It helps managers see how they
are going to grow the business and develop a strong sales team, and it helps
sales professionals get to the next level.
TRACKING TOOL 2: WEEKLY REPORT. The weekly report follows a re-
port card format and lists a subset of the categories included on the activity-
based sales model. The weekly report focuses on letters of engagement
(LOEs) and provides highlights of prospect accounts. Sales call reports,
which are entered into the contact management or CRM system, are auto-
matically aggregated into the weekly report (see Exhibit 4.5).
TRACKING TOOL 3: MONTHLY PIPELINE. This detailed and high level
tool forecasts revenue by sales professional and details the prospect com-
pany, stage of sales cycle, date contact initiated, forecasted revenue and
probability of close, factored revenue, and a quarterly revenue pipeline.
The weekly report and monthly pipeline tracking tools provide the sales
manager with traditional pipeline information. When used as coaching tools,
CALLS CONNECTS SCHEDULED ATTENDED CONFLICTS LOES LEADS HIGHLIGHTS
Jane Smith: Chicago
1/4/2004 16 7 3 3 1 1 1 Conflict check/LOE: Plymouth v. Matson (Strauss);
Lead: Turner Industries
1/11/2004 43 17 3 2 3 2 0 LOE: Schmidt v. Cosmos (Johnson Bell); LOE
Gallagher v.Tabb, et al. (Becker Strong); Conflict
check: Smith v. Craig (Jones Davis)
1/18/2004 33 16 8 6 1 0 0 Conflict check: Paxo v. Lyons Corporation
1/25/2004 26 15 5 6 0 0 2 Corporate Securities Presentation (Straus)
Exhibit 4.5 Weekly Report
104 The Front Office: Driving Sales and Growth
the manager, together with the sales professional, can examine the leads on a
case-by-case basis. The manager might ask pointed questions, such as, āIs this