In many organizations, the sales department is managed based on a budget containing the desired sales volumes. Targets are set and distributed among the sellers. As a sales manager you are responsible for drawing up the budget and (individual) targets. However, at Kenneth Smit we believe that a budget and associated targets do not cover it all. We believe in the power of drawing up a sales plan to further develop your department. What do we think should not be missing from your sales plan?

The required business context

It is not self-evident that the people within your team are aware of the context surrounding the organization. Consider the mission, vision, but also history. The context of a company is crucial for its culture, and therefore also for the way in which you as a salesperson represent the organization. Inform your team about the context, which also includes the positioning, proposition, marketing strategy and therefore competitive advantages.

Target Markets & DMUs

Logically, in the sales plan you describe which markets you wish to approach and what your 'ideal' customer looks like. This creates a framework for everyone who is involved in sales within the organization. But we also want to challenge you to work on a targeted description of the DMUs within your target markets. Better yet, try developing a persona for your DMUs. Apply a bit of marketing within sales. 

Marketing & tools

Not only does your organization need a marketing plan, but so does your sales department. Describe what resources you want to use for marketing your department, both internally and externally, and what role you expect from your salespeople. Consider channels such as social media (Linkedin), blogs, whitepapers and email newsletters. In order to make good use of marketing opportunities, you obviously need tools. So think in time about the tools/software that you consider necessary to make your sales department scalable, such as a good CRM system and marketing tooling.

Pricing strategy

Price is of course an indispensable part of your sales plan. And we don't just mean your organization's pricing strategy, but also the frameworks within which your salespeople are free to move. What kind of offer can they make, what discounts can possibly be offered, what additional services and support can they provide to a prospect, etc.

Competitive analysis

Most salespeople know their competitors by name, especially in B2B-oriented organizations with relatively few players. Yet it is rarely well documented what the strengths and weaknesses of your competitors are, and how you can attack them (or counter attacks). Do your research and develop a clear competitive analysis so that it isn't just in the heads of your salespeople.

Goals

Your plan will of course depend on the goals. In it you describe your budget and the targets you have in mind. However, it goes further. Also consider the internal goals you want to formulate regarding the growth of your department and the connection with the organization.

Budget

Finally, the sales plan also naturally includes a budget requirement. A sales department needs more than just experienced salespeople to become a success. Tooling, marketing budget: these are all important components for good budgeting.

Have you ever drawn up a sales plan for your organization? Then we would like to hear about your experience and how the plan has helped you grow the sales department. If you think we have missed any important parts, please let us know.