This document outlines a 30, 60, 90 day plan for a new sales manager. The plan focuses on meeting objectives in the first 30 days like accelerating opportunities, solving issues, discovering new projects aligned with account strategies, and closing opportunities. In the next 60 days, the plan is to manage the pipeline, plan account strategies, select key accounts and partners, and expand solutions. Finally, in the 90 days, the plan executes on closing deals, participating in customer events, analyzing account plans, and reviewing performance against quotas.
This document outlines Nat Evans' 30-60-90 day plan as a new sales consultant. It includes an overview of Nat's professional experience in IT sales and the military. The plan details activities for the first 30 days such as learning company offerings and developing sales goals. Activities for days 30-60 include managing past performance and prospecting new opportunities. Activities for days 60-90 focus on monitoring results, closing opportunities, and exceeding sales quotas to prove impact within 90 days.
30-60-90 Day Action Plan for New Managers OnboardingRavinder Tulsiani
This 30-60-90 day action plan focuses on understanding, assessing, and optimizing people, processes, and products (3Ps). In the first 30 days, the focus is on learning about stakeholders, team members, processes, and products. The next 30 days involves assessing performance, processes, and identifying improvement opportunities. The final 30 days aims to optimize processes and implement identified improvements. Key activities include meeting with stakeholders, evaluating team performance, identifying outdated procedures, and developing strategies to continuously improve.
Updated: 30 60 90 Day Sales Action Plan Updated VersionGordon Kiser
The document outlines a 30-60-90 day sales plan with the following key points:
1) The 30 day plan focuses on learning company processes, products, competition and establishing goals.
2) The 60 day plan aims to optimize the sales plan based on territory coverage and sales capacity, with a goal of refining strategies and continuing pipeline management.
3) The 90 day plan emphasizes closing deals, reviewing progress with the manager, and celebrating successes.
My First 90 Days - Strategies for SuccessSuresh Kodoor
Your First 90 days in a new organization are critical in laying a strong foundation for sustained long-term success. Plan to follow a defined framework to make your transition to the new Company a success for everyone involved!
This document outlines a 90 day plan for a new sales leader to successfully transition into their role. In the first 30 days, the leader will focus on getting to know the people, business, culture and processes. Between days 30-60, they will create a long-term vision while gaining quick wins, building consensus, and delegating tasks. Key actions include establishing metrics to measure success. In the final 30 days, the leader will tackle more ambitious initiatives while continuing to listen to feedback and build the team. Critical needs like sales data, processes, and compensation models are also outlined to ensure a smooth transition.
The 30-60-90 day plan for your interview successIta John
This plan can help you to achieve the 4 main missions of any interviews, viz, it shows that you understand the job; that you can do the job; that you'll do the job; that you won't pose a risk to the hiring manager's own continued employment (since he will be the one responsible for hiring you)
The document outlines a 30-60-90 day plan for a new sales representative to get acclimated in their territory which includes completing training, identifying key agencies and competitors in the first 30 days, visiting all agencies and fine-tuning their route in the territory in the first 60 days, and continuing relationship building, scheduling events, and establishing a long-term sales plan in the first 90 days. Notes were also included from an interview on focusing time appropriately between agencies and learning surplus lines fundamentals.
The 30/60/90 day business plan outlines goals for a new sales representative to get established in their territory. Within 30 days, they aim to identify their top 60 target accounts and meet with existing accounts to understand needs. In 60 days, they will conduct daily sales activities like 10 new account meetings per week and cross-selling to leverage relationships. By 90 days, they plan to exceed monthly quotas through regular follow-ups, successful territory management, and partner selling.
This 30/60/90 day action plan outlines goals and tasks for success over the first 3 months. The 30 day plan focuses on meeting staff, learning policies and priorities. The 60 day plan involves reviewing finances, contracts and identifying issues. The 90 day plan focuses on implementing solutions, streamlining procedures and evaluating performance to increase efficiency and revenue.
More and more final candidates for senior roles are being asked to present their 100-day action plans as part of the interview process. This is all about helping new leaders prepare in advance, manage their message and build their teams. It all starts with a plan.
The document outlines Mike Stevenson's 30-60-90 day leadership plan as the new Sales Manager of the Sales Development Rep team. The 30 day goals are to introduce himself to key people and processes. The 60 day goals are to identify morale and performance issues and implement a metrics-based improvement plan. The 90 day goals are to measure improvements using KPIs, recognize top performers, and coach the team to improved results.
The document outlines a 30/60/90 day plan for a new organization. In the first 30 days, the focus is on learning about systems, procedures, and goals, building relationships, and establishing performance guidelines. In the next 30 days, priorities include defining best practices, identifying issues, and partnering on improvements. In the final 90 days, priorities are sales territory development plans, production process analysis, and cost containment measures.
Alan Hurd Strategic 100 Day Action Plan ExampleAlan Hurd
The 100 Day Action Plan outlines the director of sales' initial priorities to build sales strategies, processes, and fundamentals. These include performing a SWOT analysis, defining opportunity areas, and laying a foundation for sustained improvement. Key initial action items are meeting with leadership, gathering company data, and preparing for the first team meeting. Milestones at 30, 60, and 100 days include evaluating performance, celebrating successes, and reformulating strategies and deliverables based on progress. The overall goal is to increase sales, revenue, and market share.
First 100 days as Sales Director 'sample'ianlockwood
Ian Lockwood outlined his approach for his first 100 days as the new Sales Director of XXXXXXX. He planned to meet with the sales team, clients, and other departments to discuss expectations, strategies, and goals. He intended to establish metrics and key performance indicators to monitor performance and motivate the sales team. Lockwood emphasized that change is good but should be implemented carefully. His agenda for the first 100 days focused on relationship building, strategic planning, and laying the foundation to continue the company's growth over the next year.
Stuart Kearney outlines a 90-day business plan to coach and develop a sales team. He will focus on building relationships in the first 30 days through regular meetings and team building. In days 30-60, he will provide continuous coaching using models like GROW and set continuous development plans. The final 30 days will consolidate the learnings to deliver improved results and ensure expectations are met through ongoing specific coaching tailored to individuals.
YOUR 30-, 60-, AND 90-DAY GAME PLAN FOR CAREER SUCCESS IN TODAY’S LEANER WORK...Kelly Services
The document provides a 30-, 60-, and 90-day game plan for career success in today's lean workforce. The 30-day plan focuses on understanding expectations, developing a success plan with milestones, and learning communication patterns. The 60-day plan emphasizes becoming more independent and building credibility. The 90-day plan involves accelerating learning, getting feedback, and team building to fully integrate into the new role.
“You can download this product from SlideTeam.net”
Presenting this set of slides with name 30 60 90 Day Sales Action Plan. This is a three stage process. The stages in this process are 30 Day Plan, 60 Day Plan, 90 Day Plan. This is a completely editable PowerPoint presentation and is available for immediate download. Download now and impress your audience. https://bit.ly/3aYUFnr
The document outlines a 30-60-90 day sales plan, providing goals and key tasks to complete in the first 30 days focusing on learning, the next 60 days optimizing the sales plan based on territory coverage, and the next 90 days closing deals and reviewing progress with the manager. The plan details orientation, applying company strategy and tactics, continuing to build the sales pipeline, mastering sales processes, and celebrating successes along the way.
This document outlines a 30-60-90 day plan for a new Technology Director/Manager. The plan focuses on:
- Understanding team culture and customers in the first 30 days
- Defining an action plan and securing early wins in the next 30 days
- Reorganizing the team, engaging stakeholders, and implementing management processes in the following 30 days
- Evaluating successes and failures after 90 days and identifying new strategic initiatives and challenges for the team.
What should you do in the First 90 Days as a Sales Manager or VP? Brett Wallace, VP of Sales for Zoominfo, gives 10 high-impact things to focus on to ramp up quickly. A must read for newly promoted Sales VPs and Managers...or aspiring ones!
On boarding new sales reps - the first 90 daysBrian Groth
The document outlines an on-boarding process for new sales reps over their first 90 days. In the first week, reps meet with sales enablement, CRM contacts, and their sales manager. They also plan to attend the next available sales boot camp. The boot camp covers the company, sales methodology, products, opportunities, and closing deals. Reps also follow a self-paced 30-60-90 day guide. Ongoing, reps receive mentoring, coaching, and regular training, with the goal of reducing time to full productivity.
Transitions are a critical time for leaders at all levels. Missteps made during the crucial first three months in a new role can jeopardize your success.
In this updated and expanded version of the international bestseller, Michael D. Watkins offers proven strategies for conquering the challenges of taking on a new role — no matter where you are in your career. Watkins, a noted expert on leadership transitions, also addresses today’s increasingly demanding professional landscape, where managers face more frequent changes and steeper expectations when they start their new jobs.
Whether you’re starting a new job, being promoted from within, or embarking on an overseas assignment, this is the guide you’ll need to succeed in your first 90 days — and beyond.
The document outlines eight things the author learned in their first 90 days of a new job. These include knowing the business, asking the right questions to understand the culture, embracing vulnerability, creating your own job description rather than relying on one, planning for success while recognizing plans may change, and securing early wins to build momentum. The overall message is advice for new employees to smoothly transition into a role and lay the foundation for long term success.
The document outlines the mission and management style of 4Stream. It discusses key aspects like customers, technology, process, people, and foundation. It provides a timeline and strategy for connecting, developing, executing, and assessing initiatives over 90 days. The document also shares Kelly Evans' personal code which values relationships, communication, and continuous improvement.
Pearls & Paint Designs Social Media StrategyKenzie Kitchen
This document provides a social media strategy and audit for Pearls & Paint Designs. It includes an executive summary, social media audit of current presence/engagement, objectives to drive traffic to a new Etsy shop, brand persona, strategies/tools, timing of posts, roles and responsibilities, critical response plan, and metrics for measuring results. The goal is to grow the online following through more frequent, relatable content across additional platforms like Instagram.
Antoine Daher has over 24 years of experience in corporate finance and accounting. He holds an MBA and is seeking a senior strategic role. He has extensive experience as an accounting manager, auditor, and chief accountant. Daher has led accounting teams, prepared financial reports, and ensured compliance with accounting standards.
This document outlines the strategy and approach for an individual named Joe Arm who is a CEO's salesman. The summary includes:
- Joe Arm's vision is to be a pioneering authentic sales personality selling to any buyer in any arena through a quick start balanced approach.
- The strategy focuses on short term (1-30 days) and long term (90+ days) sales approaches targeting local, national, and international clients.
- Joe Arm's approach is to build trust, have a will to win, and embrace the motto "there is no try."
This document outlines plans to improve employee retention, food cost variance, and sales at a restaurant over the next 30, 60, and 90 days. It notes current issues like high turnover of 70.2% and food cost variance of 2.04% compared to the 1.5% target. The 30-60-90 day plans include coordinating hiring and training, implementing food cost control measures, holding sales meetings and celebrations, and monitoring progress towards goals of lower turnover, reduced food variance, and increased sales. The overall aim is for the restaurant to achieve its targets and for employees to work as a team, innovate, and make a difference for the brand.
The 30/60/90 plan outlines objectives and tactics for a new sales representative to build relationships and gain market share in their territory over their first 90 days on the job. The 30 day plan focuses on credentialing, increasing technical competency, and targeting key customer sectors. Tactics include analyzing the territory, identifying top customers and building a customer database. The 60 day plan aims to fortify relationships, promote trust and expertise, and fine tune the sales plan. The 90 day plan evaluates performance against objectives and refines processes and procedures with the manager.
This eBook by Avention is a collection of tips from almost 20 different sales and marketing executives on things they wish they had known in their first 90 days on the job to be successful.
Sales White Paper: Executing A Territory Sales ModelAltify
In our increasingly complex and competitive marketplace, managing the sales process is a critical success factor in the consistent achievement of revenue goals. Senior sales executives and management teams who implement standardized sales processes and reinforce best practices will increase pipeline visibility, sales execution, and overall performance, leading to more predictable and sustainable revenue growth.
This document outlines Amanda Vrieze's 30-60-90 day plan to improve communications and public relations for DCI. The plan includes brainstorming with DCI employees, preparing presentations and materials, revamping online and social media resources, developing press kits and promoting events, working to increase community involvement, focusing on key events like Kidney Awareness Month, engaging media outlets, reaching out to physicians, and developing partnerships.
First 90 days as a Product Manager
The first 30 days involve understanding the product, market, company culture, and PM role. The next 30 days are spent developing personas, user journeys, a roadmap prioritizing ideas, and defining KPIs. The final 30 days focus on executing the product plan, measuring success, adjusting priorities based on feedback, and providing executive updates. A day in the life of a PM includes tasks like responding to emails, standing up with engineering, research, design, and reviewing features with other teams. The goal is to become a successful PM within the first 90 days on the job.
This document discusses planning for recruitment, selection, onboarding, and development of new members. It emphasizes the importance of understanding current membership performance and productivity before recruiting new members. Key points addressed include backward planning timelines for recruitment and exchanges, defining job descriptions and competencies, designing an efficient selection process, setting goals for inducting new recruits, and aligning recruitment with exchange program needs and talent capacity. The overall aim appears to be establishing an effective process for recruiting the right members and developing their skills and performance over time.
The document outlines a 30-60-90 day sales plan with the following key elements:
- The 30 day plan focuses on learning company processes, products, competition and territory through orientation and training. Goals include mapping target customers.
- The 60 day plan refines sales strategies and pipeline management with a goal of optimizing territory coverage and capacity.
- The 90 day plan involves coaching, refining tactics, closing deals, and reviewing the past 90 days with the manager.
This presentation is focused on the need to have a 30-60-90 day plan for your career, and also for your life. When you're in the final stages of a job interview, you're going to want to structure what you will be achieving in the first 30-60-90 days.
The presentation was delivered on October 18, 2017, at Humber College School of Applied Technology.
This document outlines the vision, mission, agenda, and action plan of a medical business partner relocating to San Francisco. The vision is to be an impactful and reliable partner for healthcare providers, key opinion leaders, and teams in San Francisco. The mission is to achieve scientific leadership through engagement. The 30 day plan focuses on mastering product knowledge and setting priorities. The 60 day plan includes disseminating new data, managing accounts, and understanding customer needs. The 90 day plan focuses on engaging key opinion leaders, customizing development plans, and finalizing the family move to San Francisco.
The document outlines various critical success factors, plans, and strategies for a new sales team over their first 30, 60, and 90 days. Key areas of focus include building relationships between marketing and sales, compensation models, recruitment and retention, training programs, communication structures, account frameworks, and performance evaluations. Detailed weekly and monthly action plans provide guidance on onboarding team members, setting goals, understanding customer needs, and ensuring growth.
The webinar provided guidance to business leaders on pivoting and adapting their businesses during the COVID-19 crisis. It outlined a three-phase model of surviving, pivoting/adapting, and thriving. Participants learned tools for conducting competitor analyses and reworking their product offerings. They worked in breakout groups to apply these tools and get feedback. The webinar emphasized the need for ongoing review of market trends and strategies as restrictions are lifted and businesses look to recover and capitalize on opportunities from what they've learned.
From Graph to Revenue How to Build a Flourishing Hospitality CompanyDr.Varnisikha. D.N PhD
We know that 24% of operators go out of business in their first year – 72% by year three. Does this mean that it’s mostly luck? No. Successful operators know and understand what it takes to build long-term success – and now you can learn too.
Nirvay Kumar is seeking a senior sales or marketing role. He has over 10 years of experience in sales, marketing, business development, and key account management in industries such as FMCG, consumer durables, printing, chemicals, and auto accessories. He has a proven track record of motivating sales teams and exceeding sales goals. His expertise includes market research, developing marketing plans, managing customer relationships, and implementing ERP systems.
The document provides a guide for businesses to adapt and thrive post-COVID19. It outlines a 3-phase model of Stop, Strategize, and Set to first reflect on changes from COVID19, reset the business strategy, and then set an action plan. The Strategize phase involves a 7R process to revise foundations, redefine markets, rework offerings, reset focus, review marketing and sales, remap the business model, and recalculate budgets. Taking businesses through stopping to assess impacts, strategizing a path forward, and setting a plan of action is presented as a way for companies to emerge from COVID19 well positioned for future success.
The document discusses 30-60-90 day plans, which are structured plans for new employees to follow during their first 90 days on the job. The 30-day plan focuses on learning company culture and survival skills. The 60-day plan involves learning the industry, developing relationships, and setting goals. The 90-day plan has the employee acting as an agent of change by implementing new strategies. Sample plans are provided for sales and management roles that outline specific tasks and goals for each 30-day period.
The document provides advice on how to reshape an advisory business for dramatic growth, including adjusting approaches for clients under financial pressure, standing out from competitors, and using business models and tools to help clients and drive growth. It recommends becoming a facilitator rather than consultant, specializing in a niche, creating a virtual team of specialists, focusing on implementation over prescriptive approaches, listening to clients, and delivering immediate value to help clients in difficult economic times. The top 10 key things identified are facilitating over consulting, specializing, creating a virtual team, value pricing, focusing on implementation, listening to clients, helping clients differentiate, delivering immediate value, and minimizing risk.
This 90 day transition plan outlines objectives to build relationships, learn the business priorities and culture, and deliver results. The plan involves meeting with stakeholders and direct reports in the first 30 days to understand roles and expectations. The next 30 days focus on achieving goals by coaching direct reports and ensuring productivity. The final 30 days evaluate effectiveness and input on progress against goals. The plan recommends revisiting and updating the template monthly to strategically outline next steps.
Enaam Alum is a project manager with experience in recruitment consulting, project management, customer service, and complaint handling. She has a Master's in Project Management and Bachelor's in Business and Management. She is seeking a junior project manager position to further develop her management skills. She has strong communication, problem-solving, and planning abilities along with experience in areas like leadership, quality assurance, and budgeting.
Robert B. Ignagni is a highly accomplished senior-level professional with over 30 years of experience in leadership, business development, project management, operations, and strategic planning. He has a proven track record of developing collaborative relationships, improving sales and profits, and driving revenue growth. His core competencies include leadership, relationship management, project management, and cost savings initiatives. He has experience leading startup companies, managing multimillion dollar projects, transitioning clients to profitability, and growing company revenue substantially through new business development and operational improvements.
How to Combat the First 90 days as a PM by Twilio Sr PMProduct School
The document provides guidance on how to combat the first 90 days as a new product manager. It outlines the 3 P's of onboarding to focus on - Product, People, and Processes. It recommends spending the first 30 days observing and learning about the product and users, the first 60 days evaluating the product and building collaboration, and the last 30 days starting to drive your own strategy and deliver value. Key tasks outlined for each phase include deep diving into product data and customer needs, building relationships, owning small features, and aligning roadmaps. The document also provides tips for dos and don'ts of onboarding like focusing on the big picture, asking questions, avoiding comparisons, and being willing to fail fast.
Managing 100,000+ Products on Google Shopping: How Advertisers with Large Cat...Tinuiti
Ecommerce companies managing hundreds of thousands of product SKUs in Google Shopping face a set of unique challenges when managing campaigns. Rather than optimizing and testing for success at scale, they’re often dealing with bloated, inconsistent accounts with suffering performance. Building an infinite number of campaigns and ad groups is both inefficient and not allowed by Google which makes campaign and account setup critical for success. Join our webinar to unpack Google Shopping secrets for brands with large product catalogs including the importance of account structure, automation, and streamlining processes to improve performance.
MBA 705 Milestone One Guidelines and Rubric Overview.docxARIV4
MBA 705 Milestone One Guidelines and Rubric
Overview: For the capstone assessment, you will create a business implementation plan and audiovisual presentation for the product, service, or idea you have
been developing throughout your MBA coursework.
In Milestone One, you will submit the justification for your idea or concept. You will connect entrepreneurship or intrapreneurship with organization change and
survival. This milestone lays the foundation for the rest of the project by outlining the justification of an idea or concept. Ultimately, the justification in this
milestone will provide much of the reasoning that decision makers will use to determine if they will fund your idea or concept.
Critical Elements:
Rationale: Lay out the rationale for the idea or concept.
Problem or Opportunity: Identify the problem or opportunity that the idea or concept addresses.
Market: Analyze the market for the product or service.
Competition: Analyze the key features that set the product or service apart from the competition.
Company: Explain how the concept fits with the mission, vision, and priorities of the company implementing the product or service.
Innovation: Discuss how or why the product or service is innovative.
Guidelines for Submission: Your draft must contain all of the elements listed above. It should be 5 to 8 pages in length (excluding the title page and references)
using 12-point Times New Roman font, with one-inch margins. You may include summary pictures, charts, graphs, or other explanatory diagrams as needed to
successfully explain the concept and implementation, but should use appendices for detailed supporting documentation. Your paper should follow APA
guidelines. You must include at least 5 scholarly sources. Cite your sources within the text of your paper and on the reference page.
Instructor Feedback: This activity uses an integrated rubric in Blackboard. Students can view instructor feedback in the Grade Center. For more information,
review these instructions.
Critical Elements Proficient (100%) Not Proficient (0%) Value
Main Elements Includes most of the main elements Does not include any of the main elements 15
Critical Thinking Provides logical conclusions and defends with
examples
Does not provide logical conclusions 15
Rationale Provides rationale and thoroughly defends it Does not provide rationale 10
Problem or Opportunity Identifies the problem or opportunity and
includes a detailed description of how the idea
or concept addresses the problem or
opportunity
Does not discuss the problem or opportunity 10
Market Analyzes the market for the product or service
and quantifies market size
Does not analyze market for product or
service
10
http://snhu-media.snhu.edu/files/production_documentation/formatting/rubric_feedback_instructions_student.pdf
Competition Analyzes key features, outlines how these
meet unmet customer needs, and explains
ho ...
MKTG522 Marketing Plan Guide MKTG522 MARKETING PLAN GUIDE .docxannandleola
MKTG522 Marketing Plan Guide
MKTG522 MARKETING PLAN GUIDE
Objective
This Marketing Plan assignment gives you the opportunity to practice develop an integrated
business and marketing strategy for a product or service of your choice. This activity will make
the course "come alive" through application of the principles from the textbook, course materials
and threaded discussions. Assignments such as this also help you develop business-oriented
communication skills.
The development of this Marketing Plan is an integral part of the course, and will require several
weeks of research, critical analysis, critical thinking, and writing. Students tell us the only way to
do well on this project is to begin early and work on it consistently throughout the entire course.
You have several options when choosing a product or service for your marketing plan. Consider
choosing a new product for a new company (your own) or creating a new product for an existing
company. Perhaps you would want to do a product extension of an existing product. You might
consider a different approach to marketing an existing service. You can target consumers or
businesses. You may choose a product or service offered by your employer or your own
business, or one from another organization. Ultimately, to maximize your learning experience,
choose a product or service in which you have an interest and about which you would like to see
your product or service come to the marketplace. Make sure there is information available about
the industry and target market of the product or service you choose.
Remember that this is a Marketing Plan and not a Business Plan. You are not creating a
business, but creating the Marketing Plan for an existing product or service. Thus, your focus
should not be on the company or its products, but on how to market the product or service that
you have chosen. Provide enough background and history to put the marketing plan in
perspective. Do a comprehensive SWOT analysis with an in-depth and candid look at your
internal and external environment. Establish your goals and objectives. Analyze the information
developed, and only then begin defining your target market, and specifying the specific marketing
strategies." Do not simply report on how a company markets its goods or services. You should
instead say what type of marketing you would propose.
Your instructor will look at your Marketing Plan from the point of view of a business proposal.
Have you thought through and considered your options? Have you provided details of your
proposal? Have you looked at the entire strategy - the “big picture” - while still considering the
more operational elements that make for successful implementation? How well written and
persuasive is the plan?
Guidelines
In developing your content, try to demonstrate clarity of thinking, understanding, and application
of basic marketing principles, and creative --- but realistic -- use of mar ...
Vijay Agstya is seeking a role in business development, project management, operations management, or product management. He has over 5 years of experience in sales, marketing, customer relationship management, and business development for telematics products. He is currently the regional manager for HiTecpoint Technologies, where he manages sales, marketing, customer service, collections, and hardware development teams across multiple states in India. Prior to this, he held other marketing and manager roles with increasing responsibility at HiTecpoint Technologies.
Similar to FcoJavierGonzalez_30-60-90-days-plan (20)
5. Meet with my line manager
to establish expectations
and review travel and
forecast, plan and review
weekly & bi-weekly
requirements
Develop sales goals &
accounts plans for
prospect accounts &
yearly goals
Complete all specified
company and services
offerings from my new
company
First 30 days
Understanding to Plan
30, 60, 90 days Plan 5
4. 30 days plan
Meet with my SE’s,
Channel Managers,
product specialists and
Consulting team to
build team approach
for house and new
prospect accounts
Meet with fellow AM’s &
tap into their experiences
to help implement ideas
that would help make the
accounts more
productive in areas we
have not penetrated
Prepare partner
meetings for intro’s
with mngt/AM’s to
leverage complete
accounts coverage
Understand 90-day
opportunities already in
pipeline
Identify key decision
makers who I need to
meet with immediately
to continue seamless
integration as new AM
Travel with my line
manager into accounts
for introductions and
learn all relationships
within accounts and
begin to align
executive sponsorship
where needed
Close out all business
initiated by previous
AM and follow up with
any implementation of
services/products: take
care of any loose ends
Start to develop my
new relationships and
contacts within net new
and house accounts
Attend
any and
all
Corporate
training
pertaining
to my line
of
business
Identify & join
professional trade
associations pertinent
to Corporate accounts Participate on weekly
commit calls as
directed
Begin to prospect old
accounts and contacts
for new business
related to our offerings
6. 2015 2016
30 5 Focus Actions first 30 days:
Objectives: (Visits, discover, manage)
1. Accelerate the current opportunities on my territory.
2. Solve the barriers and issues on the current oppties.
3. Discover and manage new projects aligned with the strategy of my accounts.
4. Create new pipeline focusing on the solutions and services the market are looking for.
5. Close the current oppties. in Commit and Best Case Stage.
4. 30 days plan : Focus on my territory to meet, discover and manage
30, 60, 90 days Plan 6
7. Manage first 30 days
of change and review
the past months
performance
Ensure all plans for
first 30 days are
completed
Continue to close for
commitment for further
action in the form of
follow up meetings,
fact finding efforts,
introductory rep
lunches/meetings
60 days
Work my
plan and plan
my work
productively
and
effectively
Planning the Strategy, Expand Penetration
30, 60, 90 days Plan 7
5. 60 days plan
Continue to travel and
meet all contacts within
assigned house
accounts
Report on progress for
the prior 30 days as
needed
Continue fine-tune
product/service
knowledge, activity
standards and ops
Work on number of
demo’s, procedures,
accounts calls that will
be needed to meet the
accounts goals Continue to have
monthly/bi-weekly
meetings with
Channels & Business
partners
Identify OEM’s in
current accounts and
work on partnering
opportunities
Continue to meet with
key influential decision
makers within net new
and house accounts to
understand time
frames in order to build
pipeline
Begin to understand all
organizational
functions with the
accounts to better
understand logistical &
procurement
processes for
professional services
Create tickler action
file to ensure follow
upon important
activities and accounts
events
Continue bi-weekly
communication with
my line manager to
ensure success within
named accounts
8. 2015 2016
60 6 Focus Actions 60 days:
Objectives: (Manage, Plan, Expand)
1. Manage pipeline focusing on the solutions and services of my territory.
2. Plan the strategy with my accounts into my territory.
3. Select key accounts (Focus accounts) and contacts into my territory.
4. Work on a plan (by dynamics) to Focus accounts and contacts.
5. Select my Key Partners for each account.
6. Boost the 4 Dynamics on my Focus accounts: Key Contacts, Partners, Distributors and my company
Internal Resources (Pre-Sales, Product Specialist, Consulting, etc.)
30, 60, 90 days Plan 8
5. 60 days plan : Planning the Strategy to expand the soluEons & services
9. Develop strategies with
SE’s to defend against
competitive threats
Monitor first 60 days
activity level and
results and adjust
levels if necessary
90 days
Sample text
30, 60, 90 days Plan 9
6. 90 days plan
Meet with my manager
to discuss business
results; actual vs. plan.
Discuss any changes
in any of the accounts
relating to business
opportunities
Work efficiently and effectively to ensure
optimum time and territory management.
Maximize downtime between appointments
and cold calls, focus on daily production,
stay current with all reporting
Continue to close
opportunities already in
pipeline and continue
with net new business
activities
Continue to increase
level of contact within
my accounts and
better understand
areas of dissatisfaction
with competitive
services in or to better
position our services/
solutions
Continue ongoing
trainings to further my
corporate value
proposition
Continue bi-weekly
partner, OEM meetings
for security
opportunities
Communicate
effectively with my
manager to maintain
goal congruency
Exceed
monthly
sales quotas;
Work
Smart !!
Continue hitting
the ground
running and
proving to
management that
I can be an
impactful asset
well before the
usual 6 month
new hire period !
10. 2015 2016
30 5 Focus Actions 90 days:
Objectives: (Execute, Close Deals, Forecast next FY based on my Account Plans)
1. Manage old pipeline, close the best cases (including all the oppties. in commit stage)
2. Participate/Exhibit in 3 events presentations with my customers (by vertical)
3. Analyze, prepare and polish 2 Account Plans of my bigger accounts.
4. Design, prepare an EBC inviting to 2 of my major accounts.
5. Review the 2 Account Plans with the key contacts in my the customer.
30, 60, 90 days Plan 10
6. 90 days plan : Execute and finalize acEons, Close Deals
90
11. First 30 days First 60 days First 90 days
Discover and manage new projects
aligned with the strategy of my
accounts selected.
Create new pipeline focusing on the
solutions and services for Enterprise
Accounts.
Solve the barriers and issues on the
current oppties.
Accelerate the current opportunities on
the accounts.
Close the current oppties. in Commit
and Best Case Stage.
Select key accounts (Focus accounts)
and contacts into my territory.
Select my Key Partners for each
account.
Plan the strategy with my accounts
into my territory.
Work on a plan (by dynamics) for the
Focus accounts and contacts.
Manage pipeline focusing on the
solutions and services (Marrket
Trends).
Boost the 4 Dynamics on my Focus
accounts: Key Contacts, Partners,
Distributors and my company Internal
Resources (Pre-Sales, Product
Specialist, Consulting, etc.)
Participate/Exhibit in 3 events
presentations with my customers (by
vertical)
Analyze, prepare and polish 2 Account
Plans of my bigger accounts.
Design, prepare an EBC inviting to 2
of my major accounts.
Manage old pipeline, close the best
cases (including all the oppties. in
commit stage).
Review the 2 Account Plans with the
key contacts in my the customer.
Close 2 deals
DiscoverPlanManageExecute
30, 60, 90 days Plan 11
7. Summary
12. Learn company products and
services solutions, learn about
my team, co-workers, learn
the channel partner & OEM
community, start to build trust
both internally and externally
.
Discover
Meet, Learn, Understand Continue on working on above,
continue relationship building,
close old pipeline, develop new
client contacts - hunt!!
Plan
Strategize/Plan
Have a strong understanding of the company’s
offerings, penetrate new areas within house accounts,
grow the business, go wide & deep use my chain of
command to ensure success and growth within my
new accounts
Get Results
Execute
30
days
60
days
30, 60, 90 days Plan 12
Practice High Performance
Culture!
7. Summary