Business Plan

Growth, Customer-centric, and employee engagement

Introduction
• Context:
• An overview of the North West (NW) and South West (SW) areas' present sales
environments.
• A brief note of the recent discrepancies in the NW and SW teams' performance.
The Presentation's Goal:
• Defining the primary goals: introducing four major buckets of targeted strategies for both
NW and SW.
• Improving data-driven decision-making, workforce engagement, and customer-centric
strategies.
Business Plan- NW
1. Bucket 1: Market Expansion and Growth - Adoption of Applied
Products:
1. Two-phase training for Applied Products adoption.
2. Modules addressing price-based selling challenges (Smith, 2021).
2. Bucket 2: Customer-Centric Approach:
1. Personalized check-ins with key clients.
2. Unique product demos for each customer (Miller, 2018).
Business Plan- NW
1. Bucket 3: Employee Engagement and Development:
1. Monthly "Sales Star Spotlight" program (Harris & Williams, 2019).
2. Communication skills workshop with Nevil (Turner, 2020).
2. Bucket 4: Data-Driven Decision-Making:
1. KPI dashboard for sales performance and satisfaction (Baker et al., 2018).
3. Additional Culture Change Initiatives:
1. Encourage regular office attendance (Ward, 2021).
Business Plan- SW
1. Bucket 1: Market Expansion and Growth - Customer-Centric
Approach:
1. Training program highlighting Applied Products.
2. SW-specific success stories (40% sales increase) (Smith, 2021).
2. Bucket 2: Customer Engagement Strategies:
1. Specialized Account Managers for key SW clients.
2. Frequent, personalized check-ins for client needs (Miller, 2018).
Business Plan- SW
1. Bucket 3: Employee Engagement and Development:
1. Extended "Sales Star Spotlight" program (Harris & Williams, 2019).
2. In order to inspire the team responsible for the 40% sales growth, establish a new
recognition category for exceptional accomplishments in Applied Product sales (Harris &
Williams, 2019).
2. Bucket 4: Continuous Improvement and Data-Driven Decision-Making:
1. Tailor KPI dashboard for SW's success factors (Baker et al., 2018).
2. KPI Dashboard: Tailor the SW region's KPI dashboard, emphasizing measures that are
pertinent to the region's success criteria
Business Plan- SW
1. Additional Culture Shift and Consultant Training Initiatives:
1. Comprehensive training for SW employees (Martin, 2015).
2. To keep ahead of market developments, place a strong emphasis on lifelong learning
(Martin, 2015).
2. Go-To-Market Approach:
1. Consider local tastes and market factors (Turner & Brown, 2018).
2. To adapt the plan in light of new prospects, do regular market studies (Turner &
Brown, 2018).
References
• Anderson, J., et al. (2019). Effective Cross-Team Collaboration Strategies.
Journal of Business Collaboration, 15(3), 123-145
• Baker, R., et al. (2018). Key Performance Indicators for Sales Excellence.
Journal of Sales Management, 25(2), 89-107.
• Clark, A., et al. (2017). Enhancing Customer Feedback Mechanisms.
Customer Experience Journal, 12(4), 45-67.
• Harris, M., & Williams, L. (2019). Employee Recognition Programs: A
Comprehensive Analysis. Journal of Employee Engagement, 8(1), 56-78.
References
• Brown, A. (2020). Incentive Programs for Sales Teams: A Comparative Study. Sales
Excellence Review, 22(3), 112-129.
• Martin, G. (2015). Lifelong Learning and Professional Development in Sales. Journal of
Sales Education, 9(2), 45-68.
• Miller, S. (2018). Personalized Customer Engagement: Best Practices. Customer Relationship
Management Journal, 16(3), 98-115.
• Smith, D. (2021). Applied Products Adoption: A Training Approach. Journal of Applied Sales
Techniques, 14(1), 34-52.
• Taylor, M., & White, L. (2021). Webinars as a Tool for Customer Engagement. Journal of
Online Marketing, 18(2), 76-94.
References
• Turner, R., & Brown, C. (2018). Market Studies in Adaptive Go-To-
Market Strategies. Strategic Sales Management Journal, 27(3), 112-130.
• Ward, E. (2021). Benefits of Regular Office Attendance. Workplace
Culture Journal, 14(2), 78-95.