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RES REPAINT BUSINESS PLAN

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• 1. Anthony William Filippi JR. Sherwin-Williams Business Plan Residential Repaint Sales Representative Territory: Downtown Savannah
• 2. Downtown Savannah Territory DRIVE GALLONS. DRIVE MARGINS. DRIVE SALES 2 Executive Summary: I have developed my plan and execution for the Residential Repaint territory in downtown Savannah. I’veincluded my plan of attack on how to take away businessfrom the competition, and how to grow and increase: new and existing accountswith Sherwin-Williams. This will all be donethrough teamwork, communication, sales excellence, effective execution, accountability, relentless hard work, and impeccable consistency. Expectations: - Take away marketshare from the competition. - Push gallons and increase sales - Grow marginseffectively to reflect and stand behind our products, while remainingcompetitive with the customer’s businessresources as well as outsidecontributing factors. - Efficiently cover my territory while followingmarket segment guidelines. - Open new charge accounts > qualify, develop relationship, sell, and grow. - ConvertALL cash accounts to charge accounts. - Sell and grow: Key, Opportunity, New and Existingaccounts. - Manage controllable expenseto sales. - Execute zoneselling. - Grow existing behind accounts. - Will have quick, effective follow-ups given to meby my team, and customers. - Effectively utilize the Paint Percentage on the TCSR to driveall customers to utilizeSherwin-Williams as a one-stop-shop. (75%-85%) - Build and grow relationships with currentaccounts, but also reach out to accounts that had previoushistory with Sherwin-Williamsbut no longer do. Research and learn the situation with the team, formulate
• 3. Downtown Savannah Territory DRIVE GALLONS. DRIVE MARGINS. DRIVE SALES 3 the plan to bring the customer back, and execute. Follow up on the results. - Be very well versed in my competitor products. Educateteam on those productsand tendenciesas well. The more myself and everyoneknows, the better equip we will be when wemeet that customer who usesthe competitor. - Stop at nothing to ensurethat every one of my customers is usingour products. Properly usemy Sher-plan calendar to effectively execute zoneselling. At the end of every week, analyzeand critique the results of my planningand makeadjustmentsto be even moresuccessfulthe followingweek. Fully utilize calendar. - Complete360’s with customers. - Listen, learn, and execute beneficial ideasfrom others. Becoachable. - Be a mentor to any MTP, assistant manager, and part timers/full timers. - Join a business-networkingclubaround the area to expand my network. - Surpassmy sales budget. - Lead the district in new open charge accounts. - Lead the district in new charge account sales. - Walk the stage - Be a great teammate, leader, mentor, rep, and person. - Hold myself accountable for my goals set by myself and district manager team.
• 4. Downtown Savannah Territory DRIVE GALLONS. DRIVE MARGINS. DRIVE SALES 4 10 Days: - Meet my servicing stores and get to know them. (Expectations, goals, ideas, experiences) - Reach outto all of my key accounts. Meet with them in person. Introduce myself as their new sales representativeand reassure stability. - Reach outto all my Opportunity accounts. Meetwith them in person. Introducemyself as their new sales representativeand reassure stability. Re-qualify if need be. - Ensureall new and appropriateaccounts have DX pricingattached to them. - Reach outto my “Wild Card List” account sheet and get them into the store with a Red Carpetcoupon. Re-qualify if need be. (Accounts that were opened last year but not donemuchbusiness with us) (Red carpet treatment will includethe coupon, aswell as a tour of the store, introduction to the team members, example of custodians, sherspecs, sales slicks, and other examples of Sherwin-Wiliams trademark service features. - Call every new account last year whom I met and re introducemyself as their new sales representative. - Blitz my territory and open 3 new charge accounts. Qualify them; see what they are using, why they are using it, and how I can help grow their business. Putnew customer in our products. Demo onegallon of paint to the new account. Red carpet treatment (as listed above) - Become enrolled in competitor email, text, and other communicational services. I will know exactly what the competition is offeringand when. This will allow me to stay on top of possible challenges. - Conducta training seminar/meeting that I am titling “Qualifyingthe Unknown” Iwill hold a 1 hour and 30 minutemeeting / training seminar on how to effectively qualify contractors that walk in the store whom do nothave an account with Sherwin-Williams, thus leading them to open a new charge account. Topics discussed will be, but not limited to: What questions to ask, how to ask them, how to interprettheir answers, how to quote, what to quote, competitor products, key words
• 5. Downtown Savannah Territory DRIVE GALLONS. DRIVE MARGINS. DRIVE SALES 5 that will peak the customers interests, credit terms, benefits of a charge account, how to build a relationship, rebuttals and much more. I currently already have started a power pointwith key terms and importantpoints. I also madeprintoutsand laminated them and I am constructinga store usefolder that is easy accessible for employeesto use as a guide. I feel this will be very beneficial and needsto happen the sooner the better. Wewill also be doinglive role playingthat will help the team get familiar with real qualifyingquestions and answers, followingwith rebuttals. Trainingwill also includetactical strategies to convertcash to charge accounts and the team will become well versed on speaking of the benefits of a charge account, also DX pricing. This seminar will be held on a Sunday and Iwill personally providelunchfor Brittany, Shadith, and Jeffery. - Self-evaluation of on my first ten dayson my new territory. Success? Could Ihave donebetter? How willI improve?
• 6. Downtown Savannah Territory DRIVE GALLONS. DRIVE MARGINS. DRIVE SALES 6 30 Days: - All backwardsexisting accounts have had face to face calls. Re-qualify if need be. Learn their businessand do the appropriateresearch to assist in growingtheir business. Use reports. Take feedback learned and share with team, develop plan, and attack. Learn patterns from previousyear. Also assist accounts with some leads. Offer Red Carpet when deemed nessacary. - Meet and gain relationship with those new accounts from last year. These will be face-to-face calls. Requalify if need be. Things might have changed. - Ride along with store manager. - Competition stakeout (B&B)get business cardsfrom their painters, call on them. - Competition stakeout (Home Depot)get businessfrom their painters, call on them. - Become enrolled in a business-networkinggroup in my city. - Conductan Angie’s List Blitz! - Call on all accounts with 0 calls. Meet them. - Organize a productdemo (all accounts invited) - Pocket meeting with stores, introduce/discussthe useof “dot charts”, how to use them effectively and why they are important. - I have introduced myself to every accountand informed them I am their sales representative. - Sign up 100 accountsto the text message program.
• 7. Downtown Savannah Territory DRIVE GALLONS. DRIVE MARGINS. DRIVE SALES 7 60 Days: - Take an MTP/AssistantManager on a ride along with me. Blitz, competition stakeout, sales call. - Conductan exterior Emerald demo to 4 accounts who primarily use Exterior Duration. - Spray equipment/correlation blitz: Research who purchased sprayers, and see how much paintthat customer purchased after they purchased the sprayer. Justto ensurethey are buyingpaint from us. (If the customer needsa sprayer, obviously they are doingquite a bit of painting) If the customer’s paintnumbersare down after, formulatea plan of attack to seek out what is going on, and most importantly how we can change that. Formulateplan, requalify if I have to, and ATTACK! - Execute a CASH-2-CHARGE blitz. (All cash accounts called on) Goal: Every cash account converted to a charge account. (Check price levels, introduceDX) - SW VS Competition ‘’ROLL OUT’’ event. Have10 customers that I know are usingcompetitive products, and let them try our best vs. their best. - Conduct3 Customer 360’s. - Call on over limit accounts, open new jobs if necessary, apply for higher credit if deemed appropriateand beneficial. -NICHE’BLITZ! This is it!!!!, let it all out! Look for niche opportunity: Electricians, plumbers, masonry companies, pressurewasher companies, odd-man jobs, downtown servicecompaniesETC. Whether it is paint, ladders, drop cloths, tape, spackle, drywallmud, bleach, or rags, find hidden opportunity in segmentsthat have not been called upon. (Example: Electricians need ladders…..SELLTHEM SOME LADDERS!!!!) Overallgoal: open 10 new charge accountswith this NICHE BLITZ and sell $30,000worthof productto those 10 accounts. Results willbe documented and evaluated. LEAVE NOSTONE UNTURNED!(Helpfultool for this blitz: Facility Maintenance catalog) Set up meetings with interested customers.
• 8. Downtown Savannah Territory DRIVE GALLONS. DRIVE MARGINS. DRIVE SALES 8 90 Days: -Gain feedback from sales manager as well as store. How am I doing? What can I do better? What worked? What did not work? - Stay heavily active on selling accounts. Fill up the Customer Frequency Report. - New productdemo (demo new products to some new faces) - Conductan AP blitz. Utilize the PT% on the TCSR and formulatea plan to ensureall accountsare using SW as a 1 stop shop. - Conducta PressureWasher blitz! Call on accounts who have previously rented pressurewashersfrom our store. Show them the benefits of owningtheir own pressurewasher (as far as an economical and conveniencebenefit) Qualify their needs, find the proper pressure washer for them. (Every painter needsa pressurewasher, the time is NOW to get them into one) -Self evaluate the new accounts I opened. Arethey consistently buying from us? How can I get 100% of their businessif I do not currently? -Self evaluate my sher-calander. Has it been effective? How can I plan better? What works? What doesnot? Evaluate, follow up and implement. Get ideasfrom veteran players. - Red Carpet blitz! Offer red carpet to customerswho have not shopped in 30 days. - Secret shop at Home Depotand B&B once every few weeks for product information and leads. -Conducta store meeting with my findingsfrom the competitor secret shopping. Discusswith team what possible opportunities are as well as possible challenges.
• 9. Downtown Savannah Territory DRIVE GALLONS. DRIVE MARGINS. DRIVE SALES 9 Sher-weapons Sher-tools Like a heavy weight fight, you need to be trained and have the proper tools to defeatyour opponent. Havingproductknowledge, beinga likable person, and a handworker is obviously a great advantage to have when it comes to this territory. However, there are some vices that I have very easy access to and will be usingthem to my benefit to help achieve my goals. They are as followed, but not limited to. I will note that I have also madeprofessionalcopies of the Rep Playbook as wellas the Sales Excellence Job Aidsand they are located in a binder that is very accessible to my team and me. - Red Carpet: No brainer, if you wanta sure firesuccess at getting a MIA customer back into the store, offer them 50 dollars. This is one of my personalfavoriteweaponsin my arsenal. GREAT for new accounts, behind MIA accounts, and prospects on the streets. (I keep a lamented copy in my truck just to show them and promiseto give it to them when they enter the store) PROVEN TO BE EFFECTIVE!!! - Sher-Calender: I will have a lot of accounts to call on, sell, and grow. This calendar will putme in the best position to do so. It will ensure zoneselling, while utilizing my time and expenses. It will also ensureat least 8 face-to-face calls a day, and focusingon the 4 buckets. I will also have a contingency schedule incase a plan mustchange. Having a ‘’back up’’plan, will ensureefficient time managementand moreeffective territory coverage. This is a very powerfulweapon to mebecause it will allow me to best usemy time. The moreeffective time I have on the territory, the more hurtfulit is for Home Depotand B&B. The moretime I have, the moresuccess I willbring. Moretime = I meet more people= I sell more peopleon Sherwin-Williams. - Territory Customer Sales Report: Use this to gage which area needs improvementand also to grow even more. If a customer has a high PT%, I need to divein and see where they are buyingtheir other items at. We need to make sureSherwin-Williams is a 1 stop shop. - Lead Generation: The “The Lifeline” Communication isone of our biggest weapons. I need to be persistent on calling on accounts. This mustbe doneaggressively. If we are all on the same page, it ensures smooth interactions and results. The more you call, the morethey will
• 10. Downtown Savannah Territory DRIVE GALLONS. DRIVE MARGINS. DRIVE SALES 10 buy. PROVEN. (Use the Dustin Ewaldcording a potential girlfriend correlation-theory (ifyoudo not call and make an effort,they will not have a relationshipwith you. One call every four months will get youno where) (and it makes sense, my top buyers, havethe most calls on them. SPREAD IT OUT!!) - Test Drive: Get the customer in an upgraded product. (However, before, discusswhat the price will be if they end up choosing that productto be their go to product) -Customer Weekly Sales Frequency Report: Aggressively attacking all accounts helps keep track of who called on the account and when. “No man left behind”. - Custodians: (for the customer, homeowner, and the store) Keep exampleson hand. Show these off! CustomersLOVE them. Be proud of the custodian you made, because it’s a great selling tool and it makeslife easier for the homeowner/customer. - Dot Charts: Insuresaccuracy, accountability, and trademark service to the customer. Don’tforget to show the customer what a dot chart is while giving them the red carpet tour! - Customer 360: Learn aboutcustomer, feed back, what can we do better. - Sher-specs: GREATtool to help customersspec a job. Makestheir job easier and gives us credibility and loyalty. -ProductGuideSheets/Sales slicks: GREATfor homeowners. Willgive to customer to presentto homeowner. Givesapleasant visualand nice biography of the productand what it can do for them. (One of my personalfavoriteweapons) -Formulatingmy Dashboard: Measurescalls, planning, and executing. - Target competition, stakeout, and mystery shop: Leads, painter info, and products. - Target map: A map of downtown withhousesthat are being worked on. Punchpins indicatingthe state of the progress. Green= notquite ready for paint, Yellow= keep an eyeout, the carpenter and masonry guy should be wrappingup soon, Red= paintingisgetting underway, BE READY. This will be updated everyday. - Text message program, useit, ! (see goals in businessplan)
• 11. Downtown Savannah Territory DRIVE GALLONS. DRIVE MARGINS. DRIVE SALES 11 - ProductComparison Guides: (Sher-Cross)GREATfor blitzs and competitive takeover. Will also get store very familiar with guidesso they can be used for walk in contractors as wellwhen qualifying. -PRC: The useof the PRC is a very effective weapon if used properly. It backs up my promiseto a customer on a quote I gave them. It will be accurate with the typeof productand their typeof business, obviously keepingin mind the competition. Also (which I have heard on multiple occasions, that we are leading the way in this feature) CONSISTANIY. If a customer keepspaying differentpricesfor the same productevery time they are in the store, that does not look like weare standing behind our promises. The priceneeds to be the same every time they come into the store. This is a very valuable weapon that we have. Some negative feed back I have heard duringblitzs downtown Savannahisthat Sherwin-Williamsfor somereason can never keep the prices the same (without the exception of price increases) That to me, clearly states that the PRC wasnot properly beingused. It’s a simplefix and it has a huge reward. When you quotea price, putthe price in the PRC. (of course, have a smart business reason on why there needs to be a set price for that product) In my situation, I automatically set my accounts on DX pricing(which is very helpfuland is pretty in line with competitors productsand pricesas well) However, be cautiousof the MISC products. AllSurface, I.E., those might need price exceptions at times. - Travel War Chest: Kept in truck: Res Repaintplaybook, Sales excellence aid binder, business cards, credit aps, addendums, laminated red carpet coupon, pro buy pages, sw text message cards, data pages, fan decks, product comparison guides, denatured alcohol, paint problemsbook, sales slicks, examplesof custodian, examplesof sher- specs.
• 12. Downtown Savannah Territory DRIVE GALLONS. DRIVE MARGINS. DRIVE SALES 12 4 BUCKETS Key Account: Continueto sell and grow. Maintain that growth. GOAL: Show them they are a valued Key Accountby providing trademark service and take their business to the next level. Opportunity Account: Aggressively attack account, utilizeall reports, and assist in getting the customers businessto the next level. This account has the potential to grow. Demo new products, upsellthose products, which will increase margins. Shoot leads to this customer. Research what productsthey are using, Get them into our products. Test drivethem if need be. GOAL: Push the sales needleto become a Key Account Existing Account: Research past history, conducta 360, getwith team and find outwhat needsto be doneto drivesales up. Learn moreabout the customersbusiness. Re-qualify if need be (something might have changed) Makesure pricingis competitive. GOAL: Increase sales and margins. New Account: Set the tone! Qualify the account. Utilize all the weapons and tools. First impression. Learn the comparableproduct. Demo a top of the lineproduct. Shoot leads, help grow their business. GOAL: Drivethe sales needleand take the market share away from the competition.
• 13. Downtown Savannah Territory DRIVE GALLONS. DRIVE MARGINS. DRIVE SALES 13 LEAD GENERATION (the lifeline) “YOU GET OUT, WHAT YOU PUT IN!” Make the relationship building a focal point in every call. Pre-Call planning > Relationship Building > Identify Needs and Qualify the Account > Present Proposal > Obtain Feedback & Resolve Objections > Close Sale & Gain Commitment > Follow-Up & Build Relationship. Self-evaluation of the call: “What could I have done better?” “What did I learn?” “How will I improve next time for even MORE success!” Tools for effective Lead Generation: Customer Weekly Sales Frequency Report TCSR and qualifying accounts Hot leads Communication within teammates Sales history/patterns/trends Effective, QUALITY calls with follow up Detailed comments in the comment section Sales Excellence Qualifying accounts Sher-Calender FOLLOWING UP AND SELLING!
• 14. Downtown Savannah Territory DRIVE GALLONS. DRIVE MARGINS. DRIVE SALES 14 NEW CHARGE ACCOUNTS “New business, is the BEST business!” I learned in my business class that a customer who has a line of credit with a company, is more likely using that company, rather than a company without a line of credit. We must get market share, and with an aggressive, fearless approach, it can and will happen. In this document I listed the weapons that I have used personally to open charge accounts. It’s proven and it works. With that, I with my teammates will ensure that every customer that is on the street , or that walks in the door, will have a Sherwin-Williams charge account. Customers with cash accounts will also be heavily pursued to open a charge account as well. I learned in the past 15 months that you need to make the pitch to EVERYONE you meet, because you never know the opportunity that may be there. It’s my job to find, expose, and take advantage of that opportunity. It takes a team effort, and with every new account that has been converted to a Sherwin-Williams user, that just bring us closer to the ultimate goal. I learned first hand this year having opening50 accountsfor over $80,000 in NEW business(from Jan 1 2014 to July 17th 2014) that it truly is important. That is 80k that was not being spent at Sherwin-Williams previously. I will continue to work closely with my Credit leader Sarah Engstrom. Her guidance and motivation has attributed much to my success this past 15 months. My original goal was 100 new charge accounts for the year with total sales being 100k, but I am going to destroy that number, so I have raised my goal to 120 charge accountswith a total sales of $150,000in new charge account money. I will find these accounts on the streets of downtown Savannah and from leads that my team shoots me. I will introduce myself, qualify the customer, build the relationship, sell, and grow the account. I will, as I have been doing, heavily perusingevery person I see with any type of tool working outside in downtown Savannah. With the mindset that I will get their business and I know my products and my store’s service can outshine their current supplier. Keeping in mind, that with these new accounts, we have ONE chance. Everything must be executed perfectly as far as what we can do for the customer. They are giving us a shot, we must follow through. Always be cautious and remember, we are one two strikes with them.
• 15. Downtown Savannah Territory DRIVE GALLONS. DRIVE MARGINS. DRIVE SALES 15 LEADERSHIP I am a leader. I will lead by example. My impeccable work ethic and tremendous hard work willrub off on my teammates and inspirethem to achieve their goals as well. I will instill a positive and winning attitude into my work and their work. I will assist them in Lead Generation. Guidethem on how to use the many weaponsIdiscussed. TEAMWORK In our business, teamwork/communication isessential. From the district office all the way to the sales counter. We all must communicate, trust, respect, and motivate each other. Weare all on the same team. Open lines of communication is a vast effective tool to drive business, and it’s a tool wehave that is very accessible. Lead generation is one of our biggest weaponsand with teamwork it can be used for many good things. I also believe in achieving goals as a team. If a sales manager, or district manager has a suggestion for me, I would welcome that suggestion and use it to its fullest because I know that they are only steering me towardssuccess. I am very coachable and the only thing I care about is the result, not where the idea came from. I feel that is very importantbecause I work with many peoplewho can help and benefit me dueto their successfulexperiences. I plan on usingall resources necessary.
• 16. Downtown Savannah Territory DRIVE GALLONS. DRIVE MARGINS. DRIVE SALES 16 FINAL THOUGHTS I believe in the products that I am selling. I believe in the company I work for. It makes my job and achieving my goals easier when I am standingin frontof a new prospectcustomer knowing in the back of my head that I have the FULL supportfrom John, Dustin, Chris, Jill, Jim, and Sarah. With motivators and leaders like that in my corner, it will only drivemy success. As an assistant manager, I was mentored by Kyle Armstrong. He trained me on how to not only be a sales rep, but how to be a successfuldifferencemaker sales rep. From his vast array of productknowledge, histakes on situational occurrences, his strong relationship with customers, to his strong work ethic, I was very fortunate to learn and work with him. Going outon weekly sales calls with him really showed me first hand how to win your customersover and that experience is something that I have been usingfor myself and the numbersspeak for themselves. He has prepped mewelland equipped mewith any situation that may arise and how to properly handleit. I will not sell on price, but by customer needsand product value. It is my job to get the customer to see the valuein usingcertain productsand certain prices. (Example, higher end products may cost morebut they are moreeffective as far as payingout, labor, etc.) However, I will keep in mind the competition and I will NOT let a customer walk away because of price. I’ve learned from John’semails that I MUSTdo whatever it takes to make the sale and get every dollar I can, and NEVER take your footoff the gas pedal. Asstated earlier, new businessis the best business. I will blitz, stake out, seek, follow up on leads, and find those customers, and open them up charge accounts. I will qualify them and build the relationship. Then I willsell and grow the account. However, we all mustkeep in mind, never be content. Alwaysbe on the lookoutand aware of what your customersarebuying and aren’t buying. As Dustin told me “things change” Never assume everythingis the samewith their business. Alwaysstay on top of all accounts and do not miss outon any opportunity. Peoplebuy paint from people. I would imagineit would behard to sell paint if you were not a likable person. I have a great relationship with my customers, they love me and honestly that is a great feeling. They trust and respect me. It starts with that first impression firm
• 17. Downtown Savannah Territory DRIVE GALLONS. DRIVE MARGINS. DRIVE SALES 17 handshake, and it goes all the way to the sales counter. It’s easy to sell great products withlifetime warrantiesand moistureguards, but selling those great productsWITH the strong trustingrelationship is what separates Sherwin-Williamsfrom everyoneelse. I have proven Ican open charge accounts(72 last year, 50 this year), qualify those accounts, build and maintain the relationship, sell, but most importantly, stop at nothing to take away from the competition. All I need is a territory of my own. I know what this new territory entails. I know the huge expectations for this new territory. It will take a tremendousamountof hard work and effortto get the territory whereit needsto be and has the potential/expectation to be. The push to drivenew businesson this territory willbe nothing short of relentless. This new downtown territory is not openingjustto “do okay” and be “managed”, it is being opened up to take away every bit of competition in the downtown area and with the growth that is occurring. It all starts with the onesimple question: “How can Sherwin-Williamshelp your business”
• 18. Downtown Savannah Territory DRIVE GALLONS. DRIVE MARGINS. DRIVE SALES 18 SHER-WINS Total of 112 New Charge Accounts open from May 2013 – July 2014 27 New Charge Accounts obtained from outside downtown blitzing. 85 New Charge Accounts obtained from store walk-ins. 45 New Charge Accounts opened from Cash Accounts. September 2013 New Account Champion (Winner of Omaha Steaks) December 2013 Red Carpet Champion (Winner of Omaha Steaks) April2014 CS Brush Challenge 119 sold total (Winner of Omaha Steaks) Total New Account Sales in 2014: Over $80,000 10 Titan 440’s sold 1 Titan 400 sold SHER-WINS in process…. SuperDeck Challenge (Sell $1,500 in SD) by August 31st. 67% complete.

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How to Create a 30 60 90 Days Plan: Ultimate Guide with Examples

Kate williams.

16 November 2022

Table Of Contents

• What is a 30 60 90 Day Plan?
• What are the Benefits of Creating a 30 60 90 day Plan?

Elements You Need to Create a 30 60 90 Day Plan?

A specific focus, top priorities, smart goals, smart goal: specific, smart goal: measurable, smart goal: achievable, smart goal: realistic, smart goal: timely.

• How to Create a General 30 60 90 Day Plan?
• Example of a 30 60 90 Day Plan

30 60 90 Days Sales Plan Example

• 7 Tips to Create an Actionable 30 60 90 Day Plan
• Wrapping it up..

Wondering how to create a 30-60-90-day plan to achieve your goals during the first 90 days at your new company? Well, when you land a new job, or when you want to create a business strategy, you feel like you’re on top of the world.

But, this excitement starts to fade once you realize you don’t have a plan to manage your work. You’ll be surprised to know that more than  80% of small business executives don’t have a strategic plan. 

Hopefully, there is a way to create a goal-oriented plan to complete all your work and achieve the right success. It’s popularly known as a 30 60 90 day plan (for employees) or a 30 60 90 business plan(for businesses).

This plan will help you gather information, master new responsibilities, and leave an impact in your professional space. Are you a newbie trying to create a 30 60 90 day plan for your business? Don’t worry! Here’s everything you need to know about a 30 60 90 day plan and how to create one.  

What is a 30-60-90-Day Plan? 

A 30-60 90-day plan is a plan most  businesses and sales managers use and follow to create tangible goals.   You can set goals and structure time with a 30-60-90 plan. Anyone can make these goal-oriented plans to keep track of their progress or to learn something. 

An amazing thing about this plan is that it can be applied to any team, task, or organization. For example, you can create a:

• 30 60 90 sales plan – for sales managers and executives
• 30 60 90 business plan – for SMBs or SMEs
• 30-60-90 plan for managers and team leaders
• 30 60 90 plan for a new job or an interview

If you are a new employee, setting a 30 60 90 days plan can help you set realistic goals to run smoothly. A quick heads up for the new employees: You can create a 30 60 90 days plan either d uring the final stages of an interview process or during the first week of the job.

What are the Benefits of Creating a 30 60 90 Plan?

• It shows how focused and serious you are about your role within a company.
• The 30 60 90 days plan represents how committed you are to contributing to the development of your company.
• The plan will help you realize and understand your responsibility clearly.
• The goals you’ll set will ensure your actions will be productive and timely.

Before going further, you may want to know about the elements of a 30 60 90 day plan. Like its name, you have to create a plan into three chunks- 30, 60, and 90 days.

In each 30-day phase, you’ll require: A Specific focus, Top priority, SMART Goals, and Success Metrics.

Before that, things will be smooth if you have an oven-ready template for this.

Here’s a ready-to-use first 30 days in a new job template.

Sign up for FREE to create a similar 30 60 90 plan template!

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You can’t create an actionable plan without a specific focus. If you are a business owner, your focus for the first 30 months should be on learning. You can focus on working towards your goal for the second month. For the final month, your primary focus should be to become a leader.

Similarly, your 30-60 90-day plan focus will revolve around learning, planning, contributing, and finally executing if you are a new employee. However, you can change your focus based on your job role or the company.

Your priorities should always be broader than your goals and more specific than your focus. Within this 30-60-90-day phase, you have to determine your top priorities. Your top priorities could include learning your company’s internal process, completing your role, finding solutions to resolve the company’s problems, etc.

87% of the people fail to gain success because their goals are not SMART. Setting SMART goals and having a well-put 30 60 90 business plan helps you fulfill your priorities with clear motivation and focus. SMART stands for Specific, Measurable, Achievable, Realistic, and Timely. Once you are all set with your priorities, set SMART goals to achieve success.  

Here’s How You Can Create a SMART Goal-

Ask yourself the five ‘W’ questions to set specific smart goals. These questions are-

• Who:  Who is part of this goal?
• What:  What do you need to achieve?
• Where:  Where it will take place? Are you going to target a geographical or digital location?
• When:  When can you achieve this goal?
•  Why: Why these goals are important, and why do you need to achieve this? 

For example, a goal would be “I want to be healthy.” A more specific goal would be “I want to start jogging and work out to be more healthy.”

Without measuring criteria, you won’t be able to track your progress.  80% of businesses admitted that their goals are specific and measurable. To make your business goals measurable, ask yourself the following questions:

• How much/many?
• How would you know if you have fulfilled your goals or not?
• What will be the indicator of your performance progress?

For example, “I want to start jogging and work out every day to lose five pounds from my body.”

You must achieve the goals you set. If your goal isn’t attainable or achievable, then it’s not a SMART goal. Make sure to ask yourself these questions:

• Is this goal achievable?
• Do you have all the required resources to achieve this goal?

A SMART Goal should be realistic enough for you to achieve it. Ask these questions:

• Is the goal realistic?
• Do you have the proper resources to achieve the goal on time?

For example, “I want to lose five pounds within two months.” – This is a realistic goal. “I want to lose five pounds within two days.”- Unrealistic goal.

You have to make your goal time-bound to fulfill it successfully. Ensure your goal has a deadline. If you follow a start and end date, there will be no longer urgency or low motivation to achieve the goal. To set a timely goal, ask these questions to yourself:

• Does your goal come with a deadline?
• When do you want to achieve this goal?

For example, “I will start jogging and workout from the 1st of September, and I will lose five pounds by the end of November.” It’s best to break down your SMART goals into three categories: Learning, Performance, and Personal goals. 

Learning Goals

To set a clear learning goal, you can ask these questions to yourself-

• What skills or knowledge do I need to learn to achieve success?
• How can I gain those learnings and skills?

Performance Goals

These goals should only focus on things you want to fulfill as a part of your business plan or new job role. You can set the performance goals by asking yourself this question:

• What progress can I make within the 30-60-90-day period?

Personal Goals

You can set personal goals to build a good relationship with your company or business team. Setting a personal goal will help you to find your position within the company. You can create personal goals by asking yourself:

• With whom do I have to build relationships?
• Who are the key people I should network with?
• How can I create credibility, and trust and foster those relationships?

For each specific goal you made for the 30 60 90 days plan, you’ll need at least one metric to determine progress. For each 30 days goal, set a success metric for yourself that’ll track your improvement. 

You can ask yourself questions to set a success metric. For example, “What is success for me, and how will I measure it?”

How to Create a General 30-60-90-Day Plan?

• Create a 30 60 90 day Plan Template:  First draft a template (one example is included in this post) to create your 30 60 90 day plan. You’ll get free templates from websites like  HubSpot   and  Pinteres t. 
• Set Goals:  Decide and categorize SMART goals (learning, performance, personal goals) to make a list on your template.  
• Set 30-Day Target:  The first 30 days of your new job or business will revolve around learning about the company.
• Set 60-Day Target:  Implement your learnings from the first 30 days to understand your responsibility in the company.
• Set 90-Day Target:  The last 30 days will be about leading a team. Use the knowledge you gained during the first 60 days to lead a team confidently. 

Here’s an Example of One Such 30-60-90-Day Plan

Your 30-60 90-day business plan will depend on your work purpose and priority. You can follow the below-mentioned 30-60 90-day plan template to learn how to create an organized business plan.

30 Days (First Month): Focus on Learning

The 30 days of the first month of our 30-60 90-day business plan will entirely be for your learning cycle. During this time, you will learn about the company, your part, and your position in the company. You will learn about your goal and activities within the company.

If you are already working in a company and seeking a promotion, creating a 30-60 90-day business plan won’t be a headache for you. If you are a newbie using a business plan can be a little tricky. You can resolve this by asking your company’s managers and colleagues some questions to create an outline for the plan.

60 Days (Second Month): Plan to be a Worker

In the second month, you have to start implementing the learnings you gathered during the first 30 days of your business plan. You can start working on your goal by using the learning from the first 30 days.

When you try to hone a new skill, you should accept criticism. In this stage, you should seek feedback from your superiors and colleagues. It can be via an online survey as well. In this second month, you can work on landing New clients and working on your weekly goals!

To create intriguing online surveys, you can sign up for SurveySparrow for free.

90 Days (Third Month): Plan to be a Leader

In the final month of your 30-60 90-day business plan, you should be confident about your responsibility and role in the company. In this final month, you will understand how your company runs, your duty, how one thing impacts another, etc.

You would also understand how realistic changes can benefit your company and co-workers. In this phase of your 30 60 90 days business plan, you will take the lead in performing tasks. You will handle essential projects and communicate with your colleagues to bring progress within the company.

Here is a template of  a 30 60 90 days sales plan  for a sales representative. If you want to inspire what goals you should set, consider this plan as your savior!

First 1-30 Days 

Focus:  Learning

• Learn about your role on the business team and the whole company
• Understand the expectations your company has for you
• Learn how the company’s internal and external process works
• Explore the challenges your company is currently facing

Learning Goals 

• Please read all the information about the company from its drive or wiki-page
• Gather articles and reports from the manager to learn more
• Get access to the company’s emails, CRM platforms, task management platforms
• Ask for the manager’s recommendation to learn about the leads and clients

Performance Goals:

• Complete your responsibility like making sales calls to clients
• Ask for feedback from your manager about your performance

Personal Goals:

• Meet and network with your managers and co-employees
• Set up meetings to introduce yourself

Second 31-60 Days

Focus:  Performing

• Learn how to make a profound impact on the company
• Learn how to complete your duty with full potential
• Conduct online training or course to know how to manage CRM platforms
• Listen to sales calls and document what you’re learning and observing
• Make sales calls to potential prospects and clients
• Ask a co-worker or manager to give you feedback about your sales calls
• Listen to your own sales calls and take notes on how can you make improvements
• Set meetings with clients or people from the company you haven’t met yet (Ask for lunch or coffee).

Final 61-90 Days

Focus:  Leading

• Start practicing leadership skills
• Make goals for the rest of the year
• Present your personal sales strategy
• Lead a conference, or development session professionally
• Write your sales strategy
• Develop a relationship with clients that results in sales
• Prepare a well-research sales strategy
• Lead sales meetings with your co-employees
• Represent your sales ability in front of your co-employee and manager

Use this 30-60 90-day  plan as an example or template to understand how to create your own sales or business plan. You might need to create online surveys to understand market strategies, employee preferences, and customer feedback  and make a complete plan. SurveySparrow can be your go-to platform for all your online survey needs, business goals and communication, aligned workflows, customer feedback, and employee satisfaction .  

7 Tips to Create an Actionable 30 60 90 Day Plan 

1. Don’t create vague goals. When you create your own 30 60 90 days plan, make sure to think about your overall priorities. Before creating your 30-60 90-day business plan, learn why the company is hiring you. And create your priorities based on that.

For example, if you are getting hired for a senior-level job role, your responsibility will be to lead a team or resolve the company’s problem. Based on this responsibility, you can create your specific SMART business goal . 

2. Asking questions is a crucial thing to creating a specific and realistic goal. Whether you are a new employee or still in the interview phase, ask questions. You can ask your managers or new co-employees about the company and your role. It will help you to create more clear priorities in your 30 60 90 days plan.

3. Make the plan short and skimmable. Don’t write one-two page long extended plans in the 30-60-90-day plan template.

4. Avoid any misinterpretation of your plan by making it specific. Use the date, time, and numbers to make it a SMART goal.

5. Always have a growth mindset while following a business or sales plan. If anything goes wrong or not according to the plan, learn from the mistakes.

6. Developing a healthy relationship with your co-workers, clients, and potential leads is a key factor in your 30-60 90-day plan. If you are a new employee, always look for setting several meetings with your managers, colleagues, clients, potential leads, etc. You’ll get a fair share of experience this way.

For instance, ask questions to know more about them, the company culture, processes, challenges, and other relevant questions. 

7. It’s essential to decide how you’ll measure your success. Some success metrics are quantifiable, for example –  Revenues . And some are qualitative, for example,  customer feedback . Try to use qualitative metrics to measure your success.

Wrapping Up

Your 30-60 90-day plan is a conversational tool you should swear by to bring growth and development for you and your company. This plan will include a specific timeline, objective, and SMART goals to measure success.

The plan will help you understand your responsibility within your company. You will be able to show your skills better and be really productive.  Learning new work roles in just three months can be a hassle! But with our 30-60 90-day plan guidelines and examples, you’re all set to tackle the responsibilities in your new job role.

Happy planning! 

Content Marketer at SurveySparrow

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A Plan for the Future

Originally published in PPC Magazine .

Not long after Dalton Harding started his own painting company, he was already figuring out how to step away from it. Developing a pre-planned exit strategy, he says, will enable him to ensure a smooth transition as he passes on his business to a trusted core of partners.

Growing up on a farm in southern Alberta, Harding says, taught him that you "get out of life what you put into it." That attitude served him well as he first entered the painting trade in 1980, and 17 years later when he started his own company in Calgary, which with a population of just under a million is the western Canadian province's largest city.

Within a few years of establishing Harding's Painting, Dalton decided to pursue a master's degree in business administration.

"It opened my horizons to new things," he says. "I was looking for more knowledge in the accounting and marketing areas, and it helped me find out what I didn't know." Though generally geared toward corporate positions, studying for his MBA convinced Harding more than ever that he wanted to be in a small business – and that the best model was an employee-owned business. He began to delegate more responsibilities and offer ownership opportunities to the most promising workers. Now the company has nine licensees, each developing their own geographic area of the sprawling Canadian city. Though each runs their own territory, all share a common headquarters, meet monthly as a group to plan company strategy, and communicate with each other on a daily basis about jobs and training and developing painters. With this strategy, Harding's Painting has become one of the largest residential repaint companies in Calgary, bringing in annual sales of $4 million and winning the local Consumers Choice Award for four consecutive years.

"I'm absolutely convinced we can service our customers better as a group than individually," Harding says. "The whole idea is synergy. We operate in a very entrepreneurial style rather than a top-down, dictatorial system. People have a stake here, and as a group we have cost efficiencies and benefit from sharing a common brand."

When it comes to paint brands, Harding's Painting places a high value in partnering with their local Calgary Sherwin-Williams stores.

"Their products are always on the leading edge," Harding says. Sherwin-Williams was a pioneer in low-temp formulas – a major competitive advantage in a city where temperatures can drop below freezing even in summer.

Using the company's premium coatings has reaped many benefits for Harding's Painting. They go through more than 500 cans of PrepRite ProBlock Primer every year, and Duration is their preferred paint for exteriors.

"The warranty is especially important to our residential customers, who make up about 70 percent of our business," he says. "Again, Sherwin-Williams was the industry leader in this type of coating."

What's next on the horizon for Harding? He turns 52 this year, and it will be a transition year for him. He plans to exercise his option to sell a major portion of his division of the company, but will continue on as chairman for at least another year to ensure a seamless transition. He'll be able to spend more time with his family and devote more hours to his favorite volunteer community projects, with the knowledge that his paint legacy will live on and the equity he's built will ensure a comfortable retirement.

"The painting business has been extremely rewarding," Harding says. "There are no barriers to entry, and if you are ambitious and willing to learn the business and work hard, there are no limits to what you can accomplish. I will be pursuing my dream of working in a humanitarian field of work, which would not have been possible without the success of this business."

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RES REPAINT BUSINESS PLAN

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Text of RES REPAINT BUSINESS PLAN

Anthony William Filippi JR.

Sherwin-Williams Business Plan

Residential Repaint Sales Representative

Territory: Downtown Savannah

Downtown Savannah Territory

Executive Summary:

I have developed my plan and execution for the Residential Repaint territory in downtown Savannah. I’ve included my plan of attack on how to take away business from the competition, and how to grow and increase: new and existing accounts with Sherwin-Williams. This will all be done through teamwork, communication, sales excellence, effective execution, accountability, relentless hard work, and impeccable consistency.

Expectations:

- Take away market share from the competition.

- Push gallons and increase sales

- Grow margins effectively to reflect and stand behind our products, while remaining competitive with the customer’s business resources as well as outside contributing factors.

- Efficiently cover my territory while following market segment guidelines.

- Open new charge accounts > qualify, develop relationship, sell, and grow.

- Convert ALL cash accounts to charge accounts.

- Sell and grow: Key, Opportunity, New and Existing accounts.

- Manage controllable expense to sales.

- Execute zone selling.

- Grow existing behind accounts.

- Will have quick, effective follow-ups given to me by my team, and customers.

- Effectively utilize the Paint Percentage on the TCSR to drive all customers to utilize Sherwin-Williams as a one-stop-shop. (75%-85%)

- Build and grow relationships with current accounts, but also reach out to accounts that had previous history with Sherwin-Williams but no longer do. Research and learn the situation with the team, formulate

DRIVE GALLONS. DRIVE MARGINS. DRIVE SALES

the plan to bring the customer back, and execute. Follow up on the results.

- Be very well versed in my competitor products. Educate team on those products and tendencies as well. The more myself and everyone knows, the better equip we will be when we meet that customer who uses the competitor.

- Stop at nothing to ensure that every one of my customers is using our products.

Properly use my Sher-plan calendar to effectively execute zone selling. At the end of every week, analyze and critique the results of my planning and make adjustments to be even more successful the following week. Fully utilize calendar.

- Complete 360’s with customers.

- Listen, learn, and execute beneficial ideas from others. Be coachable.

- Be a mentor to any MTP, assistant manager, and part timers/full timers.

- Join a business-networking club around the area to expand my network.

- Surpass my sales budget.

- Lead the district in new open charge accounts.

- Lead the district in new charge account sales.

- Walk the stage

- Be a great teammate, leader, mentor, rep, and person.

- Hold myself accountable for my goals set by myself and district manager team.

- Meet my servicing stores and get to know them. (Expectations, goals, ideas, experiences)

- Reach out to all of my key accounts. Meet with them in person. Introduce myself as their new sales representative and reassure stability.

- Reach out to all my Opportunity accounts. Meet with them in person. Introduce myself as their new sales representative and reassure stability. Re-qualify if need be.

- Ensure all new and appropriate accounts have DX pricing attached to them.

- Reach out to my “Wild Card List” account sheet and get them into the store with a Red Carpet coupon. Re-qualify if need be. (Accounts that were opened last year but not done much business with us) (Red carpet treatment will include the coupon, as well as a tour of the store, introduction to the team members, example of custodians, sherspecs, sales slicks, and other examples of Sherwin-Wiliams trademark service features.

- Call every new account last year whom I met and re introduce myself as their new sales representative.

- Blitz my territory and open 3 new charge accounts. Qualify them; see what they are using, why they are using it, and how I can help grow their business. Put new customer in our products. Demo one gallon of paint to the new account. Red carpet treatment (as listed above)

- Become enrolled in competitor email, text, and other communicational services. I will know exactly what the competition is offering and when. This will allow me to stay on top of possible challenges.

- Conduct a training seminar/meeting that I am titling “Qualifying the Unknown” I will hold a 1 hour and 30 minute meeting / training seminar on how to effectively qualify contractors that walk in the store whom do not have an account with Sherwin-Williams, thus leading them to open a new charge account. Topics discussed will be, but not limited to: What questions to ask, how to ask them, how to interpret their answers, how to quote, what to quote, competitor products, key words

that will peak the customers interests, credit terms, benefits of a charge account, how to build a relationship, rebuttals and much more. I currently already have started a power point with key terms and important points. I also made printouts and laminated them and I am constructing a store use folder that is easy accessible for employees to use as a guide. I feel this will be very beneficial and needs to happen the sooner the better. We will also be doing live role playing that will help the team get familiar with real qualifying questions and answers, following with rebuttals. Training will also include tactical strategies to convert cash to charge accounts and the team will become well versed on speaking of the benefits of a charge account, also DX pricing. This seminar will be held on a Sunday and I will personally provide lunch for Brittany, Shadith, and Jeffery.

- Self-evaluation of on my first ten days on my new territory. Success? Could I have done better? How will I improve?

- All backwards existing accounts have had face to face calls. Re-qualify if need be. Learn their business and do the appropriate research to assist in growing their business. Use reports. Take feedback learned and share with team, develop plan, and attack. Learn patterns from previous year. Also assist accounts with some leads. Offer Red Carpet when deemed nessacary.

- Meet and gain relationship with those new accounts from last year. These will be face-to-face calls. Re qualify if need be. Things might have changed.

- Ride along with store manager.

- Competition stakeout (B&B) get business cards from their painters, call on them.

- Competition stakeout (Home Depot) get business from their painters, call on them.

- Become enrolled in a business-networking group in my city.

- Conduct an Angie’s List Blitz!

- Call on all accounts with 0 calls. Meet them.

- Organize a product demo (all accounts invited)

- Pocket meeting with stores, introduce/ discuss the use of “dot charts”, how to use them effectively and why they are important.

- I have introduced myself to every account and informed them I am their sales representative.

- Sign up 100 accounts to the text message program.

- Take an MTP/Assistant Manager on a ride along with me. Blitz, competition stakeout, sales call.

- Conduct an exterior Emerald demo to 4 accounts who primarily use Exterior Duration.

- Spray equipment/correlation blitz: Research who purchased sprayers, and see how much paint that customer purchased after they purchased the sprayer. Just to ensure they are buying paint from us. (If the customer needs a sprayer, obviously they are doing quite a bit of painting) If the customer’s paint numbers are down after, formulate a plan of attack to seek out what is going on, and most importantly how we can change that. Formulate plan, requalify if I have to, and ATTACK!

- Execute a CASH-2-CHARGE blitz. (All cash accounts called on) Goal: Every cash account converted to a charge account. (Check price levels, introduce DX)

- SW VS Competition ‘’ROLL OUT’’ event. Have 10 customers that I know are using competitive products, and let them try our best vs. their best.

- Conduct 3 Customer 360’s.

- Call on over limit accounts, open new jobs if necessary, apply for higher credit if deemed appropriate and beneficial.

-NICHE’ BLITZ! This is it!!!!, let it all out! Look for niche opportunity: Electricians, plumbers, masonry companies, pressure washer companies, odd-man jobs, downtown service companies ETC. Whether it is paint, ladders, drop cloths, tape, spackle, drywall mud, bleach, or rags, find hidden opportunity in segments that have not been called upon. (Example: Electricians need ladders…..SELL THEM SOME LADDERS!!!!) Overall goal: open 10 new charge accounts with this NICHE BLITZ and sell $30,000 worth of product to those 10 accounts. Results will be documented and evaluated. LEAVE NO STONE UNTURNED! (Helpful tool for this blitz: Facility Maintenance catalog) Set up meetings with interested customers.

-Gain feedback from sales manager as well as store. How am I doing? What can I do better? What worked? What did not work?

- Stay heavily active on selling accounts. Fill up the Customer Frequency Report.

- New product demo (demo new products to some new faces)

- Conduct an AP blitz. Utilize the PT% on the TCSR and formulate a plan to ensure all accounts are using SW as a 1 stop shop.

- Conduct a Pressure Washer blitz! Call on accounts who have previously rented pressure washers from our store. Show them the benefits of owning their own pressure washer (as far as an economical and convenience benefit) Qualify their needs, find the proper pressure washer for them.

(Every painter needs a pressure washer, the time is NOW to get them into one)

-Self evaluate the new accounts I opened. Are they consistently buying from us? How can I get 100% of their business if I do not currently?

-Self evaluate my sher-calander. Has it been effective? How can I plan better? What works? What does not? Evaluate, follow up and implement. Get ideas from veteran players.

- Red Carpet blitz! Offer red carpet to customers who have not shopped in 30 days.

- Secret shop at Home Depot and B&B once every few weeks for product information and leads.

-Conduct a store meeting with my findings from the competitor secret shopping. Discuss with team what possible opportunities are as well as possible challenges.

Sher-weapons Sher-tools

Like a heavy weight fight, you need to be trained and have the proper tools to defeat your opponent. Having product knowledge, being a likable person, and a handworker is obviously a great advantage to have when it comes to this territory. However, there are some vices that I have very easy access to and will be using them to my benefit to help achieve my goals. They are as followed, but not limited to. I will note that I have also made professional copies of the Rep Playbook as well as the Sales Excellence Job Aids and they are located in a binder that is very accessible to my team and me.

- Red Carpet: No brainer, if you want a sure fire success at getting a MIA customer back into the store, offer them 50 dollars. This is one of my personal favorite weapons in my arsenal. GREAT for new accounts, behind MIA accounts, and prospects on the streets. (I keep a lamented copy in my truck just to show them and promise to give it to them when they enter the store) PROVEN TO BE EFFECTIVE!!!

- Sher-Calender: I will have a lot of accounts to call on, sell, and grow. This calendar will put me in the best position to do so. It will ensure zone selling, while utilizing my time and expenses. It will also ensure at least 8 face-to-face calls a day, and focusing on the 4 buckets. I will also have a contingency schedule incase a plan must change. Having a ‘’back up’’ plan, will ensure efficient time management and more effective territory coverage. This is a very powerful weapon to me because it will allow me to best use my time. The more effective time I have on the territory, the more hurtful it is for Home Depot and B&B. The more time I have, the more success I will bring. More time = I meet more people = I sell more people on Sherwin-Williams.

- Territory Customer Sales Report: Use this to gage which area needs improvement and also to grow even more. If a customer has a high PT%, I need to dive in and see where they are buying their other items at. We need to make sure Sherwin-Williams is a 1 stop shop.

- Lead Generation: The “The Lifeline” Communication is one of our biggest weapons. I need to be persistent on calling on accounts. This must be done aggressively. If we are all on the same page, it ensures smooth interactions and results. The more you call, the more they will

buy. PROVEN. (Use the Dustin Ewald cording a potential girlfriend correlation-theory (if you do not call and make an effort, they will not have a relationship with you. One call every four months will get you no where) (and it makes sense, my top buyers, have the most calls on them. SPREAD IT OUT!!)

- Test Drive: Get the customer in an upgraded product. (However, before, discuss what the price will be if they end up choosing that product to be their go to product)

-Customer Weekly Sales Frequency Report: Aggressively attacking all accounts helps keep track of who called on the account and when. “No man left behind”.

- Custodians: (for the customer, homeowner, and the store) Keep examples on hand. Show these off! Customers LOVE them. Be proud of the custodian you made, because it’s a great selling tool and it makes life easier for the homeowner/customer.

- Dot Charts: Insures accuracy, accountability, and trademark service to the customer. Don’t forget to show the customer what a dot chart is while giving them the red carpet tour!

- Customer 360: Learn about customer, feed back, what can we do better.

- Sher-specs: GREAT tool to help customers spec a job. Makes their job easier and gives us credibility and loyalty.

-Product Guide Sheets/Sales slicks: GREAT for homeowners. Will give to customer to present to homeowner. Gives a pleasant visual and nice biography of the product and what it can do for them. (One of my personal favorite weapons)

-Formulating my Dashboard: Measures calls, planning, and executing.

- Target competition, stakeout, and mystery shop: Leads, painter info, and products.

- Target map: A map of downtown with houses that are being worked on. Punch pins indicating the state of the progress. Green= not quite ready for paint, Yellow= keep an eye out, the carpenter and masonry guy should be wrapping up soon, Red= painting is getting underway, BE READY. This will be updated everyday.

- Text message program, use it, ! (see goals in business plan)

- Product Comparison Guides: (Sher-Cross) GREAT for blitzs and competitive takeover. Will also get store very familiar with guides so they can be used for walk in contractors as well when qualifying.

-PRC: The use of the PRC is a very effective weapon if used properly. It backs up my promise to a customer on a quote I gave them. It will be accurate with the type of product and their type of business, obviously keeping in mind the competition. Also (which I have heard on multiple occasions, that we are leading the way in this feature) CONSISTANIY. If a customer keeps paying different prices for the same product every time they are in the store, that does not look like we are standing behind our promises. The price needs to be the same every time they come into the store. This is a very valuable weapon that we have. Some negative feed back I have heard during blitzs downtown Savannah is that Sherwin-Williams for some reason can never keep the prices the same (without the exception of price increases) That to me, clearly states that the PRC was not properly being used. It’s a simple fix and it has a huge reward. When you quote a price, put the price in the PRC. (of course, have a smart business reason on why there needs to be a set price for that product) In my situation, I automatically set my accounts on DX pricing (which is very helpful and is pretty in line with competitors products and prices as well) However, be cautious of the MISC products. All Surface, I.E., those might need price exceptions at times.

- Travel War Chest: Kept in truck: Res Repaint playbook, Sales excellence aid binder, business cards, credit aps, addendums, laminated red carpet coupon, pro buy pages, sw text message cards, data pages, fan decks, product comparison guides, denatured alcohol, paint problems book, sales slicks, examples of custodian, examples of sher-specs.

Key Account: Continue to sell and grow. Maintain that growth.GOAL: Show them they are a valued Key Account by providing trademark service and take their business to the next level.

Opportunity Account: Aggressively attack account, utilize all reports, and assist in getting the customers business to the next level. This account has the potential to grow. Demo new products, upsell those products, which will increase margins. Shoot leads to this customer. Research what products they are using, Get them into our products. Test drive them if need be.GOAL: Push the sales needle to become a Key Account

Existing Account: Research past history, conduct a 360, get with team and find out what needs to be done to drive sales up. Learn more about the customers business. Re-qualify if need be (something might have changed) Make sure pricing is competitive.GOAL: Increase sales and margins.

New Account: Set the tone! Qualify the account. Utilize all the weapons and tools. First impression. Learn the comparable product. Demo a top of the line product. Shoot leads, help grow their business.GOAL: Drive the sales needle and take the market share away from the competition.

LEAD GENERATION(the lifeline)

“YOU GET OUT, WHAT YOU PUT IN!”

Make the relationship building a focal point in every call.

Pre-Call planning > Relationship Building > Identify Needs

and Qualify the Account > Present Proposal > Obtain

Feedback & Resolve Objections > Close Sale & Gain

Commitment > Follow-Up & Build Relationship.

Self-evaluation of the call: “What could I have done better?” “What did I learn?” “How will I improve next time for even

MORE success!”

Tools for effective Lead Generation:

Customer Weekly Sales Frequency Report

TCSR and qualifying accounts

Communication within teammates

Sales history/patterns/trends

Effective, QUALITY calls with follow up

Detailed comments in the comment section

Sales Excellence

Qualifying accounts

Sher-Calender

FOLLOWING UP AND SELLING!

NEW CHARGE ACCOUNTS

“New business, is the BEST business!”

I learned in my business class that a customer who has a line of credit with a company, is more likely using that company, rather than a

company without a line of credit. We must get market share, and with an aggressive, fearless approach, it can and will happen. In this

document I listed the weapons that I have used personally to open charge accounts. It’s proven and it works. With that, I with my

teammates will ensure that every customer that is on the street , or that walks in the door, will have a Sherwin-Williams charge account.

Customers with cash accounts will also be heavily pursued to open a charge account as well. I learned in the past 15 months that you need to

make the pitch to EVERYONE you meet, because you never know the opportunity that may be there. It’s my job to find, expose, and take

advantage of that opportunity. It takes a team effort, and with every new account that has been converted to a Sherwin-Williams user, that just bring us closer to the ultimate goal. I learned first hand this year

having opening 50 accounts for over $80,000 in NEW business (from Jan 1 2014 to July 17th 2014) that it truly is important. That is 80k that was not being spent at Sherwin-Williams previously. I will continue to work

closely with my Credit leader Sarah Engstrom. Her guidance and motivation has attributed much to my success this past 15 months. My original goal was 100 new charge accounts for the year with total sales being 100k, but I am going to destroy that number, so I have raised my

goal to 120 charge accounts with a total sales of $150,000 in new charge account money. I will find these accounts on the streets of downtown

Savannah and from leads that my team shoots me. I will introduce myself, qualify the customer, build the relationship, sell, and grow the

account. I will, as I have been doing, heavily perusing every person I see with any type of tool working outside in downtown Savannah. With the

mindset that I will get their business and I know my products and my store’s service can outshine their current supplier. Keeping in mind,

that with these new accounts, we have ONE chance. Everything must be executed perfectly as far as what we can do for the customer. They are

giving us a shot, we must follow through. Always be cautious and remember, we are one two strikes with them.

I am a leader. I will lead by example. My impeccable work ethic and tremendous hard work will rub off on my teammates and inspire them to achieve their goals as well. I will instill a positive and winning attitude into my work and their work. I will assist them in Lead Generation. Guide them on how to use the many weapons I discussed.

In our business, teamwork/communication is essential. From the district office all the way to the sales counter. We all must communicate, trust, respect, and motivate each other. We are all on the same team. Open lines of communication is a vast effective tool to drive business, and it’s a tool we have that is very accessible. Lead generation is one of our biggest weapons and with teamwork it can be used for many good things. I also believe in achieving goals as a team. If a sales manager, or district manager has a suggestion for me, I would welcome that suggestion and use it to its fullest because I know that they are only steering me towards success. I am very coachable and the only thing I care about is the result, not where the idea came from. I feel that is very important because I work with many people who can help and benefit me due to their successful experiences. I plan on using all resources necessary.

FINAL THOUGHTS

I believe in the products that I am selling. I believe in the company I work for. It makes my job and achieving my goals easier when I am standing in front of a new prospect customer knowing in the back of my head that I have the FULL support from John, Dustin, Chris, Jill, Jim, and Sarah. With motivators and leaders like that in my corner, it will only drive my success. As an assistant manager, I was mentored by Kyle Armstrong. He trained me on how to not only be a sales rep, but how to be a successful difference maker sales rep. From his vast array of product knowledge, his takes on situational occurrences, his strong relationship with customers, to his strong work ethic, I was very fortunate to learn and work with him. Going out on weekly sales calls with him really showed me first hand how to win your customers over and that experience is something that I have been using for myself and the numbers speak for themselves. He has prepped me well and equipped me with any situation that may arise and how to properly handle it. I will not sell on price, but by customer needs and product value. It is my job to get the customer to see the value in using certain products and certain prices. (Example, higher end products may cost more but they are more effective as far as paying out, labor, etc.) However, I will keep in mind the competition and I will NOT let a customer walk away because of price. I’ve learned from John’s emails

that I MUSTdo whatever it takes to make the sale and get every dollar I can, and NEVER take your foot off the gas pedal. As stated earlier, new business is the best business. I will blitz, stake out, seek, follow up on leads, and find those customers, and open them up charge accounts. I will qualify them and build the relationship. Then I will sell and grow the account. However, we all must keep in mind, never be content. Always be on the lookout and aware of what your customers are buying and aren’t buying. As Dustin told me “things change” Never assume everything is the same with their business. Always stay on top of all accounts and do not miss out on any opportunity.

People buy paint from people. I would imagine it would be hard to sell paint if you were not a likable person. I have a great relationship with my customers, they love me and honestly that is a great feeling. They trust and respect me. It starts with that first impression firm

handshake, and it goes all the way to the sales counter. It’s easy to sell great products with lifetime warranties and moisture guards, but selling those great products WITH the strong trusting relationship is what separates Sherwin-Williams from everyone else. I have proven I can open charge accounts(72 last year, 50 this year), qualify those accounts, build and maintain the relationship, sell, but most importantly, stop at nothing to take away from the competition. All I need is a territory of my own. I know what this new territory entails. I know the huge expectations for this new territory. It will take a tremendous amount of hard work and effort to get the territory where it needs to be and has the potential/expectation to be. The push to drive new business on this territory will be nothing short of relentless. This new downtown territory is not opening just to “do okay” and be “managed”, it is being opened up to take away every bit of competition in the downtown area and with the growth that is occurring. It all starts with the one simple question: “How can Sherwin-Williams help your business”

Total of 112 New Charge Accounts open from May 2013 – July 2014

27 New Charge Accounts obtained from outside downtown blitzing.

85 New Charge Accounts obtained from store walk-ins.

45 New Charge Accounts opened from Cash Accounts.

September 2013 New Account Champion (Winner of Omaha Steaks)

December 2013 Red Carpet Champion (Winner of Omaha Steaks)

April 2014 CS Brush Challenge 119 sold total (Winner of Omaha Steaks)

Total New Account Sales in 2014: Over $80,000

10 Titan 440’s sold

1 Titan 400 sold

SHER-WINS in process….

SuperDeck Challenge (Sell $1,500 in SD) by August 31st. 67% complete.

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