Align customers needs with solutions and illustrate how my solutions solve their needs. Identify opportunities for customers business practices. Begin leveraging existing customer relationships to identify other opportunities. ![]() Evaluate and adjust business plan.ĥ 60-90 Days Close business with new customers. Identify opportunities with new customers. Begin closing business with existing customers. Continued contact with existing customers. Evaluate and adjust business plan Days Clean up any low hanging fruit business not closed within first 30 days. Identify opportunities with existing customers. Begin contacting new and existing customers. Identify and prioritize existing and new customers. Identify most important relationships in territory introduce myself to establish relationships quickly. 30/60/90 Day Timeline: 0-30 Days Acquire product expertise. Review sales process and make any needed adjustments. Make adjustments, extend plan to next 30 days. Identify successes in plan and areas needing adjustment. Evaluate and Adjust Review progress in conjunction with 30/60/90 plan every 30 days. Leverage relationships to identify and win business at other facilities. Determine opportunities for all product lines. Establish and expand relationships for all call points (entertaining, etc.). Identify and establish contact with multi-level call point within each N.C. Schedule on-site appointments with each N.C., starting with highest revenue potential. New Customer (N.C) Identify new clients from targeting data. Leverage relationships to identify and win business at other facilities (if applicable). Conduct product evaluations for each identified opportunity. plan to convert into pipeline business in order to expand product offering. Determine any opportunities for all product lines with each E.C. Build relationships through entertaining, dinner programs, etc. This is critical to understanding the dynamics of the territory. Identify and establish contact with multi-level call points within hospital. Schedule onsite appointments with each E.C., starting with those having the highest revenue potential. Form relationships within this process.ģ 2. Establish contact with each prospect determined to be low hanging, verify and validate interest level. Determine best approach for each prospect. Low Hanging Fruit Identify low hanging fruit from current account database revise most recent activity by previous representative. Refine plan to better achieve the strategic plan objective. This reassessment must consider new information pertinent to the effort. After the implementation of the tactical plan has begun, then a reassessment must be cast. Market to all call points within the hospital, physicians and administration. During this process any old business issues must be rectified directly. Existing customers will be contacted and new relationships will be forged. Convert these to customers as quickly as possible. Highlights to this strategic plan would include: 1. OVERVIEW: Strategic Plan Tactical Plan 30/60/90 Day Plan Sales Process Goals Short & Long TermĢ STRATEGIC PLAN: Strategic plan includes steps to accomplish overall objective of the business, to bring territory to #1 revenue producer. ![]() More exact information is necessary to prepare a formal business plan. This outline is not a finished product but rather a work in progress. IMPORTANT NOTICE OF DISCLOSURE: This outline is designed to stimulate a discussion about business practices that will result in success. As with other business owners, Medical Products Company should seek to maximize their return on investment from this territory or business. In doing so, expectations would be set and results tracked. My philosophy would be to run this territory as a self-contained business within a business. 1 Sample Medical Device 30/60/90 Day Plan OBJECTIVE OF THE POSITION: Bring the Iowa and Nebraska territory of the Medical Products Company Urology Division to the status of #1 revenue producer in the United States.
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