Create and Maintain a Sales Culture

Create and Maintain a Sales Culture
Welcome the 2006 National Sales Meeting! 

Buzz Raines – RVP, Region 6 Mike King – RVP, Region 16
Welcome to the “Creating a Sales Culture” session, and as the song says…you ain’t seen nothing yet! Let’s start by introducing our team for today’s session! Let’s start with the important players, Sherry Adams, Region 16 Admin Specialist and Vicky Rau, Region 6 Admin Specialist. Special thanks to Angie Blazer, and Dean Stewart, our incredible design crew! Last, but not least, my partner in crime, Mike King, RVP for Region 16, and I am Buzz Raines, RVP for Region 6. We’re here to talk about building a culture based on sales for If we are going to take this company to new levels of excellence we must become an organization driven by a sales obsession. 

Objectives Discuss how to create a CULTURE based on selling
Define the Sales Manager role and new responsibilities Equip you to validate that the Sales Manager is: Utilizing reports and systems Coaching and training Holding employees accountable When you leave our session today, you will be able to: Understand and drive Lowe’s initiative to create a culture based on selling Explain the new role and responsibilities of the Sales Manager Explain the Store Managers role to validate that the Sales Manager is: Utilizing reports and systems to drive sales in all departments Coaching and training employees to drive sales Holding employees accountable for following up on all leads Utilize the tools and information shared here in store/district sales plans Overall, the message you’ll hear today is going to focus on what we all must do to make the shift from maintaining the business to driving the business. Let’s look at today’s agenda. 

Agenda What is a Sales Culture? Developing a culture of “selling”
Four components of a successful sales culture Management’s Focus on Execution What is a Sales Culture – and how we get there The importance of Instilling the culture of “selling” in our employees We’ll break it down into the 4 components of a successful sales culture, and The expectations of you as the Store Manager/DM and the store management team to establish a maintain this sales culture 

We have 60 years as a great home improvement retailer
We have 60 years as a great home improvement retailer. We have a culture within our company that has led to and supported our continuing success, however, we don’t have a GREAT SALES CULTURE. I know you’re asking yourself, what does that mean? Don’t we already have a sales culture? We are a sales organization! Heck we’re at a Sales Meeting! So, what is a sales culture?  60 Years of Success!

SALES CULTURE? = Culture – “The attitudes and behaviors that
characterize an organization.” SALES CULTURE? = So, we know what “sales” are, but we’re discussing how to create a sales culture………..so what is CULTURE? What does CULTURE mean? In the business world, culture can be defined as the attitudes and behavior that characterize an organization. CLICK for definition With that definition, do you think we currently have a sales culture at Lowe’s? CLICK for equation Maybe, maybe not. In the past our culture may have not focused on the sales expectations of our employees, as much as it has centered on a tendency to focus on tasks. We have programs and we have plenty of processes, but do we have a culture- a way of life at Lowe’s where we greet EVERY customer, qualify their needs, meet those needs and then -close that sale? We don’t, but we will! We have to become a sales organization driven by a culture that provides exceptional customer service and a culture that sells -every day, to every customer. A sales culture is about knowing the customer and getting the business, following through to the end and ensuring customer satisfaction. 

Two Facets of Our Business
You have to instill in your sales force, specifically your specialists – but all employees, the criticality of handling the 2 facets of our business: The “in your face” customer who is right in front of you asking the questions and making the purchases AND The customer with the project and the detail fee that requires all of the follow up How do we make them understand the urgency of handling both, the right way, all of the time??? Well, let’s begin by investigating what a sales culture means to YOU? The reality is that very few retailers have a sales culture! Wal Mart does NOT, Sears does NOT, Target does NOT, Bed, Bath and Beyond does NOT, obviously Kmart does NOT! So, is it? 

Is it_______________? A clean, stocked, safe store
Greeting the customer quickly and pleasantly Taking the customer to the product Prompt Phone Service Responding to a Customer Call Button CLICK FOR EACH BULLET A clean, stocked, safe store Greeting the customer quickly and pleasantly Taking the customer to the product Prompt Phone Service Responding to a Customer Call Button Great answers! 

Are these examples of a sales culture …
vs. Customer Service Are these examples of a sales culture … …or examples of good customer service? CLICK TO ANIMATE HEADER AND HELMETS This IS NOT a question of one versus the other………… CLICK TO ANIMATE TEXT But, are those examples of a sales culture… AUTO ANIMATE …or just examples of good customer service? They’re examples of the customer service we should provide every day. You know that great customer service is critical, but it is only one small part of creating a sales culture. A culture of sales within our company, within our stores, is one that adds value for our customers! So, back to the question of how – how are we to create this culture in our stores? Lowe’s has taken some steps to help you drive this culture. We’ve restructured the senior store management roles. The redistribution of responsibilities was done to establish a structure and an environment focused on SELLING. Think of it this way….. 

Here is a picture of an iceberg and from our perspective above water, it may appear to exist in and of itself ……… 

However, what is visible only reflects a small part of what supports it. In reality, 7/8ths of an iceberg actually exists below the surface of the water. 

In sales, what the customer first sees is Customer Service.
Customer Service is: A clean, stocked, safe store Greeting the customer quickly and pleasantly Taking the customer to the product Prompt phone service Quick Response to customer call buttons Think of the piece of the iceberg that you see as “Customer service”, consisting of those things we mentioned, such as: ANIMATION IS AUTOMATIC A clean, stocked, safe store Greeting the customer quickly and pleasantly Taking the customer to the product Prompt phone service Quick Response to customer call buttons These things are immediately visible to the customer…………. 

Sales Culture Goes Much Deeper
Qualifying Overcoming objections Selling the project, not just the product Closing the sale Customer follow-up Hiring the right people Teaching selling skills Setting goals and motivating Proper scheduling Tracking sales trends and micro-seasons But, the sales culture we’re discussing here today goes beyond what our customer sees. It includes these things and more: ANIMATION IS AUTOMATIC Qualifying Overcoming objections Selling the project, not just the product Closing the sale Customer follow-up Hiring the right people Teaching selling skills Setting goals and motivating Proper scheduling Tracking sales trends and micro-seasons 

Too often, what’s supporting our Customer Service…
Sales Culture To often, what’s supporting our Customer Service… 

…doesn’t look much like a Sales Culture.
This will help us recognize our opportunities, which hold us back from building a sales culture. Not Closing sales Lack of engagement No accountability Complaints No recognition Lack of training So, what are the benefits of creating and executing a sales culture? 

Benefits Increased employee engagement Increased profit and margin
Larger sales force (More sales = More available payroll) Obviously if you have a staff of engaged sales people, you will see an increase in sales. It’s pretty much inevitable, but there are other benefits for YOU! If you follow our game plan for creating a sales culture, you will see increased employee engagement! Although money is not the primary motivation for everyone, the combination of increased income, coupled with recognition for a job well done is a strong motivator! Aren’t you more engaged by the prospect of increased bonus, along with being recognized here for doing an outstanding job? Of course you are! Another benefit of a sales culture that is simple and critical to our success is increased margin and profit. Every year, our employee engagement survey asks “Are you allowed to do what you do best every day?” If you have your sales force committed to selling, doing the job they were hired to do – why wouldn’t they be engaged? And if they are SELLING, they are making the connection with more customers everyday, which in turn means more dollars for your stores payroll. 

$489,620 = Average Sales Per Specialist
Potential Sales 59.6% $489,620 = Average Sales Per Specialist $1,488,000,000 = Topline Impact Look at this number. What do you think this statistic represents? CLICK TO ANIMATE EACH BULLET – 3 clicks total It represents the percentage of your specialists that are NOT selling at the company average! Average Sales per Specialist = $489,620  If all specialists were selling at this average, the increase to the company’s topline sales would equal almost 1.5 BILLION dollars.  What COULD this mean to YOUR STORE? -  CLICK FOR NEXT SLIDE - $ amount INSTRUCTOR NOTES: This is based on 17,596 SS. Only SS working for Lowe's a min of 3 mo & in position a min of 3 mo were used. The Sales for SS that were not working for Lowe's for 12 months were annualized. The annualized SS sales were not used in the Potential Impact number so it was not artificially inflated.

$1,299,563 FOR YOUR STORE This amount divided between 1145 stores could mean $1,299,563 to you….over 1 million dollars. Now that we understand the impact of creating a great sales culture, how do we build it? Is it an individual effort, or is it a team effort? 

Creating a SALES CULTURE
the Gear the Players the Strategies The reality of a sales culture is that it won’t just happen. A “culture” doesn’t happen overnight, it is led by you, your drive and passion to have a culture of selling. However, there are some “tangibles” to ensuring sales success. We’ve shown you that this “sales culture” would be beneficial to you financially and to the level of engagement within your store -but the real beneficiary is the CUSTOMER! So, let’s delve a little deeper. We’re going to try to put this into a simple perspective by breaking it into 4 primary, tangible parts – the components that are critical to creating and maintaining a Sales Culture at Lowe’s. These 4 elements are YOUR secrets to successfully implementing this when you return to your store! They are: CLICK Players (1 click total) The people that are critical to creating this culture and their roles Strategies Ways to drive sales, reward great selling and address poor sales performance Programs Existing and new initiatives to increase sales Gear Systems, processes, courses, etc. available to assist and educate the specialists and associates in selling  the Programs Creating a SALES CULTURE

(plā ər) n. 1: a person who participates in or is skilled at some game 2: an important participant .
Store Manager Management Team So, let’s start with our most critical component – your sales force, your people. Look at the definition – a person who participates in or is skilled at some game. Well, the game is selling and I hope your players are “skilled at” and NOT just “participating” in the game. Who do you consider your players to be? Are your players just your Sales Specialists? Is it your Management team, or is it All employees? The reality is - every employee in your store should be selling for you. They should be trained and capable of selling SOS, completing a detail fee, and closing the sale. Are they? If you’re thinking NO, then -Why not? What is lacking that inhibits them from being able to do this? Are we missing the training piece, the coaching piece, the manager to drive sales, the right tools, the right programs? It’s probably not just one thing - we may have been missing elements of each so let’s look a little deeper right now at your critical players, and their roles and responsibilities. CLICK ONCE FOR ANIMATION – SM, MGMT TEAM ,SLM, SS  Sales Manager Sales Specialist the Players

HIDDEN SLIDE-TEXT ONLY
Your Sales Manager and the Sales Specialists are obviously your KEY players in driving sales…..they are your experts! However, you and the rest of your store management team have to support them and this initiative. It will never be successful without your support. So, how do you utilize your Sales Manager? CLICK FOR VIDEO 

“The wrong way….” video Reenactment of how NOT to utilize the Sales Manager…to include the Sales Manager acting as MOD, building an endcap, driving a forklift, etc. DON’T READ Reenactment of how NOT to utilize the Sales Manager…to include the Sales Manager performing MOD duties, helping with resets, unloading LPD, unloading plant truck, running a register, building an endcap, driving a forklift, etc. – all of the things that keep them from doing the things that they are supposed to. These will be single clips that come together with a superimposed clock with time passing, to illustrate just how much time is required to do all of these little things when the Sales Manager should be committed to driving sales. 

Sales Manager Role You’ll probably agree that the Sales Manager is the most underutilized/misused position in your store? Why? We put the new store organization in place 3 years ago – giving you a Sales Manager and a team of Sales Specialists. Your Sales Manager is your sales driver and you HAVE to allow them to be your sales leader. So, are you allowing them to do their job??? Obviously, they can help out when needed but You CANNOT have them doing inventory and trim-a-tree, and all of the other support things that you’ve had them doing. Establishing and maintaining a Sales Culture at Lowe’s is critical, and your Sales Manager – with your support, is going to make you successful beyond belief. By a show of hands, how many of you think that you are truly supporting the Sales Manager position? We thought that too until we asked them a few questions. 

Keypad Instructions 1 Per Person 10 seconds to respond
Select one answer only You have audience response keypads on your tables and will be using them to answer some questions for us throughout this session. REVIEW BULLET POINTS 1 Per Person 10 seconds to respond Select one answer only 

Please select a Team. Team MILLWORK Team APPLIANCES Team FLOORING
Team CABINETS Team SOS Team INSTALLED Team COMMERCIAL 10 Answer Now

What percentage of time does your Sales Manager spend acting as MOD on the floor?
0%-25% 26%-50% 51%-75% 76%-100% KEYPAD QUESTION- SURVEY QUESTION TO SALES MANAGERS So, look at this question. Use your keypads to tell us: What percentage of time does your Sales Manager spend acting as MOD on the floor? 0%-25% 26%-50% 51%-75% 76%-100% They said:  10 Answer Now

Survey Results What percentage of time does your Sales Manager spend acting as MOD on the floor? 0%-25% 26%-50% 51%-75% 76%-100% 24.3% 41.5% 25.7% Over 75% of your Sales Managers spend at least twice as much time as the MOD than the corporate guidelines dictate. More importantly, 30% of them are spending more than half their time as MOD So, is this how you support building a sales culture? In reality, they will still provide MOD coverage but per their job description/performance guides it should be ONLY BE ABOUT 7% of the time. Let’s look at another one.  8.6%

What percentage of your Sales Specialists do you feel are properly qualified for their current position? 0%-25% 26%-50% 51%-75% 76%-100% Do you believe that you have the right people in place selling for you? What percentage of your Sales Specialists do you feel are properly qualified for their current position? We asked your Sales Managers the same question and they said______.  10 Answer Now

Survey Results What percentage of your Sales Specialists do you feel are properly qualified for their current position? 0%-25% 26%-50% 51%-75% 76%-100% 2.7% 14.1% Less than half of our stores felt that they had more than 75% of their specialists that were qualified for their position. The Sales Specialists are the most actively disengaged group within the company -1 in 4. WHY? And, what does that mean for your customers – and your sales? (GET GALLUP DATA FOR ’06) The redefined Sales Manager role includes “Recruiting, hiring and building a specialty and retail sales team, and coaching/training employees to sell”. Let’s look at one more.  35.7% 47.5%

Which best represents the frequency you, the Store Manager, review specialty sales with your Sales Manager? Daily Weekly Monthly Never SURVEY QUESTION TO SALES MANAGERS Which best represents the frequency you, the Store Manager, review specialty sales with your Sales Manager? Daily Weekly Monthly Never  10 Answer Now

Survey Results Which best represents the frequency you, the Store Manager, review specialty sales with your Sales Manager? Daily Weekly Monthly Never 51.3% 38.3% And this is what your Sales Managers said: At first glance, this response looks acceptable. We open our doors every day. We wait on customers every day. Shouldn’t we be discussing sales every day? Driving a sales culture requires you to discuss sales everyday. Now that we’ve all had a healthy dose of reality, the most important question is how do use that knowledge to focus on the execution of the component we call “players”? Our discussion of the “players” has to start with the Sales Manager.  7.0% 3.4%

Sales Manager Responsibilities
Recruiting and Hiring Specialists Train and Coach Drive Sales Sales Performance Accountability Specialist Meetings Production Office CBC programs The responsibilities of the Sales Manager have changed only slightly. What must change is how YOU utilize them! The reporting structure is the same, and they are still responsible for recruiting and hiring your specialists. They are responsible to train and coach your employees. They are accountable and have to hold others accountable for poor sales performance. They are still responsible for the weekly sales specialist meetings, how-to clinic reporting and execution, and monitoring how specialists interact with customers. They will oversee the Production Office and CBC programs. This slide is somewhat like the iceberg…it’s not about what you see, but about what you don’t see. Many of these responsibilities are things you don’t see on the surface. But, if they are there, maybe you are building a sales culture. 

Sales Manager Role Drive the Sales Culture
Hire, train and develop Specialists Developing and training specialists Performance Management Monitor Specialist/Customer relationship Meet sales goals Reward good performance and recognize poor performance You have to support them as they drive the sales culture within your store! This includes hiring and training specialists, monitoring performance both good and poor….. 

Sales Manager Role Schedule Sales Specialists to ensure coverage
Validate customer follow-up Understand and satisfy customer needs Earn repeat business Must happen EVERY DAY! Closing the sale Scheduling specialists to ensure proper coverage during peak selling periods, and maintaining customer follow-up. When it’s all said and done, the Sales Manager’s role is to lead by example through development of a total store sales team and drive exceptional customer service by every employee every day. When it comes to project selling, the most important employee is your Sales Specialist. 

Sales Specialists 8807 X 4000 $35,228,000 2005 Store turnover = 44.4% 2005 Sales Specialist = 40.2% (8807) We currently employee approximately 23,000 Sales Specialists (as of 12/22/05). It is scary that only 47% of your Sales Managers feel that the majority of your specialists are properly qualified for their current positions! Obviously, the recruit and hire – or train piece is sorely lacking! It is key to ensure you have these positions filled! And to top it all off, the store turnover rate (FT/PT only) for 2005 was 44.4% AND the SS turnover rate was 40.2% = 8807 people that were terminated either voluntarily or involuntarily. CLICK ONCE FOR COST PER, AND TOTAL At a cost of $4000 just to find, hire, and train a replacement specialist – it cost our company over $35 million dollars. This doesn’t include the lost sales due to an unfilled sales position. Why? These are our frontline sales people. We can’t afford to not have someone in the position – even while we’re trying to recruit and hire replacements. So, the first new tool that we’ll share with you is the Sales Specialist Selection Tool. 

Sales Specialist Selection Tool
It isn’t brand new, but for those of you that agree with your Sales Managers – take a closer look at this on the Talent Management website when you get back to your store. This tool is critical because of the sheer numbers of sales specialists we need and the important role they play. Now, let’s look at the impact you can make as the Store Manager. 

“I don’t work for that company…..” video
Reenactment DON’T READ THIS Reenactment of a CEO/Senior Executive (company other than Lowe’s) giving an inspiring speech to a room full of employees. (Message is not important, and should not factor prominently in the video. This part should only be about 7-10 seconds). When message ends, there is a standing ovation and loud clapping and cheering from the crowd. (I know Wal-Mart is known for their dynamic sales meetings, and they have been filmed by TV or film crews. Stock footage available?) While the applause continues, an interview takes place (presumably in the same room, but filmed at the back of a large Lowe’s conference room). The interviewer (holding a “Company News” mic) says, “Wow, that was quite a speech. What did you think of it?” The employee (someone not widely known to Lowe’s field employees), responds (enthusiastically) "It was wonderful," he told us. "I would really like to work for that company." The interviewer is surprised by his answer, since his nametag clearly indicates he is an employee of the company (Innovations, Inc). "Don't you already?" the interviewer asks, puzzled by his response. "No," he says (agitated), pointing off-camera in a different direction than the presenter, "I work for that jerk over there!"

Store Manager Role Support Attend Specialist meetings
Recognize and rewarding great performance Validation Sales Manager Accountability Sales Specialist Accountability Awareness Passion Is that you? Are you that manager? We hope not! Our point here is that we can share the plans and goals and inspiration with you at this meeting, but YOU HAVE TO TAKE IT BACK AND YOU HAVE TO SHARE IT, DRIVE IT, AND LIVE IT. Allowing your Sales Manager to truly manage sales is your responsibility. Your support will directly determine the success of your Sales Manager, and in turn, ensure the success of your store. Or you can choose not to support them, and pay the price….literally. And passion….. you must have AND SHARE the enthusiasm, the excitement – the obsession for this sales culture. 

Store Manager Role “We are what we repeatedly do. Excellence then, is not an act, but a habit.” Aristotle The quote on the screen is from Aristotle. He said “We are what we repeatedly do. Excellence, then, is not an act, but a habit.” This is not a one-time thing. Sales excellence is what we’re driving for……a sales culture, a sales way of life…..that you have to live and drive every day in your store. You must have this attitude to achieve sales excellence We do have Store Managers who allow their Sales Managers to sell, and drive sales and are proof that this is a recipe for success. In this group, we have: SEE TEXT NEXT SLIDE SO Let’s recognize some of our top store managers here with us today.

Steve and Kevin (Jasmine A,B,C) Mike and Buzz (Lagoon K,L)
Session 1, Group 10 = Scott Lybarger, Store 548 of Crossville, TN = 31.39% Tyler Russom, Store 317 of Cape Girardeau, MO = 30.13% Session 2, Group 6 =Todd Walker, Store 1072 of Galax, VA = 32.65% Al Santilli, Store 400 of Easton MD = 31.94% Session 3, Group 9 =Clint West, Store 1807 of Sandy Springs GA = 31.64% Mike Morris, Store 507 of East Lexington, KY = 31.30% Session 4, Group 8 = Larry Coldiron, Store 2589 of S. BelAir, MD = 31.73% Session 5, Group 7 =Craig Clemens, Store 2205 of Fayetteville, WV = 32.11% Rob Walls, Store 418 of SW Gainesville, FL = 31.13% Mike and Buzz (Lagoon K,L) Session 1, Group 5 = Greg Hatfield, Store 737 of Johnson City, TN = 33.64% Session 2, Group 1 =Claudia Rasnick, Store 646 of Staunton, VA = 31.19% Session 3, Group 4 =(Number 1 and 2)#1 Eugene Faller, Store 682 of Southport, NC = 38.99% #2 Jason Taylor, Store 410 of Myrtle Beach, SC = 35.44% Session 4, Group 2 =Mark Miller, Store 1522 of Boone, NC = 34.73% John St. Onge, Store 447 of Christiansburg, VA = 33.17% Session 5, Group 3 =Kevin Miller, Store 792 of Scottsdale, AZ = 35.30% Van Crisp, Store 717 of Franklin NC = 31.94% HIDDEN SLIDE _ TEXT ONLYTop Store Managers and Sales Percentages per session Mike and Buzz (Lagoon K,L) Session 1, Group 5 = Greg Hatfield, Store 737 of Johnson City, TN = 33.64% Session 2, Group 1 =Claudia Rasnick, Store 646 of Staunton, VA = 31.19% Session 3, Group 4 =(Number 1 and 2)#1 Eugene Faller, Store 682 of Southport, NC = 38.99% #2 Jason Taylor, Store 410 of Myrtle Beach, SC = 35.44% Session 4, Group 2 =Mark Miller, Store 1522 of Boone, NC = 34.73% John St. Onge, Store 447 of Christiansburg, VA = 33.17% Session 5, Group 3 =Kevin Miller, Store 792 of Scottsdale, AZ = 35.30% Van Crisp, Store 717 of Franklin NC = 31.94% Steve and Kevin (Jasmine A,B,C) Session 1, Group 10 = Scott Lybarger, Store 548 of Crossville, TN = 31.39% Tyler Russom, Store 317 of Cape Girardeau, MO = 30.13% Session 2, Group 6 =Todd Walker, Store 1072 of Galax, VA = 32.65% Al Santilli, Store 400 of Easton MD = 31.94% Session 3, Group 9 =Clint West, Store 1807 of Sandy Springs GA = 31.64% Mike Morris, Store 507 of East Lexington, KY = 31.30% Session 4, Group 8 = Larry Coldiron, Store 2589 of S. BelAir, MD = 31.73% Session 5, Group 7 =Craig Clemens, Store 2205 of Fayetteville, WV = 32.11% Rob Walls, Store 418 of SW Gainesville, FL = 31.13% We talked about sharing the passion for sales excellence, and sharing the information is easy – but how do you drive it? 

Team Scores Team 1 Team 2 Team 3 Team 4 Team 5 Team 6 Team 7

the Strategies Qualify the Sale Close the Sale Celebrate the Sale
(străt’ ə -jē ) n. The science and art of using all the forces available to execute approved plans as effectively as possible. Qualify the Sale Close the Sale As the definition reads, “using all the forces available to execute approved plans as effectively as possible” and when it comes to creating a sales culture, those strategies must include: CLICK ONCE FOR ANIMATION (3 Strategies) qualifying the sale, closing the sale and celebrating the sale. The true strength of a strategy lies not in the plan, but in being focused on the execution, so pick up your keypads and let’s take another look at the reality of 2005.  Celebrate the Sale the Strategies

Which best represents the frequency your Sales Manager holds Sales Specialist meetings?
Weekly Bi-weekly Monthly Never SURVEY QUESTION TO SPECIALISTS The Tuesday specialist meetings are a great opportunity for you and the Sales Manager to celebrate sales! Are they being held in your store as they should be? We asked your Specialists: Which best represents the frequency your Sales Manager holds Sales Specialist meetings? What do you think they said? Weekly Bi-weekly Monthly Never  10 Answer Now

Survey Results Which best represents the frequency your Sales Manager holds Sales Specialist meetings? Weekly Bi-weekly Monthly Never 80.4% 11.4% Specialist survey response. These meetings are critical! They are not only a forum to celebrate great sales performance, but they are the perfect opportunity to discuss product highlights, customer service stats and overall performance to goal. And again, at first glance, these numbers look pretty good. But, in reality, 220 stores are not holding weekly specialist meetings.  6.3% 1.9%

Which best represents the percentage of time you (Store Manager) or the Operations Manager attends Sales Specialist meetings? 0%-25% 26%-50% 51%-75% 76%-100% SURVEY QUESTION TO SPECIALISTS Here’s another one for you…….. We also asked the specialists: Which best represents the percentage of time you (Store Manager) or the Operations Manager attends Sales Specialist meetings? 0%-25% 26%-50% 51%-75% 76%-100%  10 Answer Now

Survey Results Which best represents the percentage of time you (Store Manager) or the Operations Manager attends Sales Specialist meetings? 0%-25% 26%-50% 51%-75% 76%-100% 48.0% 20.9% SURVEY RESPONSE FROM SPECIALISTS 70% of you are attending only 50% of the time. How are we going to drive a sales culture if we don’t start at the top? We have to ask ourselves, are we truly focused on execution and driving our sales culture? You’ve all seen or heard of the ‘5 steps of the sale’, and without going into too much detail here, what are the five steps?  13.8% 17.3%

5 Steps of the Sale Greet Qualify Features and Benefits
Overcome Objections Close the Sale BULLETS ANIMATE AUTOMATICALLY You can’t win the game if you don’t know the plays. Your entire team needs to know and practice the steps of the sale. Greet each and every customer Qualify them by asking open-ended questions Ensure your employees are knowledgeable and able to share product features and benefits Gently overcome customer objections by further sharing benefits with the customer And, close the sale. Closing the sale is a strategy in itself and integral to increasing sales in your store, so we’ll look at it in a little more detail in just a moment. First, let’s look at 2 strategies that may seem more like common sense than actual strategies, but that can have an enormous impact on your sales force and their drive to sell! 

Strategies Observe the specialists as they interact with the customer
Celebrate sales! Morning Huddles Tuesday Sales Meeting Wednesday Specialist Meeting NOW! When observing sales interactions, how and why should you engage the poor performers? You have to ask, “Why aren’t they performing as well as their peers?” You must recognize that there is a need for concern, determine what the need is, and help that employee to sell – whatever the cause. Developing associates with poor performance could be as simple as asking the employee what you can do to help. However, watching customer interactions will most certainly provide you with insight as to the employees strengths and weaknesses, and what is needed. Do they need more training, different training, re-training? What are their opportunities for development? Most of your sales force thrives on the rewards of money and recognition. The money is a benefit in itself. In 2005, we spent MILLIONS on SPIFFS and commissions for our sales people. What do we do – what do you do to recognize your top-sellers? CELEBRATE THOSE SALES! The recognition piece doesn’t have to happen in a formal setting – it can happen right on the sales floor in the middle of the day. Of course, you can always celebrate sales in your morning huddles and Tuesday sales meetings. The “where” is not important – the “when” is! Teach your team to celebrate sales – any time! Your weekly Specialist meetings are a great opportunity to reinforce their role in the continued development of your sales culture. 

Store Manager Performance Guide
CLICK TO ANIMATE CALLOUT- “Attend Sales Specialist meetings” It is a weekly responsibility outlined in your Store Manager Performance Guide. Again, your Sales Manager is your driver, but you have to support them by being there! In all probability, the most impactful strategy to emphasize in your store is closing the sale.  Attend Sales Specialist meetings

Closing Sales Strategies
Your employees may know the products, the systems and processes inside and out. BUT if they don’t close the sale, all of that knowledge means nothing! But, before we go any further, let’s talk about the close rate. Do you think you have a better chance of increasing customer count in your store or increasing close rate with existing customers in your store? We all know the answer to that. Dependent upon your market, increasing customer count could be next to impossible. Do you think you can increase your sales closure rate? Do you think it will make a difference? We want everyone to understand where we are relative to our major competitors. We’re good, but we’re not great! Let’s look at some numbers, starting with Appliances. 

Close Rate - Appliances
Competitors Close Rate Home Depot = 40% Best Buy = 41% Sears = 64.7% Lowe’s Close Rate = 53% CLICK TO ANIMATE EACH (LOWE’S CLOSE AND AVG. TIX) Let’s look at Flooring. 

Close Rate - Flooring Competitors Close Rate Home Depot = 57.4%
Lowe’s Close Rate = 53.1% CLICK TO ANIMATE EACH (LOWE’S CLOSE AND AVG. TIX) Let’s look at Kitchen Cabinets. 

Close Rate – Kitchen Cabinets
Competitors Close Rate Home Depot = 60.8% Sears = 73.7% IKEA = 79.5% Lowe’s Close Rate = 52.2% CLICK TO ANIMATE EACH (LOWE’S CLOSE AND AVG. TIX) Let’s see how we match up against our Millwork competitors. 

Close Rate - Millwork Competitors Close Rate Home Depot = 51.1%
Menard’s = 58.3% Lowe’s Close Rate = 44.4% CLICK TO ANIMATE EACH (LOWE’S CLOSE AND AVG. TIX) Now, what if we were the industry leader in each department? 

Top industry close rate Incremental sales, if we closed at benchmark*
What if___________? Category Lowe’s close rate Top industry close rate Incremental sales, if we closed at benchmark* Appliances 53% 64.7% Flooring 53.1% 57.4% Kitchen Cabinets 52.2% 79.5% Millwork 44.4% 58.3% Installed Sales (combined) 51.3% 75% Total $471,526,665 $124,762,484 $500,283,592 $410,108,250 $609,226,506 If we were the benchmark in each of these categories: CLICK FOR EACH TOTAL  Appliances –and increased our close rate to 64.7%, we’d add $471,526, 665 to our bottom line  Flooring –and increased our close rate to 57.4%, we’d add $ 124,762,484  Kitchen - and increased our close rate to 79.5%, we’d add $ 500,283,592  Millwork - and increased our close rate to 58.3%, we’d add $ 410,108,250  If we were to increase our Installed Sales close rate to 75%, it would result in an additional $609,226,506. CLICK FOR OVERALL TOTAL (next slide) Total 2,115,907,497  * Based on 2005 sales

$2,115,907,497 I think we all see the “up” side. The financial benefits are obvious when we get it right. But, do we always get it right??? Let’s take a look.  CLICK FOR VIDEO

“Waiting for the call…” video
DON’T Read this…….. Typical suburban house, living room Young wife to young husband (Just slightly agitated): “Joe Clark! What are you doing?” Husband (very enthusiastically): “Hey babe, I just got back from Lowe’s to ask about getting a new kitchen. They’re gonna schedule an installer to come and measure. I’m so excited to finally have new countertops and cabinets…I don’t want to miss their call.” Wife (somewhat sarcastically): “Okaay.” Time passes in video to…………….. 10 years later. Screen overlay indicates 10 years passing. Father has obviously aged a decade. Now 16, the daughter says to the father “Dad, can I have the keys to the car?” The father, haggard and zoned out, still holding the phone, tosses the daughter the keys. Wife, also 10 years older, walks into the room. “Will you ever learn!? While you were here waiting for Lowe’s to call, I did something about the kitchen. Home Depot just finished the installation. Come and see your new kitchen. Then take out the last ten years of trash!” 

How do we improve close rate?
CALL THE CUSTOMER! Leverage sales promotions Offer services Credit/Quick Screen Sales Manager validation Follow-up CLICK ONCE TO ANIMATE ALL BULLETS What is so bad about that video is that it happens every day….and literally millions of dollars “walk” right out of your stores. Why? Because we don’t currently have a sales culture in all stores! We’ve seen what our close rate is compared to our competitors…..and they’re very revealing. We’ve also looked at how a slight improvement in your close rate can significantly impact your bottom line……but how do we improve close rate? What are the things that your employees can do to close the sale? CLICK ONCE TO ANIMATE CALL THE CUSTOMER! Leverage Sales Promotions Offer Services SOS IS Delivery Credit/Quick Screen Sales Manager Validation Follow-up Let’s talk about communicating with your customer.

CALL THE CUSTOMER! 1.12.2 1.13.3 1.13.4 CLICK ONCE TO ANIMATE ALL
Are your people calling the customer? How do you know? These screen will show you everything you need to know about your customer. 

, F10, then F5 F5 Looking at the SOS follow up screen, we need to “focus on the close”. We want to ensure that each item on the SOS screen has been challenged to close as a install sale. Follow up on the these calls is key to our success in overall customer loyalty and satisfaction. Store/Sales manager should select F10 first to show all uses, then F5 will show all projects

, F4 F4 , F4 to sort by login, to have a detail view by sales person and any SYS generated Estimate. Let’s look at an example of these on the next slide.

How do I reassign an estimate to
How do I reassign an estimate to a new sales person? Select Estimate , Shift F9 Shift F1 Tab to Salesperson number, change to new salesperson number F9 (Three Times) F10 Save Estimate F9 Sales managers should assign someone to work this customer, and select the estimate for sale, change the salesperson number, and resave the estimate. CLICK FOR CALLOUT – ASSIGNING NEW SALES PERSON How to reassign estimate to new sales person Select Estimate , Shift F9 Shift F1 Tab to Salesperson number, change to new salesperson number F9 (Three Times) F10 Save Estimate F9

1.12.2 Here we want to select customer Terry Oldonburg to view follow up comments. Remember that the estimate was created on February 14th. So, let’s see how we did…..on closing this customer.

1.12.2 WOW! This is part of the 2.1 BILLION dollars that we are letting walk away. CALL THE CUSTOMER! We have to follow up and validate. Team, can we afford not to call our customers????? Is this what we would call a Sales Culture? Let’s take a look at the 1.13 screens.

1.13.3 Let’s look at Tom Wordenberg….this install estimate was created on January 22nd. And a potential customer sale of almost $4500. Let’s see if we called the customer…….

1.13.3 Eight days later, we left a message. And since then, we haven’t had any other follow up with this customer, understanding that we should have made contact with the customer within 24 hours to close the sale. The sales manager should have caught this before the 8th day, and had the employee call the customer, and then followed up to make sure it happened. We need to contact the customer at least once every 7 days. In 2006 it’s up to you to focus on closing the sale! Now let’s take a look at the screen,

1.13.4 We want to select Lincoln Enterprise, and see why an estimate has not been created. 

1.13.4 Looks like we have some opportunity to focus on the close. Are we taking care of the customers? Are we calling the customers? And are we leading by example? We said it in the beginning – we have no shortage of programs and processes to help you sell, and more specifically to help you close the sale. We have specialty sales programs, processes, and systems to assist employees in making sales and that brings us to our next component, the “programs”. 

the Programs SOS Installed Sales Commercial Sales
(prō grăm) n. A series of steps to be carried out or goals to be accomplished. SOS Installed Sales Our training programs are designed to enhance not only product knowledge, but also selling skills. This is another new and critical responsibility of the Sales Manager. Their job description reads “TOP PRIORITY – Ensure training and certification levels for Specialists are complete”.  CLICK ONCE TO ANIMATE (SOS, IS, COMM. SALES) How can they sell SOS or a detail fee if they have no understanding of the systems and processes? How can they follow-up with a phone call if they don’t know how to work the system? You’re already familiar with the program specifics, so we’re only going to highlight some new items and changes, but before we do, let’s look at some more survey results.  Commercial Sales the Programs

On a monthly basis, my Sales Manager allows a minimum of 4 hours for me to train on product and/or selling skills. YES NO UNCERTAIN SURVEY QUESTION TO SPECIALISTS We asked this question of your specialists. Remember, they may come to you with great selling skills OR with great product knowledge, but we implement new programs and processes regularly! So, are you allowing your employees the time and opportunity to improve their knowledge and understanding of our programs? Let’s see what our specialists had to say………….  10 Answer Now

Survey Results On a monthly basis, my Sales Manager allows a minimum of 4 hours for me to train on product and/or selling skills. YES NO UNCERTAIN 51.9% Specialist response: Looking forward to 2006, how do we expect to develop a sales culture with half of our sales force not properly trained? Let’s look at our production offices…….  28.7% 19.4%

The production office gets completed details back to me on the day they are returned from the installer_______________ of the time. 0%-25% 26%-50% 51%-75% 76%-100% SURVEY QUESTION TO SPECIALISTS The production office gets completed details back to me on the day they are returned from the installer_______________ of the time. 0%-25% 26%-50% 51%-75% 76%-100%  10 Answer Now

Survey Results The production office gets completed details back to me on the day they are returned from the installer_______________ of the time. 0%-25% 26%-50% 51%-75% 76%-100% 12.5% 10.0% Specialist Survey Response Let’s not let this slide mislead us. We know that all details must be returned to the specialist within 24 hours of return from the installer…so the majority of the time we are not meeting the customer's expectation. …………..And that should be very concerning! Let’s turn our attention to Commercial Sales.  19.0% 58.4%

What percentage of our stores consistently print and call every customer contact from the monthly prospect mailers? 10% 35% 65% 80% What percentage of our stores consistently print and call every customer contact from the monthly prospect mailers?  10 Answer Now

35% 35%? 

2006 Commercial Sales Initiatives
Store Manager/District Manager Execution of The Commercial Business Management System Execution of the daily Checklist Staffed to matrix for Commercial Sales and all support groups Entire store is aware of Commercial Program and the role of each management position As Store Managers and District Managers, the Commercial Sales group expects the following of you: 1.Execution of The Commercial Business Management System 2. Execution of the daily Checklist 3. Your stores are staffed to matrix for Commercial Sales and all support groups including Delivery, Cashiers, Loaders, Lumber and Building Materials and Credit Coordinator, and the 4. Entire store is aware of Commercial Program and the role of each management position NOTE: All Sales Manager initiatives are listed in the Participant Guide 

Store Manager/District Manager
2006 SOS Initiatives Store Manager/District Manager Make sure all sales positions are staffed with sales-oriented associates that know the product Ensure all sales associates are certified in SOS Ensure the Mgmt Team is setting the example to offer SOS and to ask for the entire project Support the SOS program by recognizing outstanding performance The 2006 SOS initiatives for creating a sales culture are: 1. Make sure all sales positions are staffed with sales-oriented associates that know the product 2. Ensure all sales associates are certified in SOS 3. Ensure the Mgmt Team is setting the example to offer SOS and to ask for the entire project 4. Support the SOS program by recognizing outstanding performance in morning and weekly meetings 

2006 Installed Sales Initiatives
Store Manager/District Manager Ensure Specialists & Production Office staffed to matrix Ensure Sales Manager position filled with qualified individual who is capable of achieving specialty sales goals Ensure appropriate corrective action is taken on all exceptions” Ensure you and your store team develop a strong working relationship with your installers And finally, the initiative for Installed Sales for the coming year include: Ensure Specialists & Production Office staffed to matrix Ensure Sales Manager position filled with qualified individual Who is capable of achieving specialty sales goals Ensure appropriate corrective action is taken on all “exceptions” (Noted on Installed Sales Self Store Review which is completed monthly by Sales Manager) Ensure you and your store team develop a strong working relationship with your installers We’ve looked at the “Players”, the “Strategies” and the “Programs” available to drive sales. Let’s take a look at the “gear”. 

the Gear Commercial Business Management System Reports
(gîr) n. Equipment consisting of miscellaneous articles needed for a particular operation. Commercial Business Management System Reports Lowe’s Learning Center We also have many tools available to assist you and your sales team to sell! We’ve already touched on the Sales Specialist Selection tool. There are many more than we’ll touch on here today, but these are some little known and/or new tools for your use. Let’s look at the following: CLICK ONCE TO ANIMATE ALL Commercial Business Management System Reports Lowe’s Learning Center Sales Manager Pocket Card Sales Card Pocket Guide Before we look at our key tools, pick up your keypads and let’s see how we’ve been utilizing our current resources.  Sales Manager Pocket Card Sales Card the Gear Pocket Guides

Which best represents the frequency your Sales Manager discusses customer follow-up and current status on pending items in Lead Management? Daily Weekly Monthly Never SURVEY QUESTION TO SPECIALISTS Which best represents the frequency your Sales Manager discusses customer follow-up and current status on pending items in Lead Management? Daily Weekly Monthly Never  10 Answer Now

Survey Results Which best represents the frequency your Sales Manager discusses customer follow-up and current status on pending items in Lead Management? Daily Weekly Monthly Never 48.9% 42.2% Specialist Response We’ve said it….a sales culture is driven every day! I think you’ll all certainly agree that we can’t create a sales driven culture with only half of our Sales Managers discussing sales.  4.5% 4.4%

My Sales Manager reviews my close rate on all detail fees.
YES NO UNCERTAIN SURVEY QUESTION TO SPECIALISTS My Sales Manager reviews my close rate on all detail fees. YES NO UNCERTAIN  10 Answer Now

My Sales Manager reviews my close rate on all detail fees.
Survey Results My Sales Manager reviews my close rate on all detail fees. YES NO UNCERTAIN 55.1% 14.8% 30.2% Specialist Survey Results. So, do you think this is saying that 30% of our Sales Specialists don’t even know what close rate is? We’ve discussed the importance of close rates and potential loss of sales due to lack of follow-up. We as a company cannot afford for our Sales Managers to allow 11,000 of our specialists to not understand closing the sale. One more question…. 

My Sales Manager discusses my sales performance with me at least weekly, with recommendations for improvement if needed. YES NO SURVEY QUESTION TO SPECIALISTS My Sales Manager discusses my sales performance with me at least weekly, with recommendations for improvement if needed. YES NO What do you think your specialists said? Do you think your Sales Managers discuss sales performance with the specialists on a weekly basis?  10 Answer Now

Survey Results My Sales Manager discusses my sales performance with me at least weekly, with recommendations for improvement if needed. YES NO 71.3% 28.7% Specialist Survey Response These questions may have been a little more difficult to accept, especially given our belief that we are a sales driven company, but reality is what reality is! Knowing that, let’s talk about some of the things that are at our disposal. 

Commercial Business Management System – Phase II
Features Electronic Processing of Customer Follow-up Addition of a Margin Column per Customer Automatic Sorting of Customers’ sales year-over-year Benefits Paperless Easier for Management to Review Analyze margin on the account to ascertain if we are project selling Instant evaluation of year-over-year sales Let’s start by looking at some significant changes to the Commercial Business Management System which rolled out on January 17th . Some added features and benefits to assist your employees in driving Commercial Sales are: AUTO BUILD 1ST Feature: Electronic Processing of customer follow ups Benefit: Paperless follow up system Ease of Management Review CLICK FOR 2ND Feature: Addition of a Margin Column per customer Benefit: Analyze the margin on the account in order to ascertain if we are project selling, not product selling, the customer CLICK FOR 3RD Feature:Automatic sorting of customers’ sales year over year Benefit: Instant evaluation of year over year sales in order to ascertain sales increase/decrease and trend Let’s take a brief look at several Specialist performance monitoring reports that are available from your DM. 

Reports Specialist Performance Report Page 1
Avg for APPLIANCES $84, $10, $3, % $514, $75, $22, % Months in Total SOS Installed Margin Total SOS Installed Margin Position Sales Sales Sales % Sales Sales Sales % LAST 4 WEEKS YEAR-TO-DATE Page 2 Specialist Performance Report Data shown for ‘Last 4 Weeks’ represents payroll periods 6/19/2004 through 07/16/04. YD data include all information since 12/20/03. Grimes, Michael /21/ $ $39,986 $1, % $1,129,772 $232,872 $19, % LAST 4 WEEKS YEAR-TO-DATE Loc Employee Avg Hrs Hire Months in Total SOS Installed Margin Total SOS Installed Margin Last 4 wks Date Position Sales Sales Sales Sales Sales Sales District APPLIANCES Total Sales Who has NEVER seen this report? This is a bi-weekly report used to review the Sales Specialists’ performance for the previous 4 week period. The first page shows the regional average by department. The remainder of the report is sorted by district and department for “Sales last 4 Weeks Total Sales”, “Sales Last 4 Weeks SOS Sales or “Sales YTD Total Sales”. CLICK FOR CLOSE-UP OF PAGE 1 The focus of the report is on Sales Specialists that are below departmental sales averages in Total, SOS, or Installed. The department averages that are below the district average are highlighted. Not only should we focus on specialists below the district or regional averages, we also need to look at those with low margin or negative special order sales. Now, let’s review the Sales Specialist Exception Report. 

Reports Specialist Exception Report
This bi-weekly report is designed to highlight Sales Specialists that have low margin or zero/negative SOS sales for the last 2 weeks of sales (payroll period). The key focus areas of this report are: Why do Sales Specialists have zero or negative SOS sales? Why would Sales Specialists have margin below 20%? These are great tools to monitor your poor performers, but we said it earlier, it’s about celebrating sales – so how do you recognize your top performers? The Top 25 Specialist Report is used to highlight the top 25 sales specialist within the region by department. 

Reports Top 25 Sales Specialists
The report can be run for “Total Sales Last 4 Weeks”, “Total Sales YTD”, or “Total SOS Sales Last 4 Weeks” and is sorted in descending order depending on the type of report chosen. These reports are excellent tools to recognize, evaluate and develop your specialist team, but we need to drill one step further. We can’t forget about close rate. 

Reports Who’s responsible for follow-up? Is the customer? Obviously the customer is NOT responsible for follow-up but plenty of our associates think they are. We have to stop over-promising and under-delivering! Earlier we addressed the need to improve close rates across a number of departments within our stores. This store specific report will guide you and your Sales Manager. This report specifically shares: Number of sold details Number of details converted to estimates And, the number of estimates sold or deleted CLICK TO HIGHLIGHT Let’s focus on Flooring in the MTD section. There were 39 details, 26 of those completed BUT we only quoted 16 of them and sold 8! So let’s look at one more report to drill down a little deeper. 

Reports (1.13.9) This information will allow you to calculate close rates specific to every associate in your store. What better way to target training, coaching and mentoring opportunities!  Another resource available is Lowe’s Learning Center. 

Lowe’s Learning Center
Selling Skills Focusing on the Close Product knowledge courses There are currently 2 courses available in the LLC that focus strictly on selling skills and closing the sale. Of course, there are many other courses available to enhance product and system knowledge. Selling Skills covers the 5 steps of the sale, while Focusing on the Close reinforces this process and introduces the 4 steps of overcoming objections. Focusing on the Close was recently released and completion by sales floor employees was required by February 28th. Also, we literally have hundreds of courses available to teach your employees/Specialists about the specifics of our products. In addition, we have the Sales Manager Pocket Card to help clarify Top Measures of Success and Follow-up activities. 

Sales Manager Pocket Card
Sales Manager Top 5 Measures of Success Observe Sales Manager’s interaction with Specialist Discuss/Review Progress vs. Budget with Sales Manager Discuss/Review Vital Stats with Sales Manager Discuss/Review Specialists performance to budget with Sales Manager and conduct follow up as needed Review Lead Management/Order Management systems with Sales Manager Sales Manager Top 10 Follow-Up Activities Review and sign off on Sales Managers Daily, Weekly, and Monthly checklist Attend Weekly Specialist meeting and be sure the following occur: Review Customer Complaint Log Book Verify Commercial Sales Daily Checklists is complete Verify that Sales Manager and Administrative Manager partner to monitor SOS margin Verify that Weekly Specialist Meetings are not held on Monday’s or Friday’s Ensure Specialists are monitored by the Sales Manager through LMS and OMS Ensure Sales Manager promotes and monitors training for all Specialists and CSA’s in their responsible departments Store Manager and Sales Manager has made arrangements for the “How To’ clinics for the week Observe that the Sales Manager leads by example when it comes to Customer Service CLICK TO CALLOUT ‘TOP 5 MEASURES’ CLICK TO CALLOUT ‘TOP 10 FOLLOW UP’ Let’s look at a couple of more. 

Pocket Guides/Sales Card
You are all familiar with the Pocket Sales Card. We continue to stress that you must talk sales on a daily basis, and this is the management team’s sales tracking device. In addition, with the transition of paper-based training to eLearning, it is more important than ever to provide store employees a method of locating commonly used information quickly. In order to meet this need, employee Pocket Guides are being created for each department. In addition to the department guides, a guide dedicated to Specialty Sales will be created to educate employees on this growing business. Employees will be provided a quick reference tool related to each of the three Specialty Sales categories. Each guide will be assigned a POD to be ordered by stores as needed and added to the New Store shipment list. 

creating a SALES CULTURE
the Gear the Players the Strategies 4 simple components– as long as you are focused on execution. It is simple – and it begins with developing the sales culture within every store, district and region within our great company. It includes: Helping your sales manager be more effective by supporting them, and Using all the tools at your disposal to drive and validate sales within your store. Let’s look at a quick video of what it should look like………when it all comes together…………. CLICK FOR VIDEO the Programs creating a SALES CULTURE

“What happens when it all comes together…..” video
Combination of still photos and existing footage – maybe new footage. We definitely want clips of last year’s SMOTY/Unsung Heroes walking across the stage, collecting their rewards. We will include stills w/ testimonials from the Sales Managers/Specialists within the stores of the SMOTYs and Unsungs - speaking to what that SM does to support them in driving sales, the “why” they like to work for them with a focus on the SM supporting their role as a sales professional.

Focused on Execution Instill the Sales Culture in your employees
Sales Manager Role Drive Sales Big 3 Recruit, hire, train, develop Specialists Monitor Sales Performance Store Manager Role Support the Sales Manager’s Role Validate Tools Let’s wrap it up! Our expectations of you are simple – live this message! Take it back to your store to your employees and share it! 4 simple components : Ensure that your players know what is expected of them, provide them with the resources to do their job, and empower them to sell Celebrate sales! And teach “closing the sale”………….it is the most important strategy you can share. Ensure that your employees know the programs and processes, and Are able to use the tools they have at their disposal. 

THANK YOU! Thank you. Please complete your evaluations and leave them with us prior to going to your next session. REMIND ATTENDEES to leave the keypads on the table. 

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Create and Maintain a Sales Culture

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