RES REPAINT BUSINESS PLAN

sherwin williams sales rep 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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Page 1: RES REPAINT BUSINESS PLAN

Anthony William Filippi JR.

Sherwin-Williams Business Plan

Residential Repaint Sales Representative

Territory: Downtown Savannah

Page 2: RES REPAINT BUSINESS PLAN

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

Page 3: RES REPAINT BUSINESS PLAN

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.

Page 4: RES REPAINT BUSINESS PLAN

- 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

Page 5: RES REPAINT BUSINESS PLAN

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?

Page 6: RES REPAINT BUSINESS PLAN

- 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.

Page 7: RES REPAINT BUSINESS PLAN

- 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.

Page 8: RES REPAINT BUSINESS PLAN

-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.

Page 9: RES REPAINT BUSINESS PLAN

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

Page 10: RES REPAINT BUSINESS PLAN

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)

Page 11: RES REPAINT 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.

Page 12: RES REPAINT BUSINESS PLAN

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.

Page 13: RES REPAINT BUSINESS PLAN

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!

Page 14: RES REPAINT BUSINESS PLAN

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.

Page 15: RES REPAINT BUSINESS PLAN

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.

Page 16: RES REPAINT BUSINESS PLAN

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

Page 17: RES REPAINT BUSINESS PLAN

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”

Page 18: RES REPAINT BUSINESS PLAN

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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How To Write a Business Plan for Sherwin-Williams Franchisee in 9 Steps: Checklist

By henry sheykin, resources on sherwin-williams franchise.

  • Financial Model
  • Business Plan
  • Value Proposition
  • One-Page Business Plan

Welcome to our blog, where we will guide you through the process of writing a business plan for a Sherwin-Williams franchise focused on eco-friendly and sustainable paint products. With the increasing demand for environmentally conscious alternatives, this industry is experiencing rapid growth. According to recent statistics, the global eco-friendly paint market is projected to reach $11.85 billion by 2027, with a CAGR of 7.8% . With that in mind, let's dive into the nine essential steps you need to take to establish a successful Sherwin-Williams franchise.

Research The Market And Target Customer Demographics

Before diving into the business planning process, it is crucial to have a clear understanding of the market you will be operating in and identify your target customer demographics. This research will lay the foundation for your entire business plan and help you make informed decisions about your franchise outlet.

Start by gathering information about the paint industry and market trends. Look for data on the demand for eco-friendly and sustainable paint products, as well as the preferences and habits of customers in this niche. This will give you insights into the potential market size and growth opportunities.

Identify your target customer demographics by considering factors such as age, income level, lifestyle, and location. Understanding who your target customers are will help you tailor your offerings and promotional activities to effectively reach and engage them.

Don't limit your research to just the paint industry. Explore other industries or businesses that have successfully catered to environmentally conscious consumers, as their insights and strategies can provide valuable guidance for your own business.

  • Utilize online resources, industry reports, and market research companies to gather accurate and up-to-date information.
  • Take the time to conduct surveys or interviews with potential customers to gain deeper insights into their needs and preferences.
  • Consider collaborating with local environmental organizations or sustainability groups to understand the values and priorities of eco-conscious consumers in your area.

Identify Potential Locations For The Franchise

When considering opening a Sherwin-Williams franchise, it is crucial to identify potential locations that align with your business goals and target customer base. Here are some steps to help you in this process:

  • Conduct Market Research: Start by researching the local market and identifying areas with a high demand for eco-friendly and sustainable paint products. Look for neighborhoods or commercial districts that prioritize environmentally friendly practices.
  • Evaluate Demographics: Understand the demographics of the potential locations, such as income levels, age groups, and lifestyle preferences. This information will help you gauge the market potential and determine if your target customers are present in those areas.
  • Consider Accessibility: Assess the accessibility of the potential locations for your customers. Look for areas with good transportation links, parking facilities, and foot traffic. A convenient location will attract more customers and increase the chances of success.
  • Research Local Competition: Identify the existing competitors in the area and evaluate their offerings, pricing strategies, and customer base. This will help you determine your unique selling proposition and how you can differentiate your franchise from others.
  • Seek Professional Assistance: Consider hiring a real estate agent or a location specialist who can help you identify potential sites and negotiate the terms of the lease. Their expertise can be invaluable in finding the right location for your Sherwin-Williams franchise.

Tips for Identifying Potential Locations:

  • Visit the potential locations personally to gauge the overall ambiance and whether it aligns with your brand image.
  • Consider proximity to complementary businesses such as interior designers, contractors, or home improvement stores, as they can serve as potential collaborators or referral sources.
  • Research zoning regulations and any specific requirements for opening a franchise in the chosen location to avoid any legal or permit-related issues.
  • Take into account the rental or purchase costs, including utilities, taxes, and maintenance, to ensure they fit within your budget and projected financials.

By investing time and effort in identifying potential locations, you are taking a crucial step towards setting up a successful Sherwin-Williams franchise outlet. The right location can significantly impact your business's visibility, customer reach, and overall profitability.

Analyze The Competition And Determine How To Differentiate The Business.

One critical aspect of starting a Sherwin-Williams franchise outlet is to thoroughly analyze the competition in your chosen market. Understanding your competitors' strengths and weaknesses will allow you to identify opportunities to differentiate your business and stand out from the crowd.

Begin by researching other paint retailers and franchises in your area. Look at factors such as their product offerings, pricing strategies, customer service, and unique selling propositions. This will help you gain insights into what customers in your market are currently looking for and what gaps or opportunities exist.

Identify your unique selling proposition (USP) – Once you have analyzed the competition, it's important to determine how you can differentiate your business. Consider what makes your Sherwin-Williams franchise outlet special and why customers should choose you over other options. This could be through offering a broader range of eco-friendly and sustainable paint products, providing personalized color consultations, or offering convenient and efficient online ordering options.

Create a competitive advantage – To successfully differentiate your business, it's crucial to create a competitive advantage that sets you apart from the competition. This could be achieved by providing exceptional customer service, cultivating strong relationships with local contractors and builders, or by being a trusted expert in sustainable paint solutions. By focusing on your unique strengths and advantages, you can attract customers who value those qualities and establish a loyal customer base.

Deliver value to customers – In today's competitive market, offering value to customers is paramount to success. Determine how you can provide customers with genuine value beyond just products and services. This could include offering educational resources on eco-friendly painting, hosting community events, or providing ongoing support after a purchase. By delivering value, you can build trust, loyalty, and positive word-of-mouth for your Sherwin-Williams franchise outlet.

  • Research the competition thoroughly to gain insights into what they are doing well and areas where you can improve.
  • Identify your unique selling proposition and focus on what sets your business apart.
  • Create a competitive advantage by emphasizing exceptional customer service and strong relationships with contractors.
  • Deliver value to customers by going beyond products and services, offering educational resources, hosting events, or providing ongoing support.

Assess The Financial Requirements And Secure Necessary Funding.

When starting a Sherwin-Williams franchise, it's crucial to have a clear understanding of the financial requirements involved and to secure the necessary funding to support your business venture. This step is vital in ensuring the success and sustainability of your franchise outlet.

The first task is to assess the financial requirements of opening a Sherwin-Williams franchise. This involves thoroughly analyzing the initial investment costs, ongoing expenses, and projected revenue. Take into account factors such as franchise fees, lease or purchase costs for the location, inventory expenses, marketing and advertising costs, and employee salaries or wages.

Once you have a comprehensive understanding of the financial requirements, it's time to secure necessary funding. There are several options available, including:

  • Personal Savings: One possibility is to use your personal savings to fund your franchise. This option allows you to retain full control and ownership of the business.
  • Small Business Loans: Many financial institutions offer small business loans specifically designed for franchisees. These loans can provide the necessary capital to cover start-up costs and other expenses.
  • Investors: Another option is to seek out potential investors who are interested in supporting your eco-friendly and sustainable paint concept. Present a well-prepared business plan and demonstrate the potential for profitability.
  • Franchisor Financing: Sherwin-Williams may offer financing or assistance to qualified franchisees. Research if they provide any financing options that could help reduce the initial financial burden.
  • Prepare a detailed and realistic financial projection to demonstrate the profitability and viability of your business to potential lenders or investors.
  • Consider seeking advice from financial professionals or business consultants who specialize in franchise financing. Their expertise can guide you through the process and help you secure the necessary funding.
  • Explore potential grants or incentives available for eco-friendly businesses or small businesses in your area. This additional funding can help alleviate some of the financial burden.

Remember, securing the necessary funding is a crucial step in setting up your Sherwin-Williams franchise. Take the time to thoroughly assess your financial requirements and explore all available options to ensure the financial stability and success of your business venture.

Understand The Legal And Regulatory Aspects Of Opening A Sherwin-Williams Franchise.

When embarking on the journey of opening a Sherwin-Williams franchise, it is crucial to have a comprehensive understanding of the legal and regulatory requirements involved. This step ensures that you operate within the boundaries of the law and adhere to industry standards. Here are some key considerations to keep in mind:

  • Franchise Agreement: Familiarize yourself with the terms and conditions outlined in the Sherwin-Williams franchise agreement. This legal document covers various aspects of your relationship with the franchisor, including the use of trademarks, territory restrictions, and royalty fees. Take the time to carefully review and understand all the clauses before signing.
  • Licensing and Permits: Contact the relevant local, state, and federal authorities to determine the specific licenses and permits required to operate a paint franchise business in your area. These may include general business licenses, sales tax permits, and environmental permits if you are focusing on eco-friendly products. Complying with these regulations is essential to avoid legal complications down the line.
  • Insurance: Protect yourself and your business by obtaining the necessary insurance coverage. This may include general liability insurance, property insurance, and workers' compensation insurance if you plan to hire employees. Consult with an insurance professional to determine the appropriate coverage for your franchise.
  • Consult with a franchise attorney: Seeking legal guidance from an experienced franchise attorney can provide invaluable insights and assistance throughout the process. They can review legal documents, clarify any uncertainties, and ensure that you are in compliance with all regulations.
  • Stay updated on regulations: Regulations and legal requirements may change over time, so it is essential to stay informed about any updates or modifications that may impact your franchise. Regularly review industry publications, attend seminars, and join relevant trade associations to stay ahead of any legal changes.
  • Maintain accurate records: Keep thorough documentation of all legal and regulatory compliance efforts. This includes licenses, permits, insurance policies, and any other relevant documents. Regularly review and update these records to ensure ongoing compliance.

By understanding the legal and regulatory aspects of opening a Sherwin-Williams franchise, you can set a solid foundation for your business and avoid potential legal issues. Taking the time to thoroughly research and comply with all legal requirements demonstrates your commitment to operating a legitimate and successful franchise.

Obtain Information On Training And Support Provided By The Franchisor.

When considering becoming a Sherwin-Williams franchisee, one of the crucial factors to consider is the training and support provided by the franchisor. Sherwin-Williams understands that the success of their franchisees relies on comprehensive training and ongoing support, so they have developed a robust program to ensure your business has the tools it needs to thrive.

The first step in obtaining information on the training and support provided by Sherwin-Williams is to reach out to their franchise development team. They will guide you through the process and provide you with the necessary resources to get started. It is important to have open and honest communication with the franchise development team to address any questions or concerns you may have.

Sherwin-Williams offers a comprehensive training program that covers various aspects of running a franchise outlet. The training program includes both classroom sessions and hands-on experience at existing Sherwin-Williams locations. This training will give you a solid foundation in all areas of the business, including product knowledge, customer service, and store operations.

Aside from initial training, Sherwin-Williams continues to provide ongoing support to their franchisees. They offer regular coaching and mentorship to help you navigate the challenges and make the most of the opportunities that come your way. This support network is invaluable in helping you grow your business and ensure its long-term success.

In addition to the training and support provided directly by Sherwin-Williams, you will also have access to a network of franchisees who can share their experiences and insights. This peer-to-peer support is invaluable, as you can learn from others who have already been through similar challenges and successes.

Overall, obtaining information on the training and support provided by the Sherwin-Williams franchisor is a crucial step in your journey towards becoming a successful franchisee. The robust training program, ongoing support, and access to a network of experienced franchisees will provide you with the necessary tools and knowledge to thrive in the business.

Tips for Obtaining Information on Training and Support:

  • Reach out to Sherwin-Williams' franchise development team for detailed information on the training program.
  • Ask specific questions related to training duration, content, and hands-on experience.
  • Inquire about the ongoing support provided by Sherwin-Williams, such as coaching and mentorship programs.
  • Connect with current Sherwin-Williams franchisees to gain insights into their experiences and the level of support they receive.
  • Consider attending franchisee conferences or events organized by Sherwin-Williams to learn more about the training and support offered.

Create A Detailed Business Model And Determine The Initial Investment Required

When launching a Sherwin-Williams franchise focused on eco-friendly and sustainable paint products, it is crucial to create a detailed business model that outlines your goals, strategies, and financial projections. This model will serve as a guide for your franchise's operations and will help you determine the initial investment required.

Start by identifying the key components of your business model, such as your target market, sales forecast, pricing strategy, and distribution channels. Consider how you will differentiate your franchise from competitors by highlighting your focus on eco-friendly and sustainable paint products, personalized color consultations, and convenient online ordering options for customers.

To determine the initial investment required , conduct thorough research and create a comprehensive list of the expenses you will need to cover. This list should include costs such as franchise fees, lease or purchase of a physical location, initial inventory, equipment, marketing and promotional expenses, legal and licensing fees, and employee wages. Be sure to factor in all necessary expenses to get your franchise up and running smoothly.

It is also wise to consider potential sources of funding for your business. This can include personal savings, loans from financial institutions, partnerships, or even crowdfunding. Calculate the total investment required and evaluate the financial feasibility of your franchise venture.

Tips for creating a detailed business model and determining the initial investment required:

  • Conduct thorough market research to understand customer needs and preferences.
  • Create a comprehensive financial plan that includes both startup costs and ongoing expenses.
  • Consider potential risks and develop contingency plans.
  • Explore different funding options and determine the most suitable approach for your situation.
  • Regularly review and update your business model to adapt to changing market conditions.

By creating a detailed business model and accurately determining the initial investment required , you will position yourself for success and have a solid foundation for your Sherwin-Williams franchise venture. This step is essential for ensuring long-term profitability and viability in the competitive market.

Develop A Marketing And Sales Strategy For Attracting Customers

Once you have thoroughly researched the market, identified your target customer demographics, and analyzed the competition, it is time to develop a robust marketing and sales strategy that will attract customers to your Sherwin-Williams franchise outlet. A well-executed strategy will help you effectively communicate your unique selling points and offerings, resulting in increased customer awareness and engagement.

To develop an effective marketing and sales strategy, consider the following key steps:

  • Clearly define your target audience: Identify the specific group of customers who are most likely to be interested in your eco-friendly and sustainable paint products, personalized color consultations, and online ordering options. Understand their needs, preferences, and pain points to tailor your messaging and offerings accordingly.
  • Develop a comprehensive marketing plan: Outline the specific marketing activities you will undertake to reach and engage your target audience. This may include a mix of online and offline tactics such as social media advertising, search engine optimization, content marketing, email marketing, local community events, and partnerships with interior designers or contractors.
  • Create a compelling brand identity: Craft a strong brand image and messaging that resonates with your target audience. Highlight the eco-friendly and sustainable aspects of your paint products and the personalized experience you offer through color consultations. Let your brand personality shine through your logo, website design, and marketing materials.
  • Utilize digital marketing channels: Leverage the power of digital platforms to raise awareness about your business. Invest in a user-friendly website that showcases your products and services, incorporates search engine optimization techniques, and offers a seamless online ordering experience. Additionally, establish a strong presence on social media platforms where you can engage with customers, share educational content, and promote special offers.

Tips for a successful marketing and sales strategy:

  • Offer educational resources: Provide valuable information to customers through blog posts, videos, or guides that highlight the benefits of eco-friendly and sustainable paint products.
  • Provide exceptional customer service: Focus on delivering top-notch service at every touchpoint to enhance customer satisfaction and encourage repeat business.
  • Incentivize referrals: Implement a referral program to encourage satisfied customers to recommend your franchise outlet to their friends, family, or colleagues.
  • Track and analyze data: Regularly monitor the performance of your marketing and sales initiatives to identify what is working well and make necessary adjustments for better results.
  • Stay updated on industry trends: Keep abreast of the latest developments in the paint and interior design industries to offer innovative solutions and stay ahead of the competition.

By developing a well-thought-out marketing and sales strategy, you can effectively attract customers to your Sherwin-Williams franchise outlet, build brand loyalty, and drive business growth.

Establish Partnerships With Suppliers And Contractors.

In order to successfully operate a Sherwin-Williams franchise focused on eco-friendly and sustainable paint products, it is crucial to establish strong partnerships with suppliers and contractors . These partnerships will not only ensure a steady supply of high-quality products but also enable you to offer a comprehensive range of services to your customers.

When selecting suppliers, conduct thorough research to identify those that share your commitment to eco-friendly and sustainable practices. Look for suppliers who offer a wide selection of environmentally friendly paint products and other related materials. This will allow you to cater to the growing demand for sustainable options in the market.

Another important consideration is to establish relationships with contractors who are experienced in working with eco-friendly paints and can provide top-notch services to your customers. Seek out contractors who have a track record of using sustainable materials and practices in their work.

A well-established partnership with suppliers and contractors can provide several benefits for your business. Firstly, it ensures a consistent supply of high-quality products and services, which is essential for customer satisfaction. Additionally, it can lead to favorable pricing and terms as you build long-term relationships and demonstrate your commitment to their products and services.

  • Look for suppliers who offer a wide range of eco-friendly and sustainable paint products.
  • Seek contractors with experience in working with eco-friendly paints and sustainable practices.
  • Establish long-term partnerships for a consistent supply and favorable pricing.
  • Regularly evaluate suppliers and contractors to ensure they continue to meet your eco-friendly standards.
  • Communicate your commitment to sustainability to potential partners to attract like-minded suppliers and contractors.
  • Attend trade shows and industry events to connect with potential suppliers and contractors who specialize in eco-friendly products and practices.
  • Network with other Sherwin-Williams franchisees to get recommendations for reliable suppliers and contractors.
  • Consider forming strategic partnerships with other local businesses, such as interior designers or home improvement stores, to leverage their existing supplier relationships.

Conclusion:

In conclusion, establishing a Sherwin-Williams franchise focusing on eco-friendly and sustainable paint products, personalized color consultations, and online ordering options presents a promising business venture. By following the nine steps outlined in this checklist, potential franchisees can ensure a well-researched, strategically planned, and financially viable business plan. With the comprehensive understanding of the market, competition, financial requirements, and legal aspects, combined with effective marketing and sales strategies, partnerships with suppliers and contractors, and the support provided by the franchisor, success can be achieved in the Sherwin-Williams franchise industry.

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sherwin williams sales rep business plan

4 strategies to supercharge your business

In its first four years, Vivax Pro Painting grew annual sales from $100,000 to $1.5 million. The Denver-based firm has also won a number of recognitions including being named No. 292 on Inc. magazine's 500 Fastest Growing Companies list in 2010 – the first residential painting company to make the list.

Owner Jeremiah Owen credits four key strategies with fueling the company's successful growth:

1. Focus on a specialty

In an effort to grow sales, some contractors try to be all things to all customers. For Vivax Pro Painting, the opposite approach led to rapid growth.

"One of our first major turning points was when we made the decision to specialize in exterior residential repaints," Owen says. "Within our own team, Logan Hall and Drew Chambers took over project management, freeing up myself and sister Jess Klein to concentrate on marketing and sales."

Today Vivax employs up to 250 people in peak summer season. With the use of finely tuned business systems, crews paint up to 120 homes a week, while still focusing on the company's original "one house at a time" philosophy.

2. Determine a geographic focus

Like most start-up contracting companies, at first Vivax took any jobs it could find.

"Then we got some great advice from some of our business mentors, who told us that as you expand your geographic area, business becomes exponentially more difficult," Owens says. "So we made the strategic decision to only take jobs in Highlands Ranch."

Highlands Ranch is a planned community 12 miles south of Denver with a population of 93,000, and Vivax focused its sales there for about three years before branching out into other areas. It was difficult at first to turn down jobs, Owens says, but it was also better for customers.

"We could hone in on what we did well and serve them better if we weren't spending half the day driving," he says. "By the time we were ready to branch out again, homeowners where eager to hire us based on the reputation we worked hard to build in Highlands Ranch."

Today, Vivax has expanded its radius to include much of Colorado's Front Range, from Castle Rock to Fort Collins.

"But we still schedule crews based on a 15-minute driving radius," Owens says. "That improves efficiency and helps us keep our prices competitive. We'll continue to expand into new markets as it makes sense. We'll grow as fast as our customers let us grow."

3. Focus on team building

For Owen, a successful painting company is all about team building.

"We are a customer service business first, and then a painting company," he says. "We look at Team Vivax as a family, and mutual respect for both our customers and our employees is the foundation of our business."

This team-first approach, he says, has been a key factor to the company's fast growth into one of the Southwest's largest residential painting companies. Making good hires is crucial - and not just when it comes to painters in the field. Owen says one of the major turning points for his business was hiring Susan Bunney as office manager.

"In just one year, we quadrupled our sales, from $466,000 to $1.5 million," he says. "That hire helped us improve our customer service and scheduling process, and it was then that we started building the systems and databases that we are fine-tuning to this day. We get several hundred leads a week, and do up to 220 estimates a week at peak season. That creates a lot of details to track, and we would not be profitable without these systems."

4. Focus on quality

Last but not least, successful companies focus on quality service that keeps customers coming back.

"We don't want to just paint one of our customer's houses," Owens says. "We want to paint for their mom, their brother, and their kids when they have their own homes."

To ensure this kind of repeat business and positive word-of-mouth advertising, Vivax recently made the switch to Sherwin-Williams Duration ® and Resilience ® as its preferred exterior paints.

"We feel strongly about offering warranties – it's not just a marketing tactic, we stand behind our work," Owen says. "Using these products has enabled us to increase the length of our warranties. Sherwin-Williams has always had a strong focus on R&D and introducing cutting-edge products. It gives our customers more peace of mind – they know we're using the best paint products available."

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