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Moving the Middle Making Your Middle Sales Performers Better

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The dial‐in instructions are:

Dial‐in: +1 (702) 489‐0008

Access Code: 871‐508‐076

Introductions 

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Kyle UebelhorDirectorAlexander Group

Christopher FaustChief Marketing OfficerQvidian

Evolution of the Sales Person 

Buyers:• New crop of savvy buyers• Armed with industry data & 

market intelligence Marketing:

• Adapted by personalizing 

buying experience • Tailoring content to specific 

business needsSales:

• Has not been as nimble• Has not changed with buyers

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Agenda

• Sales Organization Performers

• Sizing the Problem• Understanding the Middle

• Closing the Execution Gap• Mastering the Four Drivers of Success

• Injecting Sales Agility• Conclusions

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Performance of a Sales Organization 

• Most organizations have 

similar proportion of 

performers

• Varies slightly by industry • Middle sales performers offer 

greatest potential for 

increasing sales 

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Sizing the Problem

• Middle performers 

represent a three‐times 

larger group

• Some were top 

performers previously, 

and can be again

• Much greater potential 

of return 

Middle PerformersBottom PerformersTop Performers

Greater Potential of Return

Business Impact 

Example based on 60 sales reps with $2 million quotas

5% = $ MillionsGain

The Good, Bad, & Ugly with Top Performers 

Understanding the Middle

Making Middle Sales Performers Better

Replicating top performers 

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Middle Performers Top Performers

Growth Potential of the Middle 

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Non Performing

Sales Performance

Below Average

Average Above Average

Superstars

Moving the middle.The goal:  replicating top performers.

Percent of Sales

ForceCurrent Performance

Closing The Execution Gap

Non Performing

Sales Performance

Below Average

Average Above Average

Superstars

Moving the middle.The goal:  replicating top performers.

Percent of Sales

Force

The “Lift” expected from CRM or training

Closing The Execution Gap

Non Performing

Sales Performance

Below Average

Average Above Average

Superstars

Moving the middle.The goal:  replicating top performers.

Percent of Sales

Force??

Closing The Execution Gap

Non Performing

Sales Performance

Below Average

Average Above Average

Superstars

Moving the middle.The goal:  replicating top performers.

Percent of Sales

Force

The “Shift” from closing 

the execution gap

Closing The Execution Gap

Non Performing

Sales Performance

Below Average

Average Above Average

Superstars

Moving the middle.The goal:  replicating top performers.

Percent of Sales

Force

The “Lift” expected from CRM or training

Current Performance

??

The “Shift” from 

closing the execution 

gap

Closing The Execution Gap

Sales Reps Ability to Execute Will Determine Sales Organization Success

Sales Reps Ability to Execute Will Determine Sales Organization Success

Duck & 

CoverSmile & 

IgnoreAdopt & 

Adapt

Sales Leaders’

Conundrum…

Sales Leader’s greatest challenge after the vision has been created?

A.

Not enough sellers know what they are doing

B.

A talent gap yields uneven execution

C.

Top performers’

behavior is not being replicated

D.

Distribution of best‐in‐class materials is spotty

E.

The board demands an immediate lift to raise share this quarter

Multiple Levers Support Sales Rep Execution

MOTIVATE

TEACH

LEARN

ASSIST

MEASURE

Incentive Comp

Coaching Model

Training Programs

Tools & Resources

Goals & Metrics

Sales Effectiveness Lever

Mastering the Four Drivers of Success

Align a Common Vision

Leverage High Performers’ Expertise

Connect Individual Tactics with the Larger Sales Vision

Knowledge Enabled Selling

Learn via Coaching & Feedback

Increasing “engaged selling time”

• Increasing productivity

24%Average Selling Time

Increasing “engaged selling time”

• Increasing productivity

24%Average Selling Time

35%Best Practice

Selling Time

46%

Increasing “engaged selling time”

• Increasing productivity

24%Average Selling Time

46%  =

15%

more selling time more

productivity

35%Best Practice

Selling Time

46%

Injecting Sales Agility

“…agile learning is an 

approach that complements 

sales enablement by helping 

salespeople prioritize 

customer or prospect 

information in a pre‐

determined sequence”

Injecting sales 

agility into your 

middle 

performers will 

involve some 

behavioral 

change 

Integrated Activities

• Intelligent guided 

selling system

• Drives behavioral 

change

• Real‐time dynamic 

guidance 

• Just‐in‐time 

information

• Contextual details 

in situational selling 

Contextual GuidanceDeal‐specific contextual guidance to 

drive sales behavior

CoachingEmbed coaching in situational 

selling scenarios to reinforce 

training 

Personalized DocumentsPersonalized selling documents 

tailored to each specific selling 

situation

Aligned ResourcesAlign content and resources 

to buyer stages

Contextual Contextual 

GuidanceGuidance

context

Within the 

Selling Process

Conclusions

• Middle performers can accelerate your 

sales growth

• Leverage existing investments

• Better align and bridge each of those 

investments

• Greater visibility  for sales leaders

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A modicum improvement in middle performers represent nearly twice the return than same improvement in top

performers

5%

New White Paper: “Moving the Middle”

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About Qvidian

• 15 Year Proven History• Loyal Customer Base 

• 1,200+ Customers

• 100% Cloud‐based• End‐to‐End Solution• Constantly Innovating 

• 15 Year Proven History• Loyal Customer Base 

• 1,200+ Customers

• 100% Cloud‐based• End‐to‐End Solution• Constantly Innovating 

Customers increase

win rates by 28%

and improve 

productivity by 40%.

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Contact

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Kyle UebelhorDirectorAlexander Groupkuebelhor@alexandergroup.com

Christopher FaustChief Marketing OfficerQvidiancfaust@qvidian.com

+1 513‐631‐1155+44 (0) 870‐734‐7778

linkedin.com/company/Qvidian

twitter.com/Qvidian

facebook.com/Qvidianyoutube.com/Qvidian

+1 312‐469‐5343