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Moving the Middle Making Your Middle Sales Performers Better
1
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 [email protected]
Christopher FaustChief Marketing [email protected]
+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
