why sales training typically fails

Why Sales Training Typically Fails…

S A L E S I N N O V A T I O N E X P O

AgendaBackground/context

Why sales training typically fails…

Critical success factors of an effective sales methodology

Measurement and adoption metrics

Closing thoughts

Questions

© 2015 ValueSelling Associates, Inc. All rights reserved.

Prospects are better educated

Sales person involved later in the sales cycle

More people in prospect organisations involved in the buying process

Our situation….

Crowded, noisy marketplace

Challenging and limited access to buyers


over $130 Billion worldwide

*Bersin by Deloitte - Corporate Learning Factbook 2014. http://www.bersin.com/corporate-learning-factbook-2014

4

Companies spent

On Corporate Training initiatives last year alone

of that… $70 Billion was USA spend

http://www.bersin.com/corporate-learning-factbook-2014

http://www.bersin.com/corporate-learning-factbook-2014

Sales training initiatives have no lasting impact beyond 120 days*

9 out of 10

*Dave Stein, Sales Training: The 120-Day Curse (ES Research Group).

What is the worst sales training experience you can imagine?

Why sales training typically fails…

Failure to align with strategic objectives

One size does not fit all

Theory that can’t be applied in the ‘real world’

Lack of management buy-in and accountability

Poor Integration with existing processes (such as CRM systems)

Leadership team fail to “walk the walk”

No measurement of indicators of success


Organizational focus on the value of

solutions

Comprehensive implementation plan

Critical success factorsof an effective sales methodology

Management coaching and reinforcement

Keep it simple and straightforward (KISS)


An effective approach to sales performance improvement

OngoingReinforcement

1

23

CustomizedProgram

Development

BlendedLearning


The ValueSelling approachFocus on successful integration of our methodology into existing tools and processes

─ Not just an event

─ Customized content and tailored to the client

Change management approach

3 phases:

─ Prepare and align

─ Execute

─ Transfer ownership and measure


ValueSelling Framework of Success

Develop a tailored sales training program aligned with sales leadership

Build tailored materials

Identify not only the content but delivery models

Integrate and leverage existing programs, tools and processes

Align sales leaders and line to the program

Prepare and Align



Execute!ExecuteOperationalise the ValueSelling Framework sales training program

eLearning pre-work a key component of rollout

Sales Leadership Coaching programme an integral part of process

Materials highly customised to reflect real world situations.



Transfer Ownershipand Measure

Change management and transfer of ownership to the Organisation

Integration of ValueSelling into existing sales management process and sales tools

Implementation of the eValuePrompter in CRM system

Measurement of objectives – leading and lagging indicators


Importance of coachingSales people who receive as little as 3 hours of coaching per month, perform 15% to 17% better, than their peers.

Organisations that combine training and coaching improve their productivity up to 88% (versus training alone).

Sales organisations that significantly improve their coaching programs realise a 19% increase in revenue

Sales Executive Council


10%

UrgentThe enablement of sales talent

20%

70%

The top 20%bring in 62%

of the revenue!

80% of the salesforce only brings

in 38% of therevenue

Number Of SalesPeople

PerformanceHighCoreLow

Source CSO Insights


How can you effectively measure return on investment?


Adoption Indicators: Leading, Lagging

Increased margins

Less discounting

Increase in revenue

Shorter sales cycles

Increase in strategic account penetration

Fewer calls required to close business

Increased transaction size

Improvement in % of deals closed

Increase in number of deals won

Mutual value articulation

Increase in follow-up “Plan” letters

Increase in “proposal presentations” prior to submitting final offer

Use of ValueSelling “language” during discussions of sales opportunities

Drop in technical resources involved until opportunity qualified

No evals/proposals released until ALL QP formula components are uncovered

Certain Sales Reps turning around poor performance

Leading Indicators Lagging Indicators

17


Thank you!David Nisbet | Managing Partner, UK

[email protected]

+ 44 7816 161 409

Come and see us at stand:

1540

mailto:[email protected]

why sales training typically fails

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