Joining us for today’s show is Jason Close, a key member of the team working behind the scenes of the successful Global Payments growth story. Global Payments literally doubled their revenue growth in a short period of time. Jason is here to share the story of how the sale excellence team supported sales leadership to make that happen. He has a unique approach to enabling the sales team to outpace the competition. Jason shares his story by answering questions from the How to Make Your Number in 2018 Workbook to share emerging best practices. Access the latest to review the Sales Enablement phase starting on page 407 of the Sales Strategy section.
Our guest today is Jason Close, the Senior Vice President of Global Sales Excellence for Global Payments. The leader in merchant credit card processing, Global Payments is a technology-driven company serving business owners. Jason will demonstrate how to drive revenue per sales head up and time to productivity for new sales hires down.
Why this topic? Getting an increase in sales head count is difficult. The expense cops expect all the current sales reps to be at quota before they agree to add any new heads. And when new sales people are hired there is little patience from the executive team members, who want each to generate revenue as quickly as possible. The sales enablement function exists to onboard new sales hires and to drive revenue per sales head up. Neglect sales enablement and forgo adding head count in the future.
Jason is uniquely qualified to speak on this topic as the sales enablement leader for a highly successful growth company. Listen as Jason demonstrates how to drive revenue per sales head up and time to productivity for new sales hires down.
In the first segment of the show, Jason describes the business outcomes he strives to accomplish with sales enablement. He then ladders this down to the strategic focus areas of the sales enablement team to accomplish the business outcomes. And to give you context, Jason describes his sales enablement team and the relationship with the overall sales force. Jason shares below:
As my team starts, we step into each of these regions, it’s an assessment period of three to four months. We’re looking at a myriad of different areas like their current sales processes, methodologies. Do they have a methodology? Quota setting, channel optimization, buyer segmentation, market segmentation, six or seven others.
We’re approaching this from as much of a holistic standpoint as we can. And we’re looking for, where are we thriving? Where are we strong? Where do we have gaps? Where are we starting from scratch? And with that assessment period, we’re going to be looking for those initiatives that are going to help us, again, really start piling on with the organic revenue growth.
At the end of the assessment, we end up with 10 or 15 different initiatives. And we’re going to whittle that down and hopefully create a two, three, four, five-year trajectory. So, are of the two or three things that we need to start today? What might we stagger to the beginning of next year and the year after that? But again, we’re looking for that steady, upward climb as we develop more scalable systems.
Jason starts with an assessment to understand what everybody’s doing. This helps the corporate office make sure not to miss pockets of excellence and understand what everybody’s doing in the field and across the company.
In the next segment of the show, Jason describes how he leverages a custom sales process to help his sales team win more deals, faster, and at a higher close rate.
Jason describes the sales process in detail, and this quote stands out:
The sales process allowed me to focus on a couple of basic things. And the first one that we stumbled upon was, the most important thing that we could focus on is, how many first-time appointments are our salespeople getting in front of on a weekly basis? Not monthly, but every single week. What would it look like if, based on each person’s personal goals and what they needed to hit? That’s key, focusing on their personal goals. I’ve never put together a business plan for a rep where it didn’t far surpass whatever minimum standard that I had for them to keep their job. We help them identify their number, then, based on their own numbers and metrics, how many new people do you need to meet with on a weekly basis? And once we find that number, it’s just about asking permission, can I hold you accountable to your personal goals? We’ve identified what the metric is, what it’s going to take for you to do that, and I want to make sure that you are not only hitting but you’re surpassing those personal goals.
Jason summarizes the show by sharing his onboarding program. Listen as Jason describes how he takes a brand-new rep and brings them to full productivity. You will want to take notes as professional sales development programs are discussed, including the content required to enable the sales team.
Have expectations gone up and left you wondering if you can make your number? Here is a tool that will help you understand if you have a chance at success. Take the Revenue Growth Diagnostic test and rate yourself against SBI’s sales and marketing strategy to find out if:
- Your revenue goal is realistic
- You will earn your bonus
- You will keep your job