The new quarter just started.  As a Sales Leader, you might make or miss your number.  But some of your reps/managers are going to miss it for the quarter and the year.  You want to help them.  Your first reaction is to implement a revenue acceleration plan for those team members.  And your first instinct is to train your reps. 

 

Why?

 

Sales training is an easy answer.  Sales Enablement has some training programs already designed and ready to go.  You think, “We can just pick the ones that are important and get working.  Should be easy-right?”

 

Most sales training has little impact on sales teams.  It doesn’t work because:

 

  • It is not integrated into an overall strategy.
  • It can’t be applied to a sales methodology.
  • Most methodologies are seller centric.
  • The sales strategy is also seller and not buyer centric.

     

Do you want to understand sales strategy better?   Flip to the Sales Strategy section of the How to Make Your Number in 2018 Workbook.  Review how top performing sales organizations implement emerging best practices around sales training and enablement. Help your sales team identify gaps and build a sales strategy.

 

Missing the number is a result of many reasons.  Considering that most Sales Leaders have little budget, what should we do?  If sales training is available, how can we use it to be effective?

 

Three Ways to Make the Number with Sales Training (and little budget):

 

  1. Get Buyer Centric Immediately: Focusing on the buyer proves again and again to be successful. But this means focusing your reps on how the customers buy. Not on how they sell.  This is accomplished through mapping the customers buying process.  Download a copy of our Buying Process Mapping Template to get you started.

     

  2. Wrap Sales Training with Sales Adoption: Just training on a product or skill doesn’t work. You must incorporate the training into an overall adoption program.  Note this fact from the CEB.  88% of all training content is lost within 30 days if not reinforced.  This means each piece of training must be coached by your Sales Managers consistently.

     

    • For example, being behind on the number means training on advancing late stage opportunities. The training class would be about what the customer is thinking and feeling.  Especially during late stage buying. The adoption program would be focused on late stage deal reviews.  And coaching to the activities needed.

       

  3. Tactics Win Over Strategy: When trying to make the number, actions count. Focus your reps on getting advances in deals. Pick a couple deals and do a win/loss analysis.  This will give the actions you did or didn’t do to be successful.  Remember, incremental gains always win over big advances.  When training, get specific with deals on activities that advance sales. 

     

    • For example, ensuring that every customer interaction has a call plan with objectives. Every decision maker is identified highlighting their objectives and needs.  And every deal is identified as to what stage it’s in the buying process.

       

Oh, get out in the field too.  Riding with your team to customer meetings ensures strong adoption.

 

Your Next Steps

  • Leverage SBI’s interactive tool to diagnose your sales force and request the 2018 workbook. Understand how Sales Training plays a part in an overall Sales Strategy. And why without a Sales Strategy your Sales Training will be ineffective.
  • Identify ways your team can make up the gap. Actions such as Big Deal Strategy Sessions or Sales Manager Revenue Boot Camp. But these should primarily include sales training topics that involve the three steps above.
  • Develop a Sales Adoption plan to increase the training effectiveness. Coaching to these actions will be the way they become adopted.

 

Sales Revenue Growth

ABOUT THE AUTHOR

Tom Maloney

Works with clients to improve sales force effectiveness and reduce customer acquisition cost and increase customer lifetime value.

Prior to joining SBI, Tom was the Vice President of Sales Operations for the Uniform Services Division at ARAMARK. He was also Vice President of Sales and Marketing for a recycling and waste collection organization and spent over 15 years in the petroleum industry with Atlantic Richfield and Texaco. He brings significant expertise in sales, marketing and operations leadership. Tom also has changed legacy sales organizations, turned around underperforming departments and consistently built high performance teams in both sales and marketing. He develops customer loyalty marketing campaigns that improve customer retention, reduce client turnover costs, and increase year-over-year sales. He has built multi-million dollar strategic partnerships and business building programs with most major US-based consumer products companies

Tom has earned multiple awards, some of which include: Univator Award for innovation, Super Star President’s Award, The Greatest Piece of Marketing Content Award.

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