Deepti Sundareshan, Author at Mindtickle

Improve Sales’ Performance By Transitioning to Away from Feature-based Selling

Deepti Sundareshan on April 11, 2018

Organizations are always looking for ways to improve sales’ performance. It used to be sufficient to sell the with pointing out features and benefits. Today’s buyers expect salespeople to understand their business and guide them to solutions that target their specific challenges. The best way to do this is by focusing on value. Research by the Rain Group found that companies that drive value have 9% higher win rates than all others. That results in a dramatic impact on revenue and profitability. So, it’s time to elevate sales performance by transitioning from feature-based to value-based selling.

What is value-based selling?

Value-based selling is a process that leads to tailor-made solutions based on the needs, challenges, and goals of the prospect. These solutions result in the prospect’s desired business outcomes. This undertaking involves carefully considering the opportunity from the buyer’s perspective. To do so, sales reps must understand several things before formulating a solution. They need to know the prospect’s business and how it runs. This helps them identify their goals and challenges. Knowledge of competitors’ strengths and weaknesses are important here, along with an understanding of marketplace trends.

Once reps have a feeling for the buyer’s business, they can refocus the conversation on proving the value your solution will bring to the prospect’s unique situation. This should include detailed cost and benefit information that is both tangible and intangible. Other considerations are Total Cost of Ownership, training, cost of changing, opportunity costs, and time to market. Reps need to gain a deep understanding of which of these costs are important for the buyer to be able to better position the solution’s overall value. Taking the time to understand the customer more deeply helps build the necessary trust and relationship.

Moving from feature-based to value-based selling

To prepare your sales force to engage in value-based selling you must educate them on several topics. These include the following:

Product:Make your reps experts in your product. Have them use it so they intimately understand it. They should be able to easily discuss its uses and applications in depth. This will increase their confidence and their credibility.

Case Studies:Share customer success stories, and use cases with your salesforce. Continually document an assortment of case studies. Make this content available for reps to share with prospects throughout the buyer’s journey. Be sure to include ones from various industries and with diverse outcomes. Have ones that will resonate with each of the personas most commonly involved in your prospect’s buying committees. This ensures your reps are always armed with the appropriate content to share with everyone engaged in the purchasing decision.

Marketplace:Keep reps current on competitor changes and new offerings. This will allow them to more effectively differentiate their solutions and build value. Awareness of marketplace trends is important as well. With this precious information, your salesforce will be better prepared to act as trusted advisors to their prospects.

Industry Information:Provide reps with an ongoing education about key industries that your customers inhabit. This will allow them to more fully understand the challenges and issues prospects are facing. With this knowledge, your reps will become strategic consultants. They’ll be able to tell prospects
why

they are experiencing pain instead of simply identifying their pain. Demonstrating understanding, by offering the best solution, enables reps to provide value to prospects and increases success.

Buyer Personas:It’s become more common for a group of people to make business buying decisions. Arm your sales force with an understanding of the buyer personas most often included in a buying committee. They’ll know how to communicate with each of them. Plus, addressing their concerns and building value will be simplified. This will allow them to build trust and credibility while accelerating the sales process.

It’s clear that feature-based selling is no longer effective. For your reps to produce better sales results, you must prepare them for value-based selling. That involves educating them on many topics such as product, case studies, marketplace, industry information, and buyer personas. Armed with this knowledge, your team members will be ready to successfully engage customers. Plus they’ll be able to formulate customized solutions that win more deals. By now, you’re probably ready to get started.

Why Data-driven Sales Strategies Work to Turn Prospects into Customers

Deepti Sundareshan on April 10, 2018

Selling is no longer about giving lectures or presenting well-crafted powerpoint decks, it’s about helping customers find a solution to their problem. The answer to helping your reps provide a solution based on a customer’s needs doesn’t lie in reams of notes either, it lies in data-driven sales strategies.

New technologies allow you to automate tasks and work smarter, but they also collect data. And data holds the key to your organization transforming its sales strategies. In fact, companies that actively use data have

50% higher growth rates

than those that don’t.

Boosting and retaining knowledge

One of the biggest issues with traditional sales training has to combat is that a

ccording to research

, the average person forgets 50% of the information presented to them. Within 24 hours that becomes 70%, and a week later it’s 90%. Did you know that proven way to improve knowledge retention is through reinforcement?

According to Aberdeen’s research, 26% of companies believe long-term sales learning reinforcement is actually more important than the training. This approach includes ongoing sales learning, which results in out-performance on a number of KPIs compared to those who don’t do this. Data-driven knowledge reinforcement boosts this even further.

Data-driven knowledge reinforcement can involve leveraging data to identify gaps in reps’ knowledge. Once the gaps are identified, knowledge can be reinforced through a variety of methods such as quick quizzes or providing content in real-time. Reps can’t refer to the notes tucked away in a folder in their office when they’re meeting a client. But technology can not only help them access information when they need it, but the data it collects can also help them find the right information and even identify what they need to know.

For example, reps can be served the right information they need for a customer meeting based on what has worked for other reps in a similar situation. Over the coming year, using data to serve more relevant content and leverage best practices of top performing reps will become an integral part of high-performing sales strategies.

Approximately

95% of B2B deals

are influenced by content, but it has to be the right content. Data doesn’t just help reps find the right content, it also gives valuable information to people who create the content to help them understand what is most valuable and the impact that it has on sales performance. This feedback helps them make better content that will continue to improve sales performance.

Improve coaching methodologies

Companies who use analytics-driven sales coaching methodologies can improve their time-to-productivity by 21% according to

research by Aberdeen Group

. This is enabled by technology that helps managers coach on-the-go.

The research also found that top performers are 62% more likely to have real-time coaching for specific deals, opportunities or accounts. By enabling your managers to coach their remote salespeople in real-time on tactical issues they can help them win more deals.

Real-time deal coaching is 35% more likely to be used with dynamic training content. As described above, the data collected by technology can now help you understand what reps need to be coached on and the information they need to be given access to. Together this has the power to improve their performance as they’re speaking to customers.

This can even create an environment where reps’ create a demand for knowledge and draw on it when they need it. The more relevant the learning, the more likely reps will continue to use it regularly. Future sales strategies will be driven by what reps need and demand.

Data can help sales leaders understand what they should be coaching on and when. If they can see that reps are losing deals after their demo, for example, then it may mean they need coaching to help convert those opportunities. This can also help speed up the sales cycle and improve productivity.

Increase success and quota attainment

Where the rubber really hits the road is when you connect the data from your sales readiness technology to your CRM. You can then connect each stage of the sales cycle, all your salespeople’s activity, their pipeline and their results. By bringing this data together, you have the power to identify where reps are winning and losing deals, and what helps them succeed.

Research shows that applying analytics to training and coaching can improve quota attainment from 71% to 85%.

This data can identify gaps, potentially suggest knowledge that would help plug those gaps and flow into an ongoing training program. The information can be used not only at an individual level, but can also help create high performing sales organizations by leveraging best practices from within your own team.

Analyzing data on key metrics at each stage of the process can identify what went wrong and what went right. By identifying best practices you can create repeatable performances that translate into predictable revenue. If you can identify what content and which message can help close deals quicker, this can create a step-change in the performance of all your reps, not just those that have ‘got’ it.

This data can also be used to predict success on a deal by deal basis, making revenue more predictable at an aggregate level. Productivity can improve as the data starts to give reps advice about when they should walk away from a deal and help them identify which deals to focus on.

Crucial to any data-driven strategy is your data – and the quality of your data depends on the tools that you use. From your CRM to sales readiness technology, it’s important to have a sales stack that enables your sales organization to be data-driven. Without it, your transformative sales strategies will fail. The technology must give you data that is accurate and relevant to what you’re trying to achieve.

Selling is complex enough in the modern age, your technology and data should make it simpler for your sales organization not more difficult. That’s why it’s important to find tools that capture, integrate and collate your data in a way that you can use it.

With the right tools and data at your disposal, you’ll have the power to create more powerful sales strategies. This year and long into the future, data will be the key to transforming how your sales organization learns, sells and performs.

How Best-in-Class Sales Enablement Programs Accelerate Value Selling

Deepti Sundareshan on April 4, 2018

CSO Insights defines sales force enablement as, “A strategic, collaborative discipline designed to increase predictable sales results by providing consistent, scalable enablement services that allow customer-facing professionals and their managers to add

value

in every customer interaction.” And, Aberdeen Research found that “All-in” sales enablement practitioners experienced 56% greater annual revenue growth when compared to all others. “All-in” practitioners included content, technology, and training-based approaches in their sales enablement programs. This shows that best-in-class sales enablement programs accelerate value selling. Let’s look at how these programs create this change in sales velocity.

Shortens onboarding time

Average ramp time ranges from three to seven months. This is partly due to increasingly complex sales cycles. Shortening the time to new hire full productivity can have a major impact on your company’s bottom line. According to CSO Insights’ 2016 Sales Enablement Optimization Study, onboarding training services that meet or exceed expectations result in a 14% improvement in win rates. These services are typically part of a sales enablement program. In this program, new hires learn the value they can offer their prospects, what resources they have to do so, and how to use them. Shorter onboarding through sales enablement helps accelerate the value selling process.

Prevents information overload and increases selling time

It used to be that your sales force received information from many platforms such as the internet, email, LinkedIn, Facebook, and YouTube. Then when they needed to find the information, it wasted a lot of their time. According to a McKinsey Report, almost 20% of your reps’ time is spent just searching and gather information. CMO Council found that 40% of a rep’s time is spent searching for content created by marketing or customizing content, because they can’t find relevant materials for their particular prospect. Sales enablement, that incorporates content, technology, and training approaches, streamlines learning and communications. They’re all integrated into one platform so reps spend less time switching from one tool to another to complete tasks. This allows them to be prepared to show value in every customer meeting. Plus, they don’t waste time trying to figure out where to find the content and resources they need, so they’ll have more time to actually sell.

Improves content alignment and keeps it current

Best-in-class sales enablement tracks content engagement and gaps. This allows Marketing to identify the most effective materials as well as the gaps where assets are missing. This helps them identify gaps and develop content to fill those gaps. Sales content and sales processes remain better aligned and more impactful as a result. Plus, your sales team is more likely to have what they need, when they need it, to provide value to prospects and customers throughout the sales process.

Facilitates sales readiness

Forrester defines sales enablement as a strategic, ongoing process that equips reps with the ability to consistently have valuable conversations with customers at each stage of the sales cycle. To do so, reps must master a lot of ever-changing information relating to your products, customers, and marketplace. They also need to be skilled at implementing all the stages of your sales process as you adjust it. Best-in-class sales enablement facilitates the ongoing learning, communications, and skill building that is required to ensure your sales force is always ready to meet client needs. It prepares them to provide the value that prospects expect and demand. This readiness allows your company to stay a step ahead of the competition as well.

Sharing of best practices

Without a system in place, the sharing of best practices rarely occurs. Best-in-class sales enablement programs facilitate the collection and sharing of best practices for easy access by your sales force. This library provides examples to speed up skills development and mastery. They help reps know which content or techniques most effectively advance deals to a close. These examples also help them stay current with what customers and prospects find of value at any given point in time.

Now you can see how best-in-class sales enablement programs accelerate value selling. If you haven’t already, shouldn’t you put one in place so you can realize these results in your organization?

How to Personalize Sales Training to Fix Knowledge and Skill Gaps

Deepti Sundareshan on April 2, 2018

Products, customer behaviors, and industry dynamics change quickly in today’s sales environment. This means that even the most seasoned sales reps require ongoing knowledge and skill development. Every rep in your sales force has a different background, skills set, knowledge, and experience. Because of these variables, one size does not fit all when it comes to sales training. To provide training that meets your sales teams’ needs, it’s most effective to personalize sales training based on individual gaps in knowledge and skills. Complete the following steps to create these plans and see the best results.

Develop sales competency frameworks

Before you can identify skill and knowledge gaps for individual sales reps, you must first have a benchmark for comparison. A sales competency framework provides this by stating what skills, knowledge, and behaviors are expected. They help you identify gaps, simplify training establishment, and facilitate progress measurement. In case you missed it, we discuss how to go about developing these competencies below.

Evaluate knowledge and skill gaps

Once you have a definition of what your sales force needs to be able to do and what they must know, you are now ready to proceed. There are several ways to evaluate your team members for knowledge and skill gaps:

Observation: Watching your sales reps demonstrate skills and behaviors, or discussing various key topics, is one way to complete this evaluation. This may be completed in the field, for example, on a ride-along or by role play in person or via video recordings.
Assessments through task simulations: In this case, you may be focused on the rep’s ability to create a proposal or some other documentation. It could also be a method of determining their ability to effectively use software applications on the job. A mock scenario is provided when doing this and the staff member must complete the designated tasks to identify gaps.
Self-assessments: Asking your sales reps where they feel they need additional training is a helpful exercise when determining gaps. Revealing these gaps will serve to improve their effectiveness on the job.
Quizzes: When measuring gaps in knowledge, quizzes and serious games are effective methods. Plus, they can be engaging and fun.
Metrics: Reviewing performance data for individual reps will help you identify various training needs. This especially applies to weaknesses by stage of the sales process and levels of activity.

Create individualized sales training plans

After completing evaluations on individual sales reps, it is time to create their training plans. You should have a listing of where their skill and knowledge gaps exist. This is what training and coaching they need to receive. Prioritize these areas and direct them to the corresponding resources. Be sure to incorporate input from each individual, relating to areas they would like to develop. This will increase buy-in and commitment to the process.

Make them accountable

Provide clear expectations and well-defined goals. Your competency frameworks will help with this. You also want to observe and measure engagement in trainings provided. Obviously, if they don’t participate, they won’t progress.

Continuously monitor progress

Monitor participation and progress. Provide feedback as needed to facilitate growth. Certify reps on skills and knowledge to finalize each stage so they may advance to the next level.

Reevaluate and update sales training

Continuously cycle through this process to keep up with current training needs that correspond with product, customer, and market changes. Incorporate your reps’ personal goals into training plans to help motivate them. Guide them to additional training where appropriate and assist them with advancement as needed.

Now you know how to personalize sales training for individual skill gaps. This will ensure that training will be better understood and more easily applied on the job. It meets each rep where they are, building on their existing skills and knowledge. If you have a sales readiness platform, this process will be even easier. According to Gartner’s research, it will encourage knowledge retention by including continuous learning applications, which deliver small pieces of information or short courses and quizzes on a regular (often daily) basis. Plus they’ll be available on mobile devices for easy participation.

How to Create a Sales Competency Framework That Aligns with Organizational Goals

Deepti Sundareshan on March 29, 2018

Sales organizations today are being challenged to do more with less. With ever-rising quotas and a continuously changing marketplace, it’s important to communicate clear expectations. A sales competency framework facilitates this. It states what skills, knowledge, and behaviors are expected for each position. This simplifies hiring, training, and performance measurement. Such a useful asset is unique to each organization, since it’s aligned with corporate goals and priorities. When created properly, a sales competency framework has been found to improve hiring, increase training focus, and elevate performance outcomes.

Understanding sales competencies

So many organizations have historically conducted training and failed to measure their results. The challenge has been, how to go about actually measuring progress and recognizing results. An effective sales competency framework not only makes it possible to know when training and coaching are having a positive impact, it makes measurement easier too because it identifies desired end results.

These frameworks spell out specific profiles of ideal sales people too. This minimizes hiring errors because there’s clarity around what characteristics and abilities the best candidates should possess.

They detail the end goal of behaviors, skills, and knowledge so benchmarking of teams and individuals is simplified. Plus, they establish measurement criteria to utilize during development.

Overall, a sales competency framework lets you deliver a development program with the potential to change behavior for the better. It results in improved performance and a measurable return on investment.

How to create a sales competency framework

Now that you know what a sales competency framework is, let’s look at how to create one for your organization. Keep in mind that this is an evolutionary process that may take some time. Once you work through it, you’ll want to refine and update it periodically so it changes as your organization and marketplace do.

Start by identifying the competencies for each of your difference sales roles. They should define the knowledge, skills, and attributes needed to perform the jobs effectively. Be sure that these are all measurable and determine how they will be measured.

As you determine which competencies best represent each role, involve various people in the process. These should include top performers in your sales force as well as sales management. This will increase acceptance and use of competencies once they are implemented, plus it prevents inclusion of irrelevant competencies.

To ensure that the most important competencies are included in the framework, information should be collected for each role. It can be collected in several ways:

Observing of individuals while performing their roles.
Interviews of people in each role either in small groups or individually.
Questionnaires may be used to gather data relating to roles.

When putting it all together, define each of the key characteristics across a range of performance levels for easy measurement and benchmarking. These competencies need to be aligned with sales force strategies, processes, and goals so they drive the desired results of your organization.

As you implement the competency framework, remember to communicate the end goal clearly. This will increase acceptance and utilization as well as results. The framework should be a handy tool and reference for all who use it. Don’t forget to enlist feedback to facilitate adjustments and updates on a routine basis.

Having an established sales competency framework improves communication by proving a common language for describing effectiveness across your organization. It provides a vocabulary and examples for use by management when discussing performance with employees. Plus, it creates greater consistency and objectivity when assessing performance. This model reduces mistakes in recruitment and new hire selection. And, most importantly, individual employees can see a clear path for personal development and progress in their current and future roles. This simplifies the entire training and development planning and implementation process. If this is what you want for your organization, it’s time to get started developing your sales competency framework.

Leverage Gamification in Sales Training and Coaching

Deepti Sundareshan on March 21, 2018

It used to be that training and coaching were time-consuming and infrequent. As a result, less knowledge was retained, skill development was slow and behavioral change with minimal. Now, companies are getting great results by using gamification. Gamification is the application of the look and feel of games to engage people, motivate action, and promote learning.

According to Gartner’s Brian Burke, gamification has proven to be very successful in engaging people and motivating them to change behaviors, develop skills, or solve problems. If you’re wondering how to take advantage of this popular trend, here are some ways to leverage gamification in sales training and coaching programs at your organization.

Get them started with a familiar experience

Many people in today’s sales forces are Gen X and Y. They’ve been playing video games as they’ve grown up. This makes it easy to get them involved in learning when gamification is employed. Introduce the idea of simply getting through one learning module (or “level”) at a time before moving to the next. Rewards at the completion of the first level with points or digital badges reps can accumulate and display to coworkers. The sooner they see progress, the more motivated they’ll be to participate further.

Encourage competition

Although individual employees may be working toward individual goals, badges and points can be used to display levels of accomplishment. Post them on a dashboard or leaderboard that is accessible company-wide, office-wide or team-wide. This will register as a method of recognition too.

Identify SMEs or go-to resources

Gamification allows managers to identify who knows the most about a given topic, or who’s best at a particular skill, based on metrics. This helps identify team members who are becoming subject matter experts or excellent resources for others on the team. This may be used to facilitate rewards to officially acknowledge key accomplishments.

Motivate them to learn more skills

Rewards at the completion of one step or competency, inspire reps to move on to the next one. Elements of gamification incorporated in learning initiatives emphasize achievements and recognize them. People want to gain skills when they go through training but it’s better when others know about it.

Break learning into bite-sized segments

A complicated process, topic, or goal may seem insurmountable when approached through traditional training methods. Gamification can eliminate potential intimidation by breaking the subject down into small segments. This helps the rep focus on bite-sized amounts of information per lesson and makes complex learning more fun and engaging. Plus, as research has shown, small frequent sessions are more successful at facilitating the absorption and retention of knowledge or skills, than lengthy, infrequent ones.

Make deadlines fun

Work schedules are often packed with deadlines and activities. Gamification makes deadlines feel like fun. Instead of telling reps that they must have certain modules completed by a certain date, why not set up a competition around who can accumulate the most points by that date. You can still give them a due date and make it enjoyable in the process.

Gameplay

Incorporate short, engaging sessions that are timed or defined by the total number of questions. Quizzes that are converted into games at the end of modules, allow the measurement and reinforcement of knowledge while being engaging and entertaining. In fact, a study by the University of Colorado revealed that games improve knowledge and skill learning while increasing retention rates by 9%.

Scenario-based learning

Introduce new knowledge and skills in simulations of real-life scenarios followed by the participant recording themselves practicing using that same knowledge or skill. This allows coaches to provide timely feedback. These simulations make it easier for reps to apply what they learn without needing to adapt it to actual situations on the job. This method of gamification is not only practical but engages the team member immediately.

Capture and analyze data routinely

The data collected from all these games allows coaches to gain valuable insights. It facilitates the identification of individual coaching requirements and the provision of important feedback without the need to meet in an office. This way coaching easily fits into busy day-to-day schedules and progress continues.

Social elements

Including a news feed to share updates, recognize team members’ accomplishments, and more adds a social element to training and coaching. It promotes open communication between reps, allowing them to cheer each other on. This further increases program participation, engagement, and results.

Start to leverage gamification in sales training and coaching at your organization. These elements stimulate friendly competition, encourage a spirit of achievement, keep users engaged, and drive behavioral change. The game feels also motivates participants to continually advance, so you see ongoing growth and improvement. Now, isn’t that the result you’re seeking?

Why Companies are Transitioning from Traditional Training to Enablement and Readiness

Deepti Sundareshan on March 15, 2018

More and more companies are transitioning from traditional training methods like classroom training and webinars. They’re recognizing the need for a change and transitioning from traditional training to sales enablement and readiness instead. According to CSO Insights, 59.2% of surveyed companies currently have a sales enablement program. Another 8.5% plan to start one this year. Let’s take a look at what’s causing this trend.

Why make the change now?

Companies are recognizing they need a change. Here are some symptoms they’re experiencing. These are clear signs that what they’re doing isn’t working anymore.

Quota attainment continually decreasing: It’s been shown that the percentage of sales reps hitting their quotas have decreased year after year since 2012 and is now 53%. You can improve sales performance to meet ever-increasing targets with sales enablement and readiness.

Sales’ declining ability to close Marketing-provided leads: An inability to continually hone sales skills with classroom training and webinars is an issue many companies fact. Sales enablement, when implemented properly, addresses this issue.

Uncertain of what exactly is working and what needs to change: Sales enablement facilitates identification of weaknesses and strengths. Plus, it makes it easier to implement corrections and adjustments needed to continuously fine-tune the sales process so it keeps pace with ongoing market changes.

Sales rep ramp times are too long: Today’s sales reps average 2 years on the job before changing companies. With an average ramp time of 6 months to full productivity, reps are only effective for three-quarters of the time they are in any given position. The hiring and training process is too costly for team members to be inefficient for such a long time. Sales enablement initiatives shorten ramp time. Not only that, the ongoing learning and growth associated with sales enablement increases rep retention because it fulfills the desire of today’s’ employees for continual improvement.

Sales processes didn’t match reality: Reps are being trained one way and then having to make their own adjustments to make it work on the job. Enablement and readiness ensure that training and practice are properly aligned or corrected as needed.

Reps are only spending a fraction of their time selling: It’s been documented that sales reps are actually only spending 37% of their time on revenue-generating activities. Enablement corrects this issue by increasing their selling time and making them more effective as well.

Competitors are winning: Competitors who have implemented enablement and readiness are closing more business, due to increased efficiency and effectiveness. It hurts companies who haven’t jumped on the enablement/readiness bandwagon yet. Companies are feeling the pain, by losing market share. They know they need to make a change before it’s too late.

Why are sales enablement and readiness better?

It’s been known for some time that training isn’t productive by itself. Without ongoing coaching and reinforcement, 90% of information shared in a traditional classroom or webinar training is forgotten within a month’s time. There are many reasons that sales enablement and readiness are more favorable. Here are some of the more popular ones:

More cost-effective: Besides being ineffective, traditional training is costly, involving expenses such as room rental, transportation, trainers, and lost opportunity. Plus it’s time-consuming and reduces staff efficiency by cutting into valuable rep selling time. Sales enablement and readiness keeps costs under control by keeping reps on the job and productive while eliminating many of the additional costs.
Proactive: Current sales enablement practices allow companies to push sales learning or updates, instead of creating something and hoping it will be used/consumed. This creates a state of perpetual readiness for successful rep interactions of any type with prospects and customers.
Tailor-made learning paths: Transitioning from classroom and webinar training allows for personalized training. It means that not everyone needs to go through the same training, in the same order, and at the same pace. Reps are able to take quizzes to determine their individual training needs and priorities. This determines their specific learning path.
Internally sourced: It used to be that companies would hire external experts to train their salesforce. Enablement/readiness allows for the sharing of best practices through of an internally-sourced library. It can be approved by the enablement/operations and accessible/searchable by all, in bite-sized modules. This library may include examples, demonstrations, and explanations of how to do or accomplish certain goals or skills.
Bite-sized/spaced learning: Small, frequent learning sessions minimize the impact on busy schedules and provide repetition that reinforces learning. They’re easy to consume and easy to apply on the job. In fact, research by Hermann Ebbinghaus proves that this is the most effective way to learn and retain information, change behaviors, and develop new skills.
Available on-demand: Since sales enablement content is available anywhere and anytime, consistent participation is easy to fit into even the busiest schedule. This eliminates the negative impacts of taking reps off the job for training.
Facilitates practice and feedback: Enablement makes it possible for reps to practice new skills in a safe environment by recording themselves on the go. It removes the need to be in an office or to schedule meetings, to know what to strengthen and adjust, while learning new methods or information. Feedback, built into the process, reinforces correct behaviors and prevents the development of bad habits or incorrect information.
Allows measurement: Enablement and readiness simplify the documentation and measurement of progress through role-plays, quizzes and other methods. So often, companies don’t measure traditional training results or they are unmeasurable. The new way of learning makes it easy.

I’m sure that it’s clear now why companies are transitioning from traditional training methods to more impactful enablement and readiness. Which methods sound better to you? If you need more information about this topic, read this article about readiness or this article about sales training and enablement.

Best Practices for Successful Implementation of Sales Readiness Tools in 2018

Deepti Sundareshan on March 12, 2018

Modern sales technologies have the potential to positively impact sales organizations with increased efficiencies and productivity while boosting results. In fact, according to Aberdeen Research, companies with a sales enablement tool had a 13% revenue growth rate, 3x that of companies without this technology. The challenge businesses face when implementing these tools, is how to effectively proceed so their salesforce will actually use it. So, how do companies successfully implement new sales readiness tools for optimum benefits?

Define the scope
Before getting started it is critical, to the success of your implementation, that you first define your goals, develop a plan, and designate roles for the process.

If you don’t know what you want to accomplish, and how you plan to do so, how will you know what success looks like? It is also important that you identify who will be responsible for which roles during the process to ensure that all tasks are covered and that none are forgotten.

Allocate resources and support
It is important that you and your technology vendor allocate the necessary resources to handle all aspects of the implementation. It’s equally as necessary to have support mechanisms in place as you roll out your new sales tool. You don’t want your salesforce to abandon usage because they can’t gain answers to their questions, or assistance with issues while learning.

Don’t try to do everything at once
Most technologies have many features. Prioritize which features will benefit your organization the most, in the shortest time, and implement around those first. Then build from there. It’s important for your organization, especially your reps and managers, to see results quickly. If they feel that the tool is helping them be better, or more productive, they are more likely to adopt it and use it routinely.

Build the process
Prepare all elements needed throughout your initial process. Be sure that all materials are aligned with your sales process and buyer’s journey. Once you’ve done so you’ll know what content you’ll need throughout your implementation and will be able to plan for future requirements as well.

Consider a pilot
Complete a pilot first for a subset of your salesforce. This allows you to gather feedback from power users and laggards, to determine best practices and roadblocks, to tool use as well as the launch process. You’ll also have success stories and wins to share with the rest of the sale force when you roll out the new technology to them. Plus, you will have champions and mentors from the pilot group to assist with the balance of the launch.

Train each role separately
It’s best to train individuals based on how they will use the tool, not based on a title. This prevents confusion and overwhelm, by only training on tool functions they’ll actually be using, but not on those that don’t apply to them. This will also save valuable time for all involved.

Drive adoption
Keep it simple and provide opportunities for staff to easily utilize the new tool, so they’ll see its benefits quickly. Some companies find that using the new platform, for information updates and event pre-work, for an upcoming meeting is effective. This is true because it involves all who need to become familiar with the new platform and provides the repetitive practice needed for learning.

Continuous feedback and refinement
Be sure to set up a mechanism to collect user feedback on a routine basis. This allows timely adjustments to the process as you continue to introduce additional features and functionalities.

Taking these steps will result in widespread adoption and successful implementation of your new sales readiness tools. For more tips on how organizations have launched sales technology for optimum results, check out this article or this case study.

8 Benefits of Digital Learning for Sales

Deepti Sundareshan on March 8, 2018

Not all that long ago, in-person classroom training was how companies prepared their sales force to engage in selling activities. They’d provide instructor-led classes that took reps out of their work environments for days at a time. Cumbersome paper binders and manuals were used for reference, being updated maybe once or twice a year, if ever.

It also used to be that managers and reps had to meet for coaching to ensure continuous performance improvement. Today, digitization of learning simplifies these processes and enables your sales force to learn and develop efficiently while hitting their targets. So what are some of the other benefits of digitization? Let’s take a look.

Digital learning minimizes or eliminates in-person events

Allows completion of pre-work, as well as post-work reinforcement, so that in-person training and coaching are kept to a minimum. This reduces the impact and costs associated with these sessions. Pre-work allows participants to prepare before attendance, so that any in-person time may be dedicated to discussion and practice, instead of instruction and one-sided demonstration.

Post-work and ongoing learning is easily delivered in micro-learning modules. According to research by Hermann Ebbinghaus, these small, frequent sessions over time produce better knowledge retention and skills development when compared to less-frequent sessions. Digitization allows for the provision of these bite-sized learning modules that have minimal impact on schedules. They also reinforce lessons learned during live sessions.

Gamification is often part of digital learning. It makes it more engaging and enjoyable, encouraging increased participation and improved outcomes.

Enables timely feedback

Feedback is important when learning. The fact that digitized learning is provided through the cloud makes it well-suited for technologies that are mobile-friendly. With portable, digital learning, reps are able to record audio or video of their practice pitch, demo, or skill to submit for feedback. Their coach, trainer, colleague, or manager may then provide timely input, reinforcing correct behaviors and preventing the development of poor habits.

Flexibility

Digitization of learning provides flexibility to reps and managers alike. Content is easily accessible and micro-learning is simple to incorporate into busy schedules. Plus sales coaching and readiness become a part of the day-to-day routine, instead of being an occasional occurrence. That’s a huge improvement over the 21.7% of sales managers who, according to CSO Insights, have implemented a formal coaching program.

Personalized

Digital learning facilitates personalization. Instead of teaching a group with various backgrounds and knowledge, material viewed by each rep is specific to their learning needs. This ensures continuous growth. It also makes it possible for individuals to progress at their own pace. Those who grasp new skills and information more rapidly no longer need to be held back by those who may need more assistance with certain skills or concepts.

Improves accountability

Learning in the cloud increases accountability. Since it easily fits into any schedule and participation can take place anywhere, there’s simply no excuse not to complete designated tasks on an ongoing basis. Each activity is documented, so there’s no doubt when and what has been accomplished by individual reps and managers.

Simplified certification

In the past, it used to be necessary to take reps and managers out of the field to certify them. They’d travel to a central location to demonstrate their understanding of new products or skills as well as their ability to effectively present them. This was a costly and time-consuming process for all involved. Now, digitization simplifies certifications by allowing performance and evaluation through audio or video recordings. For knowledge assessment, simple tests may also be used at the completion of modules.

Facilitates sharing best practices

It used to be that reps would ride along with more experienced ones in the field, to see how they interacted with or presented to, customers. This was costly, time-consuming, and not necessarily effective. Learning in the cloud facilitates the development of a library of best practices to easily share as examples in training and coaching. The added bonus is that these may be re-used and replayed as often as necessary to aid in the learning process. Not only that, they aren’t dependent on schedules or availability and may be accessed at any time.

Always up to date

The binders and manuals that were previously used for onboarding, training, and reference, were usually outdated by the time they were printed and distributed. There may have been additional updates and inserts distributed, but they were never as current as the digital versions created today. Being in the cloud, they aren’t cumbersome or difficult to handle and are easy to update – plus, no physical distribution is needed.

Digitization also allows organizations to share critical updates without taking reps and management out of the field so they remain productive. It also keeps them current, so they’re aware of time-sensitive internal, product, and market changes.

With all these benefits, shouldn’t you empower your salesforce by digitizing their learning too?

The future of the Chief Learning Officer

Deepti Sundareshan on March 7, 2018

“An investment in knowledge always pays the best interest.”―Benjamin Franklin

The role of Chief Learning Officer (CLO) has been around for several years. CLOs are responsible for driving the strategic direction of an organization’s learning. In the past, some have mistaken the role of a CLO to simply be populating the Learning Management System, but things are changing quickly and the role of CLO is now expected to rapidly adapt.

According to

Deloitte’s 2016 Global Human Capital Trends Report

“CLOs should become part of the entire employee experience, delivering learning solutions that inspire people to reinvent themselves, develop deep skills, and contribute to the learning of others

.” This change is being driven by several factors, and each one is shaping the role of the CLO in the future.

The future is coming quickly

It might sound obvious, but learning strategy has to reflect the business’ objectives. In the past, learning has sat to one side and focused in on specific technical knowledge or skills, but that’s no longer enough. The CLO needs to understand how the learning agenda fits into their company, the industry and what their competitors are doing. This is because the learning must not only support the business today but into the future.

While CLO’s don’t have crystal balls, they now need to keep an eye on future trends and ensure that their business has the capability and capacity to adapt quickly when required. Disruption is no longer something that happens to other businesses, it’s a real threat for every business so the CLO has to ensure that the business is prepared to weather any storm that may come their way.

Change is the new normal

In the past, learning programs could take weeks to create and be rolled out over the course of months or even years. This approach no longer works, what you learn today could change or be updated next month. This has dramatic implications for the learning agenda.

Learning programs now need to adapt and be flexible enough to accommodate continuous change. This creates challenges both for those who create learning programs and all for the people who are receiving the learning. Not only does information need to be added, changed and updated regularly, but it also needs to be easy to digest.

Learning is a continuous process, and that can’t be taught in workshops or meetings twice a year. Learning programs need to be fluid and integrated into business as usual. This means that managers and those close to the end users need to be integrated into the learning process.

The closer to a topic you are, the quicker you are able to adapt to any change to it. Things like learning agendas that enable managers to give structured and continuous coaching to their team are part of this change. Just in time training is another development that is gaining speed as it allows employees to stay on top of things as and when they need to know them.

Another thing that’s impacting this is the way work is changing as well. More workers operate remotely, work virtually and have flexible hours. This adds a new layer of complexity to how learning programs are rolled out, accessed and reinforced.

New generations are entering the workforce and older ones are leaving

By 2025, 75% of the US workforce

will be millennials, but presently they share their workplaces with Baby Boomers and Generation X. Managing multi-generational workforces has also made the role of the CLO more challenging. Each generation has different learning preferences – millennials are connected to their mobile phone while many baby boomers prefer face to face communication.

When it comes to developing learning strategies, the preferences and needs of each generation need to be taken into account. If all employees are not engaged then some will be left behind when it comes to development.

CLOs need to look at not only the content of learning programs but also how it is delivered. Some things to consider include social networks, mobile enablement and the way content is structured. For example, millennials have a preference for microlearning, which is a big shift from traditional instructional led training.

The changing dynamics within the workplace is also raising new issues. As Baby Boomers prepare to leave the workforce, along with them goes decades of experience and knowledge. Some would also prefer to remain connected to their workforce, raising the possibility of new learning opportunities like mentoring.

All of these factors need to be included in the learning agenda and prioritized by the CLO in a way that engages all employees and meets business objectives.

Every business function needs to justify their position

In the past, learning has been measured by the number of people who have completed courses but this doesn’t demonstrate the value that the learning programs have added to the organization. As organizations become leaner and more agile, every executive and each function needs show how they contribute to the achieving the business goals. This forms the basis of a business case when competing for resources. To do this CLOs need robust reporting and tracking.

Analysis should show how the learning programs have changed the way people work, made them more productive or improved their revenue earning capability. This must then also dovetail into the broader business objectives. Is the learning program a competitive differentiator in the recruitment marketplace? Does it help the business retain employees? Does the learning have a positive impact on engagement?

Retaining and engaging employees is becoming harder

Learning has traditionally been a one size fits all approach, but in order to retain employees and keep them engaged organizations need to focus in on the individual needs of their employees. Learning programs need to be flexible enough to allow individuals to develop on their own journey. By giving individuals the ability to take some responsibility for their own development and have a say in what capabilities they develop, organizations can improve engagement and build capable workforces.

This means providing learning opportunities outside the classroom. Rather than focusing on role-specific learning and build capabilities. Capabilities extend beyond technical skills and can include understanding, empathy, stakeholder management, and networking. Empower employees to learn at their own pace and to be in charge of their own destiny.

Underpinning all of these developments is the need for technology that supports the changing world of learning. Learning tools that are able to be customized and can adapt to different needs, yet still provide enough structure to support managers and leaders to have consistency in the organization. Technology can’t be an afterthought, it needs to fit in with how people work today and how they will work in the future.

The role of the CLO is certainly changing. With each and every day it becomes more challenging and complex, but it brings so many opportunities to innovate and think differently about how people learn. It’s an exciting time to be a leader in corporate learning.

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