If you’re looking for a quick win in your sales enablement programs then look no further than your sales engineering team. One of the most overlooked roles in sales enablement is that of the sales engineer, also known as technical sales, pre-sales or sales consultant. While 94.3% of businesses focus their sales enablement initiatives on frontline salespeople and account managers, only 45.9% shine light on their sales engineers, yet they play a crucial role in the sales process.
Sales engineers often require more enablement than reps by virtue of the highly technical nature of their role. They not only need to know everything about their product, competitors, verticals, and industry, but sales engineers must also understand how to apply this information to different use cases and differentiate your product from that of your competitors. Sales engineers touch almost every part of the sales process and play a significant role in proving the success of your product to potential customers.
The sales engineer is the resident product expert in a sales call – a situation that can be highly stressful even for the most competent professional. They bring together the knowledge of how existing customers use your product, usually learned from the customer success team, with the sales teams understanding of the customer, their pain points, and needs. Essentially, sales engineers need to have the knowledge that both sales and customer success teams have, along with the detailed specifications of your product. As a consultant, they provide the deep knowledge that helps customers see why they should choose your product and be able to demonstrate it.
Their role covers not only initial sales conversations but also customized demonstrations and proof of concepts. It’s the sales engineer who sets up sandboxes and pilots so that customers can trial your product and see their specific use cases in action. This process of proof of concept can take a sales engineer anywhere from one week to six months to complete.
Some businesses have acknowledged the key role that sales engineers play. Symantec designed and implemented a comprehensive enablement program targeted specifically to the sales engineers and they believe well-enabled sales engineers make their pipeline bulletproof. This is the exception rather than the rule and speaks to the value Symantec have placed on the role of the sales engineer in their focus on customer success. Many companies simply arm sales engineers with the same information that they give their sales reps or customer success teams. While this is a start, it rarely provides them with all the information they need, nor the depth of knowledge required, to complete their role effectively.
Some areas that sales engineers need to be enabled include:
Detailed product knowledge that incorporates technical specifications
Customer use cases
The product roadmap and future releases
The RFP process and what security documents are required for different verticals and industries
Up to date information on competitor products and industry updates
The ability to dive deeper into specific pain points and requirements
How to conduct a technical demonstration and manage trials and proof of concepts
Each aspect of the sales process including who is involved and understanding when they are required
Given how critical sales engineers are in turning an opportunity into a customer, it’s surprising that more businesses have not focused on enabling their knowledge and needs. Businesses that do this now can achieve a competitive advantage that is almost guaranteed to help them close more deals faster.
This post is based on a webinar where Mark Tefakis, VP of Global Enablement at Fuze, shares the key pillars of successful sales enablement and how to show its ROI to your leadership.
Fuze is an award-winning “cloud-based unified communication platform that addresses complexities around the modern workforce with the ability to work in a way that drives efficiency and effectiveness for the growth and profitability metrics companies need,” explains Mark. “Founded in 2006, we’re headquartered in Boston and have offices throughout Europe, into Australia, Latin America, and Asia Pacific.”
The evolution and need for sales enablement
“Sales Enablement centered around training and development initially and expanded into how you fully enable the sales organization,” Mark continued. “A lot of CSOs are being challenged with having a constant pulse on the business, to be able to report on where they are today, where they’re going tomorrow, and knowing the lead and lag indicators so they can be responsive to the demands of the business. The discipline of sales enablement is a foundational set of processes and standards that help the CSO address that pressure and scrutiny. This foundation includes time to ramp (TTR) [onboarding], ongoing enablement [to increase productivity], and [preventing] unplanned churn.”
The five pillars of sales enablement
Mark developed the concept of the five pillars of sales enablement through his experience in sales and sales leadership. They are:
Organizational alignment: “Before you get started you have to understand the dynamics around the organizational alignment. Do you have governance and some process in place where everybody understands the vision, strategies, initiatives, scorecards, and metrics that you’re putting in place to drive the success of the program? That’s critically important,” explained Mark.
Role-based certification: Most sales organizations have several different roles that vary by company and industry. Role-based certification involves identifying the competency model tied to the skills and knowledge associated with each role. As you look through the motion of each role, what is the thing reps need to know, say, show, and do as they manage the day-in-a-life of performing against the expectations of the role? Next, turn it into a curriculum and how you want to train, develop, and evaluate the performance of these roles. There are three levels that comprise this certification model:
Lecture and test the retention of knowledge;
Exercise and application, transitioning from understanding a concept into applying and exercising the skill tied to that concept prior to going out into the field; and
Managers evaluateperformance in the field and coach.
Enablement on demand: “Leverage technology to streamline how effectively you execute against the things that are defined in the role-based competency model. There’s no need for heavy dependency on instructor-led training or virtual training when there are technology and applications that allow you to better drive efficiency and effectiveness, plus scale better for the organization within a proper cost model,” explains Mark. “Leverage technology as part of this foundational layer and put the power in the palm of the hand of the individual. Do this within cloud-based applications, with integration into CRM, where you can tie learning and sales supporting assets to a specific sales scenario, prescribing assets and learning based on that scenario. Also building in some gamification to drive contest around how people learn is really compelling. I would encourage you to think about enablement on demand,” he continues.
Predictive analytics: “It’s one thing to look at reports and reference a dashboard of things that happened in the past. It’s another to look through the windshield, at the road ahead, and predictively be able to tell where your business is going. If you establish the right lead and lag metrics, supporting technology can show when individuals in your sales organization are heading for disaster. You can then start to prescribe specific learning to get them over that hurdle so they can start to perform much better,” suggests Mark.
Sales advisory boards (a.k.a. voice of the customer): “If you don’t establish champions and have a feedback loop from the sales organization, you will battle some apprehensive people while you’re pushing programs out. This is a mechanism for you to be able to gather insight and feedback in a structured fashion. Sales can contribute to the design and development of your initiatives through localized champions who can support and help drive adoption,” he explains.
“With the five pillars of successful sales enablement,” Mark explained, “we’re leveraging really interesting technology to help do this so you can scale with the demands of the business. You’re not asking the CFO for a ton of bodies, you’re actually leveraging the power of technology, and better equipping and enabling the field based on the power in the palm of your hand, which ties back to the center pillar of enabling on demand.”
How sales enablement works at Fuze
“First and foremost is sales methodology. Whether you do it internally or you leverage an external partner, you have to start there because that is the foundation that drives the rest of the bubbles to the right,” Mark continued.
“Once you have that in place, you then start to think in terms of how to establish a best practice approach to outreach and engagement to the marketplace. We use Mindtickle for our learning management system and recently launched it to our global sales organization. We use Savo for our content management system and a combination of both Mindtickle and Savo to help us with ‘voice of the customer’ and engagement with the field. This gives us the pulse of what’s going on,” explains Mark.
“All of these equate to very effective sales productivity based on the pillars and the underlying enablement technology that you can put in place.”
This post is based on a webinarwhere Jonathan Hinz, Director of Product Marketing at Seismic and Daniel Kuperman, Director of Product Marketing at Mindtickle, discuss maximizing the impact of sales enablement with content and learning. You can listen to the entire webinar here.
Today’s buyers are more informed before they meet with sales reps. They expect reps to be prepared to help them make an educated decision. Unfortunately, modern sellers are stretched so thin by day-to-day demands that they’re often challenged to find the time to really understand their buyers. “This is the gap of knowledge and preparation for sales,” Daniel explained, “There are several aspects to this gap:
How prepared the salesperson is to have a conversation with the buyer;
What they can offer during that conversation in terms of solutions and insights; and
How much they know about your pain, your challenges, and your industry to educate you to move towards the ideal scenario.”
Things have changed for Marketing
Marketing needs to change to ensure it can feed the right leads to sales in this new world order. “At the marketing level, we’ve had this conversation one too many times. We’ve been using marketing automation platforms to broadcast our messages to find and advance leads until they’re good marketing-qualified leads to hand off to sales,” Jonathan said.
“Sales works these leads until they’re won or lost,” Jonathan continued. “Where are the key learnings? How do we win? What content was used? How was training effective? What element went into that salesperson being able to close that deal? How did marketing know what content worked? How did they enhance those leads to get to the point where there was a signature on a piece of paper? These metrics all need to be captured for marketing to optimize the flow and drive better-qualified leads.”
What is the solution?
Sales also need to be equipped to meet these changes.
According to Daniel, “There are three things you need to do to meet these challenges:
Prepare sellers to have the value-added conversations buyers expect from them. This is not just about sales training, but really making sure reps have the knowledge, skills, and behaviors they need to perform in the field;
Ensure sellers have the right information at the right stage of the sales cycle. In today’s environment, reps need very specific training and content at different stages in the sales cycle. This ensures they can adapt to the various situations and demands of their buyers; and
Create a culture of continuous learning so sellers are always prepared to engage with buyers. This is the best way for sales reps to become familiar with new features and product updates quickly without taking them out of their selling environment.”
There are some constraints that must be addressed for this to happen. According to Daniel, these include:
Creating a culture of continuous learning without impacting selling time;
Understanding that one solution won’t necessarily meet every organization’s needs;
Being able to demonstrate the value of your sales enablement initiatives; and
Reviewing existing systems to determine if they are inefficient or and need to be updated.
How you really fix these issues?
Sales Enablement plays an important role in addressing these issues.
“The essence of Sales Enablement is really about setting up the framework so Sales can be successful,” according to Jonathan. “Plus, you need to have the right training in place to provide context at the same time. This includes new product launches, new competitive messaging, new decks, new content – sales needs all these different things to quickly absorb this information so they can have better customer conversations.
When that’s done right, sales reps are easily able to access the right assets. They know how to use them, the results are awesome, and they can accelerate deals. They also have a better deal impact and their teams become more efficient.”
The organizational benefits multiply
It isn’t just the sales reps that benefit from these enablement initiatives. There are flow-on effects throughout the organization. “From a business perspective, what we see across companies that we work with, is a stage of effects,” explains Jonathan.
“First, there is increased efficiency across the business thanks to improved sales and marketing alignment. People can find content as it’s all in one place. Sales teams can pull assets and know how to use them because the right training is in place. This results in improved content ROI and increased seller productivity,” he continues.
“All this together creates a higher focus on commercial outcomes for the business. New and organic revenue growth is driven by these more productive and effective teams.”
“This improves morale amongst the sales team, particularly because sales reps realize their organization is taking them into consideration,” adds in Daniel. “This also results in significantly reduced attrition rates. If you want to grow your sales organization, improving morale, and how your sales reps are perceived internally is extremely important. It’s a great outcome that will positively impact your bottom line.”
The future state of sales enablement with Mindtickle and Seismic
“Mindtickle and Seismic integrate with your CRM system so sales reps have access to them every minute of every day,” Jonathan explains. “They give them the tools and the resources they need to have great customer conversations. By providing them access to the platforms they already use, sales reps do not need to go to offsite training that takes up their valuable sales time.
With this combined solution, you’re able to lock content until knowledge certification has been completed. This means sales reps have to take the training before they can access some content. It’s an awesome capability that can magnify your ability to train and educate your entire sales team.
The solution also has the capability to combine content and training on a landing page that sales can see on a daily basis. The reality is that only a small volume of content in the library is actually used. 80% to 90% of content is generally unused for a good reason -it’s not the stuff that closes deals. It’s the 10% to 20% that does. This is what sales see on their landing page.
If they’re looking for something on a more occasional basis, that’s what Search is for – the every so often use. The training content can be extracted from Mindtickle and put it into the Seismic platform. It’s an incredible capability that really enhances the content and gives it context, “ explains Jonathan.
Customers see ROI and results
Companies that use Seismic and Mindtickle achieve the following results:
Organizations need to become agiler to succeed
Sales Enablement is charged with leading the way organizations to address new business challenges so they can accelerate their sales now and into the future.
“Enablement leaders need to create a culture of continuous learning so their organizations can become agile and adapt well to changes happening in the marketplace,” Daniel advises. “This can be achieved by looking at the technology available today. Mindtickle and Seismic offer one possibility by working together.”
“Regardless of the technology platform that you choose, my recommendation is to make sure that it is aligned with the vision for Sales Enablement at your organization,” he continues. “Make sure that the platform, or combination of platforms, that you choose is actually going to help you move the needle now and as you grow. Don’t just look at the problems you need to solve today, but also think about whether the solution can grow with your organization. A good sales enablement platform should help you tackle all of your issues, provide strategic insights and facilitate the change management that is required from sales enablement today at organizations of any size.”
This post is based on a webinar where Christopher Fulmer, formerly of Blue Coat and now Director of Global Sales Enablement and Product Evaluations at Symantec, explained the importance of data-driven sales enablement to maximize sales effectiveness. You can listen to the entire webinar here.
“Our team in enablement is held responsible for making sure the sales teams have what they need to be successful. It’s their responsibility, and their manager’s responsibility, to make sure they’re continually taking those steps to stay educated. Sales enablement is not just training. My team partners with key teams within our company such as product management, engineering, product marketing, sales leadership, operations, finance, and HR to drive forward the end goal of making us all successful. I’ve found a lot of success when we form those strategic partnerships. When sales win, we win. That’s where we find our success.”
Initially Blue Coat, before being acquired by Symantec, introduced Mindtickle to their sales team. “We took a sales kickoff, which could have been perceived as a challenging time to roll out the technology, and chose that as the time to roll out Mindtickle. This environment, where sales were coming together, helped us roll out Mindtickle as it was an essential tool at that sales kickoff. Because Mindtickle has the flexibility to create separate audiences, it allowed us to push out personal agendas, quick references, surveys, and feedback,” he explained.
“When we left that sales kickoff, every sales rep had been on Mindtickle, was using the tool, knew how to navigate it, and was comfortable with it. When they got back in their sales roles, and I needed to get product information out, I knew that I was pushing it to a team that could quickly absorb it,” he continued.
Blue Coat continued to leverage Mindtickle as their sales team grew
“We found ourselves growing at a hyper rate,” Christopher explained. “We were a fast-moving company in a constantly changing environment. We were leveraging Mindtickle for two main things during that time – our incoming new hires and our existing salesforce.”
“In the cybersecurity area, your entire industry can take a left turn overnight. With just one outbreak or vulnerability, things can dramatically change. How quickly you get information to your sales team and they understand, absorb and go forward with that information can be a driving force as to whether you have a successful outcome. That’s one of the areas that we found success with Mindtickle,” he continued.
According to Christopher, sales onboarding was another way Blue Coat successfully leveraged Mindtickle. “We were onboarding 25 to 35 new sales reps per month, at a minimum, and there were months where we were just wearing out our team running onboarding sessions every week or two. We were able to use Mindtickle to experience faster ramp-up times with our incoming sales reps,” he explained.
Sales enablement was crucial when Symantec acquired Blue Coat
“An acquisition is a great opportunity for sales enablement to be engaged. During Symantec’s acquisition of BlueCoat, our main challenge was how to enable two separate sales teams concurrently. We also had a couple of back-office systems like SFDC. We were able to work with them by working with the Mindtickle team,” Fulmer explained.
“We had a big desire to communicate to the field, and everybody within the company had something they wanted to communicate to them – our integration team, our executive leadership team, and the sales teams. Mindtickle gave us the ability to push out corporate communications, a corporate pitch, and executive communications to the teams very quickly. Through the technology, we were able to target specific teams and simplify messaging. It was a huge benefit to us as we went through that acquisition.”
Symantec now uses Mindtickle to enable their sales teams
Fulmar identified four ways that Symantec still uses Mindtickle to enable their sales teams: 1. Onboarding
“An Olympic rowing team is all in sync. Everyone’s got their hand on an oar and they’re driving that boat forward as fast as they can. That’s like a highly effective sales team in action. Everyone with a single focus, driving the boat forward, in sync, working together. A new hire, until that person is ramped up and effective, is in a big pool float dragging behind the boat. They’re not helping, they’re slowing things down. My job is to get that person out of the water, in the boat, put an oar in their hand, and get them working with the team,” explains Fulmar.
Mindtickle is used by Symantec for their onboarding program as Fulmar explains, “I can use it for pre-work to level the playing field so when they do arrive at an onsite training everyone is on the same page. I really need that time, onsite, to be high value, high return. Technology allows us to do that. The ability to track the pre-work and verify that they’ve done it with quizzes and certifications adds the ability to see where there may be gaps or where you need to spend a bit more time with an individual before, so they’re on the right page when they come in. The strengths of the analytics give us the ability to do that.”
“Having them jump on that technology as part of the onboarding process sets the new hires up for success as they continue in their life as a sale team member. I teach them, from day one, how to use that tool and where to find value in it. They’re much more likely to use it when they get in the field than if I wait and expose them to that tool after they’ve been at their onboarding session as a new hire,” Fulmar continues. 2. Quick updates
“This is a big area where we leverage Mindtickle. When I say quick updates, I want to be realistic on what quick is. If it’s something that’s going to take an hour or multiples hours to read and absorb, that’s not my target for a quick update. I use it for something that they can quickly access and absorb. A product update, something around a product release, executive communications, or sales communications are things that I push out in that quick format,” Fulmar explains. 3. Coaching
“The landscape has changed in the sales enablement world over the years,” according to Christopher. “For example, when we used to work on a corporate pitch, we wanted to “certify” the sales reps on it. So we would come up with a plan where someone from my team and someone from the sales management team would get in a room together. We would then ask the sales rep to take time away from the field and come and give that corporate pitch to us so we could certify them. As you can imagine, it was very costly and took time.”
“Now we use Mindtickle. If I want to know whether everyone knows how to articulate our corporate message I can give them an example of me giving that corporate message and then ask each of them, using Mindtickle, to record themselves. They then send that to me on Mindtickle and I can give them feedback and send it back to them. If there needs to be a correction, I can do the correction and send it back to them. They can then redo it and send it back to me.”
“Basically, I can certify that they understand that message without ever having to get on a flight or asking them to take time out of the field. Coaching with Mindtickle is an area that we’re just scratching the surface on now and have found success with,” outlines Fulmar. 4. Surveys and feedback
“I use this when we do a meeting, such as a sales kickoff, to get feedback on the speakers and identify any hot topics the team may want to hear before the meeting. We then push information out to the reps afterward and understand whether that information has been absorbed, they understand it, and if we need to spend more time on it,” explains Fulmar.
Data-driven sales enablement is crucial to maximizing sales effectiveness
“Data is what allows you to show that something you’re doing is working. Without the data, it’s your opinion. I want to be able to show management with something that can be measured and show a result,” according to Fulmar.
“Just a quick example, NFL players go in on day one of offseason and do measurements like strength, speed, agility. They have a measurable starting point. Then towards the end of the offseason training program, they go back and remeasure. They can show where there has been growth and where they didn’t get the growth they expected. Until they have those measurable results, a general manager can say we had a great offseason. Unless you have measurable results, how do you back that up? That’s why I feel like data-driven sales enablement is important for maximizing the sales effectiveness,” he explains.
“Whether we’re running a report on our entire sales force or our managers are running a detailed manager dashboard, Mindtickle gives us the analytics to maximize our sales effectiveness.” Fulmar identified three areas in particular:
It gives the ability to take data and continually learn and refine how they enable their sales team;
It highlights what the sales team is using—what content are they taking advantage of and what are they not; and
If they’re not using content it allows sales enablement to question why. Perhaps the format didn’t work well or the information wasn’t right.
“If I’m looking at the numbers, I can see that kind of information and make adjustments to move forward. I can also show value to our leadership team. If I can show that people within our top 20% of sales are also those people that are our top users on Mindtickle, then I can show a direct correlation that our top people are taking advantage of the technology. Being able to show that kind of value to our senior leadership team, to our board, that’s priceless!”
This post is based on a podcast with Jordy Brazier, VP of Sales Operations for Qubole. You can listen to the entire podcast
here
.
Qubole is the largest cloud and diagnostic big data service, providing businesses with a self-service data platform to help them make data-driven decisions. Their vision is to create an autonomous data platform that is capable of optimizing its performance so data teams can focus on the more strategic and value-added work. Jordy Brazier is responsible for their Sales Operations and enablement, an area he is passionate about.
As a business, Qubole sells primarily to IT decision makers in data-driven enterprise companies. Their customers understand the value of big data and want to leverage it in a more cost-efficient way to improve their performance. In an industry that’s rapidly evolving, sales enablement is key to driving competitive advantage.
“For us, sales enablement is about how we can use content and develop training that increases sales productivity. By sales productivity, we mean the productivity of our reps. Do we look at things like how can we increase their deal size? How can we increase how fast they onboard? We use several programs to execute this, onboarding boot camps, QBR’s, kickoffs and ongoing training as well,”
outlines Brazier.
For each sales enablement initiative, Brazier focuses in on a core metric.
“For example, the primary metric for the onboarding program is time to first deal. We now have a 90-day onboarding program, and we measure how we’re improving by looking at everyone who goes through that program. Are they faster to close? Do they get to their first deal quicker? If we look at other parts of the sales cycle we’re going to use different metrics, but it’s very important to measure a specific metric that’s most directly related to what you’re trying to achieve,”
he explains.
As the company has been scaling rapidly, onboarding has been an area of focus for sales enablement.
“Our sales onboarding is a 90-day program. Once a field rep starts they attend boot camp within the first 30 days,”
Brazier explains.
While Qubole would previously send Wiki and other information to new hires they had no way of knowing who had looked at it before boot camp. But using Mindtickle now gives them the ability to make this process interactive. New hires go through role play certification and now management can measure who’s actually confident and absorbed the information.
“
Everyone is on the same page when we start. It’s not just a 30-minute class and then a test. The questions follow the learning. It’s not a testing platform it’s a learning platform. So we know exactly what they already know and we can take it from there.”
This has allowed Qubole to refocus its boot camp.
“The boot camp is now more of a tool versus being a class. They’ve already trained in the app or in a bite-sized way with quizzes, so when they come to boot camp they’ve already reviewed all the training. And when we put them in front of our executives at boot camp the reps can actually ask much more meaningful questions,”
he continues.
“After getting feedback and looking at the metrics, we’ve focused the boot camp to be all about understanding the value of the company, why is the company’s solution the best. To achieve this we do simulations throughout the boot camp. Reps have to present twice during the boot camp, at the beginning and at the end of the week. They pitch to the rest of the class and get feedback from management, the class, and an existing rep,”
Brazier explains.
It may be intense but it gives Qubole’s new reps the confidence to pitch the product. And they need it because once boot camp is over there is a real customer waiting for them. Working with marketing and the management team, new reps attend a field marketing event within 30 to 45 days of starting, just after boot camp.
“They can pitch live, face to face with good prospects and start to build a pipeline. That really moved the needle for us and shortened the time to the first deal,”
he says. “
We then do a 60 day check in to see if they need help with anything and again at 90 days.”
Qubole also runs several other initiatives including a kickoff twice a year.
“At the kickoff, we look at overall positioning and messaging. We’re in a fast moving market so at each kickoff we revamp the company deck for the entire team,”
he explains.
Before the kickoff, new materials and presentations are made available to reps on Mindtickle. The reps record their pitches and these are reviewed at the kickoff as a learning experience.
The best ones are presented to everyone at the kickoff, leveraging the competitive spirit of their salespeople.
Ongoing learning is also important to Qubole.
“Every week we release a new course or update on what products we have or how to compete on specific products. In Mindtickle we can see who is learning and who needs improvement. We actually give a $100 gift card to the top learner each week. It’s helpful to drive adoption and it makes it fun. It’s one way that we make sure that we are prepared, are true trusted advisors to our customers and are able to deliver true value. That’s super important and that’s why we take enablement very seriously. We really invest in those programs and technology that makes our team the best and puts the firepower behind it,”
explains Brazier.
Interestingly, Qubole also found a correlation between learning scores and the performance of their reps. Their consistently low performers were also struggling to pass the tests on Mindtickle. It was a good indicator that something was just not working.
“It’s all about raising the average. The top-performing reps will probably still be the top performing reps even without training, but if you can bring the majority of middle reps up then you can make a significant difference in the overall productivity,”
he says.
Qubole has certainly gone through a considerable learning curve while implementing its enablement initiatives and Brazier is happy to share his top three tips.
“First, if you don’t have a learning platform, bring one in ASAP. I think that really moved the needle for us. Also, narrow the focus of your boot camp. Don’t incorporate everything under the sun, just focus on the value. And understand that you will only be successful if there is very strong cross-functional collaboration. You need to get the best out of product management and the best out of marketing, so include them early on. Asking them for their inputs and get their buy-in.”
This approach has certainly worked for Qubole, who continues to go from strength to strength.
This post is based on a webinar with Nancy Maluso, Research Director for SiriusDecisions. You can listen to the entire webinar here.
SiriusDecisions empowers marketing, sales, and product professionals to make better decisions, execute with precision and accelerate growth. Nancy Maluso has built and managed successful teams in the technology industry and now brings her passion for improving sales productivity to her research at SiriusDecision.
“Coaching is something that I love. It’s something that actually moves the needle and helps people perform better,” exclaims Maluso. “According to Wikipedia, the know it all of all things Internet, coaching is a form of development in which a person called the coach supports a learner or client in achieving a specific personal or professional goal by providing training, advice, and guidance.”
Coaching has been proven to work and sales reps find it valuable. “When we asked high performers where they see value in coaching they said, for example, that on deal collaboration and navigating internal resources coaching was extremely important to their job performance,” says Maluso. “Yet, overall, 22% of reps don’t receive any coaching and only 36% of sales reps actually made quota. The average turnover of B2B sales professionals is about 32% annually, meaning 3 out of 10 territories are left uncovered. And when we surveyed top sales leaders we found that 7 out of the 10 inhibitors to growth have to do with sales skills.”
There is clearly a disconnect. If sales coaching is so valuable to reps’ performance, why aren’t more reps being coached? According to Maluso, for a coaching program to be successful, it must include four critical factors. “First, coaching is an individual game. It’s based on the needs of the individual. We have to have some way of knowing what someone needs in terms of coaching.
The second is a competency map. What skills, knowledge, process, expertise, and tools does an individual sales rep have to have to be good at their job? Thirdly, we need insight, both data, and observations, that allow us to know what the individual needs to be coached on. Effective coaching programs are prescriptive, proactive and persistent. We found that if we don’t provide sales managers and sales leaders with a process and a program combined with some tools to help augment the coaching effort, it typically doesn’t happen.
Finally, there need to be actions that the individual is going to take to make a difference.” When all of these factors are in place sales coaching will be most effective. But successful coaching requires more than just a process.
“From a cultural perspective, we want the program to be constructive, not punitive. Part of that is asking reps to identify and self-correct wherever possible. To have the coach support their sales effort persistently through every stage. It’s not just at the end of a win/loss review for example. It’s before they go to have a conversation with the client; it’s not punitive, it’s supportive,” explains Maluso.
Coaching is also a continuous process, it has no defined endpoint. “If a rep has mastered what they need to do with their job, coaching should continue to help develop them for the thing they want to achieve next. Whether it’s leadership roles or specialization, coaching should continue to support that rep,” suggests Maluso.
Persistence is another important quality in an effective sales coaching program according to Maluso.
“We’ve had clients say to us, “Well I do coaching every quarter. I do it at the quarterly business review.” That’s not coaching. it’s persistent and it’s proactive, and it’s always on,” she explains. To create a program that is persistent and proactive you have to have insights. That’s where the competency map comes in.
“It defines what reps need to be able to do. Then it’s looking at metrics that say, “Are they doing that?” Hopefully, your tools track activities that reps undertake so you can see if they are they making the right number of calls. Are they having the right number of customer engagements? Doing the right number of demos?” she suggests.
Useful information can be gleaned from lagging indicators like your sales funnel or win/loss ratios.
“For example, if the funnel is fat in the middle, but narrow at the top and narrow at the bottom, it might indicate a few things,” she says. “Metrics don’t tell you precisely what’s wrong, they give you indicators. Just like if you hit a golf shot and it goes to the right, a good golf coach will have a sense of why that might be. But until they inspect your actual swing, they’re not going to know specifically what’s wrong with your particular mechanics. The same is true with the sales rep. The dashboard gives indicators, things to probe on. If the funnel’s fat, we might look at, well, are they having trouble with solution design? Maybe they’re not engaging their sales engineer properly. Perhaps they don’t know how to use the CPQ tool. Only by observing them in their work will you know or sure.”
To really understand what’s going on insights have to meet with reality. Data provides one view, but it’s not until you observe what a rep is doing on a regular basis that you can identify how to effectively make a difference. “Managers aren’t observing reps to be Big Brother. It’s about understanding what the rep needs,” she explains.
Observing reps so that you can coach them and make a real difference to their performance requires cadence. That’s where the right tools are so crucial. “Processes and tools can help us make coaching a regular part of weekly one-on-one calls, a regular part of prep before customer calls. Coaching can also be done in groups, talking about individual needs so others can learn. It can be done in a lot of different ways, and processes and tools help us automate some of that process. Bring forward the insights and link them to potential tools that can help us support the rep,” suggests Maluso.
“In my example of the fat funnel, let’s say on observation the manager realizes that they don’t really do enough qualifying questions up front so they’re not able to design a solution effectively, and so things get stuck in the middle. Well by observing that the coaching tool can provide a discovery list of questions that can help in solution design, or a video of a rep who’s showing and demonstrating how to do this well or a role play that they can practice to help them get better. Those are the kinds of tools you can provide to managers so that they can coach more effectively,” she continues.
Good coaching programs are also prescriptive and link actions to outcomes.“They are very specific about what needs to be done. What the rep needs to do is understand what actions they need to take that are different. They need to practice those actions and establish a pattern where the action results in impact. Linking what they’re doing or practicing with the outcome you’re looking for is absolutely critical. You want to record in your tool or within your process exactly what coaching is going on and what we’ve asked of the reps or we’ve asked of ourselves as coaches to help them,” she explains.
One final tip from Maluso is to look at data holistically.“Look for patterns. We might see that all reps are having trouble with discovery; not just yours. We can then go back to product marketing and work with them to develop the right tools and maybe a training webinar on how to do effective discovery,” she suggests. By creating a coaching program that is prescriptive, proactive and persistent you can create a culture of support. This puts the development of your reps front and center, where it should be.
This post is based on an interview with Chirag Singh, Sales Capability Development Manager at Dabur. You can listen to the podcast here.
Dabur is the world’s largest Ayurvedic and natural healthcare company. With over 2,000 sales reps Dabur has certainly had its challenges finding the best way to train and coach its salespeople working in different geographical regions. Chirag Singh who leads the sales capability development function at Dabur talk to us about how this FMCG giant enabled their sales team, regardless of their location.
Their sales organization structure has many levels
FMCG sales reps require specific skills
Sales in the FMCG space is very different to B2B sales. Sales reps require very different skill sets to deal with the unique challenges of their business model, where they deal with a range of distributors from large chains to mom and pop stores.
Apart from the typical negotiations, conflict management, and partner management skills, it’s important to drive process adherence. Coaching focuses not only on team handling and negotiations skills but also basic analytical skills. This helps identify whether sales reps are able to interpret data as expected.
Prioritizing sales readiness initiatives was crucial
It was important for Dabur to create a strategy for their initiatives that focused on the skill sets that their reps needed to improve. To achieve this, prioritizing their initiatives was crucial, particularly when you consider the size of their team. To improve the sales effectiveness of their team Dabur implemented several initiatives.
“The most important initiative, and one of the most basic is to standardize the onboarding process for all new hires in the sales team. Dabur is a large and diverse organization so it is even more important to have a standard onboarding system in place. We use Mindtickle to provide us with visibility on the learning curve of every new hire in the sales team,” explains Singh.
Dabur also had a long-term vision for their digital sales readiness initiatives that extended beyond sales onboarding.
“Another thing that is really helping us is the creation of a knowledge bank. This is a repository of all sales processes and sales related collaterals. Since the Mindtickle platform is online and agile, it is much easier for us to add and update modules as and when there is a change in our process. It’s been about 8 months since we started and this has now become a part of our daily work,” continues Singh.
Managers have visibility into every sales rep’s progress
“Using a platform like Mindtickle gives us visibility into what skills each rep needs to improve. That is the greatest benefit we’ve obtained from this initiative. Improvement takes time, for some individuals it can take a few weeks, and for some, it can take a few months. It really depends on the kind of work assigned to them,” explains Singh.
Dabur’s initiatives also help them identify and fix their rep’s knowledge gaps. They have implemented a manager led feedback system that has been essential to their sales transformation program. “Mindtickle allows us to track the coaching tasks given to each sales rep after the fact. We then involve the manager, using a feedback mechanism, to review the improvement in their reps’ performance and actually give them feedback. This process is really helping us drive effectiveness and improve our performance,” explains Singh.
By leveraging technology Dabur has automated and simplified its sales process. At the same time, they have brought their sales team much closer towards their end goal of achieving best-in-class sales effectiveness.
This post is based on a webinar where Stephen Hallowell, VP of Sales Enablement at MuleSoft discusses why companies should invest in sales coaching.
MuleSoft is a leading high-growth technology company that focuses on application integration under one platform. With over 800 employees and over 1000 enterprise customers across 60 countries, MuleSoft has had astounding growth.
“We have been evolving quite a bit as a company over the years. We have gone from what was a fairly tactical engagement to selling business value associated with what otherwise can be a pretty technical concept. We are enabling change on a broad scale inside some very large companies,” explains Hallowell.
Why sales coaching matters
A significant part of MuleSoft’s success can be credited to their investment in sales coaching. “To improve the outcome and win more deals, the sales rep has to start doing things in a fundamentally different way than they were previously. Natural behavior is to put one foot in front of the other and keep marching straight. We need our sales reps to stop and take a left turn at some point. The only way that we’ve been able to drive that behavior change is through coaching, ” says Hallowell
Two main aspects of the coaching program
Sales leadership at MuleSoft decided that their sales coaching initiative should answer two questions:
Are
their reps doing what is important?
How can their managers help their reps sell the right way?
Most sales teams get their approach to the second question right by coaching their sales reps. But the first question is often under-recognized yet it’s vital to ‘accountability’.
“If the manager doesn’t actually know and doesn’t have the ability to know, whether somebody’s doing the right thing, and the individual contributor also doesn’t know, you can never get that self-diagnosis. The more you can make it very apparent to people what they’re doing well and what they’re not doing well, you create the need for change,” explains Hallowell.
“If somebody comes in and coaches me and says, “Ah, well, hey, here’s a better way of doing things,” and I haven’t seen that reason yet for doing things differently, I’m not going to get the results out of it,” he continues.
Building a competency map
The first step was to identify what knowledge gaps their managers had. This was done through effective benchmarking.
“To kick this off, we did some benchmarking with our managers by assessing them against some third party statistics. That helped us realize some are exceptional and some are not. That helped create that need for change across all levels of the organization,” explains Hallowell.
Once the gaps were identified, the next step in the process was to train them effectively on their skill gaps. “The next thing we did was build the competency maps. We did that probably 9 to 12 months into the process. In my experience, for a competency map to be effective it’s got to be somewhat detailed, just because you’ve got to be precise about what you want people to do. That level of detail delivered too early can be a bit overwhelming. Trying to find that right balance of really defining for the managers, these are the specific behaviors and skills you need to coach, to giving them enough detail to be actionable, but not so much detail that you overwhelm them,” explains Hallowell.
Designing the certification program
“One important thing we drove was a significant relaunch of our messaging. A pool of leaders and individual contributors locked themselves in a room for a couple of days and came out with something that everybody felt really good about. Once it reached the field, there was no question of “Is this the right message?” Our leaders bought into it,” says Hallowell. The primary element in the coaching program at MuleSoft was message calibration, which was done by the leadership team.
“We had the core team record themselves in the Mindtickle platform to provide examples and best practices. Then we formed a group of best performing reps and managers who we call black belts. This group of black belts then certified the full team. We had over 500 people go through this program,” explained Hallowell.
Coaching is not a checkbox exercise
The importance of this program is well understood given that over 500 employees went through the coaching program. The program was well received across the organization. What exactly worked for MuleSoft?
There were multiple factors including support from their leadership, setting high benchmarks for their sales reps and providing personalized feedback for each rep.
“One of the things that were really important for us is that this wasn’t just a check the box exercise. If it had been simply a box-checking exercise, there wouldn’t have been a lot of opportunity for coaching. I can’t overstate the importance of really broad management support and solving a pain point that everybody recognizes. The next thing is holding that performance bar very high. We did not pass people who were not completely 100%. Yeah, it might take a little longer than we want, but we’re going to make sure we get everybody’s attention on,” says Hallowell.
Finally, make it awesome
The success of a coaching program is measured on how well it is adopted. “
The last thing I’ll leave you with is we have a set of core values at MuleSoft. One of them is to make it awesome. It’s one that I love. I use it with my team all the time, and I think it’s so important in our role. You’re going to ask a lot of people going through this program. If they detect anything that’s not awesome, they’re not going to invest, ”
says Hallowell.
Did Hallowell and his team make it awesome? Given their success, it sure looks like they did. The coaching program helped MuleSoft scale their sales team without compromising on the performance of any individual. Their average selling price went up from $ 77K to $169K. And feedback about the coaching program was really positive across all levels of the organization.
“A number of people that came up to me and just said, “Thanks for making me go through that.” I think this quote is verbatim from half a dozen people, said, “You know, I was pretty skeptical about this thing when we first started, but I’m so glad you made me do it. I’m so much more confident with my customers,” says Hallowell proudly.
This post is based on a webinar on the secret to building a sales enablement powerhouse. You can listen to the entire webinar here.
Procore is the world’s most widely used construction project management software. It helps contractors keep track of their projects throughout the entire lifecycle of a project, from bidding to closeout, and helps them reduce errors and cost overruns. Procore was featured on Forbes Next Billion-Dollar Startups 2016 and reached unicorn status on Dec 2016. With such high growth, the size of the company inevitably increased, and they now have over 700 employees in 7 offices across the United States.
Three challenges triggered Procore’s need for sales enablement
Procore’s sales team was growing rapidly and they were having difficulty gauging the performance of their sales team, so they implemented a structured sales enablement program. Alex Jaffe, Sales Enablement Manager for Procore, played a critical role in executing this strategy. The key challenges they addressed by implementing a well-structured sales enablement program included:
Keeping their salespeople up-to-date on a constantly evolving product, industry, and competitive information.
Aligning their core messaging and sales process in a period of hyper-growth. This included hiring new reps and ramping them up quickly.
Managing and delivering sales collateral in a way that ensured a consistent customer experience
They focused on three key areas of excellence
“Our approach to sales enablement is in three different areas of excellence. They are selling skills, a definite approach to product and industry is being a powerful leader in that perspective, and then working efficiently with our technology and maximizing the results. So, we focus really in depth on creating the knowledge, process, and skills to make it simple and digestible,” explained Jaffe.
The strategy was deployed using a two-prong approach
Sales enablement at Procore was structured into two distinct categories:
Segment based
Functional based
All roles within the categories functioned as a conduit between sales and the different departments involved in each initiative.
The distinction based on functions and initiatives helped Procore handle their overall sales enablement program with ease.
“If you have one person focusing on sales enablement then you are not going to be able to to boil the ocean and focus on all the areas. What you guys can do is use productivity measures and understanding of what you can maximize and then do the prioritization based on that. So, at Procore what we have done is split these into two distinct buckets, which we think are two different mindsets. Different people are responsible for each of these initiatives,” explains Jaffe.
Procore’s sales enablement framework
Procore facilitated a structured, streamlined and outcome-oriented onboarding process to ensure their reps were set up for success. The first 90 days was the initial onboarding phase, and from then on it was about continual improvement, called ongoing enablement.
“We start with a simple framework that works pretty well for us. It’s very important to see sales readiness in the two distinct views. First, the onboarding, which we view as 0-90 days, and then the ongoing enablement which is 90 plus days,” explains Jaffe.
Setting expectations is key to your onboarding program
With the framework in place, Jaffe then suggests setting goals and targets based on your onboarding program. “The first thing that you guys need to start on from an onboarding perspective is understanding the approach you want to do. Ultimately the one thing that you need to address is at what stage of onboarding you are, and what are the outcomes that you want to drive. So, if you are running let’s say, an onboarding program that’s five days long on the next Monday, what does the sales reps need on that day to be successful and working on their own. Maybe it’s about understanding the pitch, understanding the customer stories and understanding how to demo and that’s all that it is. Driving those outcomes and then taking the 30-60-90 days approach and asking what outcomes do I need my teams to have in 30 days, 60 days, 90 days, and then proceed to ongoing enablement.”
There are three important objectives to an ongoing plan
According to Jaffe ongoing enablement is as important as the initial onboarding phase. He recommends that it’s tailor-made for each of your ramped up reps. Procore leverages Mindtickle for its ongoing enablement to achieve these three objectives:
Constant reinforcement of knowledge and skills
Regular updates of knowledge and processes
Periodic re-calibration of processes and skills
Aligning your objectives helps to measure the impact of your program
Before you think about measuring the impact of your program, Jaffe suggests ensuring that it ’s well aligned with your overall objective.
“I think aligning your objectives with your global sales objectives as well as your company’s’ is critically important when you are measuring the impact of sales enablement. Sales enablement is not in a bubble creating its own objectives, it’s going to be completely dependent on what are we trying to drive at a company level and a global sales team level,” explains Jaffe.
At the end of the day, outcomes matter
Jaffe shared insights on how the impact of this program was measured and shared their impressive outcomes. “The most important thing with measuring the impact is identifying leading vs. lagging indicators. Leading indicators are going to be what you can coach and train your reps through. Lagging indicators are how you are going to measure that success. Lagging indicators are going to be the results closed, dollars won improvement in sales and things like that. Leading indicators would be an adoption of your program, how comfortable your reps are with the program.”
Procore has achieved impressive results with their sales enablement strategy, the figures speak for themselves:
>90% adoption of content and sales enablement technology
Sales reps rate the overall program at 4.8/5 according to their internal NPS survey
99% of their sales reps recommend the program
Through a well-structured sales enablement program, Procore has been able to keep pace with their globally expanding sales team. With Mindtickle they have found the right balance between strategy, data, and technology to achieve an impressive outcome.
This post is based on a webinar on how to accelerate new hire productivity for consistent production with sales onboarding. You can listen to the entire webinar here.
CrowdStrike is one of the fastest growing technology companies in Silicon Valley. It is on a mission to stop breaches through next-generation anti-virus, endpoint detection and response (EDR) and managed hunting – all in the cloud. CrowdStrike has a unique ability to not only prevent cyber attacks but also respond to malicious attacks. It’s no surprise then that they were recently ranked number 40 on
Deloitte’s’ technology Fast 500
, North America, recognized for the exponential growth of 2,665% in the past 3 years. Thanks to this stunning growth trajectory the company’s sales force has doubled recently and is continuing to grow rapidly. Rapid growth comes with its challenges
Trying to maintain exponential growth was CrowdStrike’s biggest sales enablement challenge. To achieve this Tracey Meersman, Director of Sales Enablement, believed the key was to focus in on how they onboarded their new sales hires. It’s a sound strategy when you consider that 60% of businesses with onboarding programs ramp up faster and achieve double the top line revenue per rep with an agile structured onboarding process.
To create their successful onboarding program CrowdStrike ensured it was: The onboarding program has five distinct phases
“The complete program is pretty quick, just 90 days with ongoing mentoring and coaching opportunities. One of the things that we’re tasked with is helping our B players become A players, and to ramp people as quickly as possible as the cost of onboarding is very expensive. And we’re tasked with trying to get everyone ramped on their phones, so they’re out in the field, selling and achieving quota as quickly as possible,”
comments Meersman.
The 5-part onboarding program was designed to achieve this while incorporating CrowdStrike’s four building blocks of onboarding; compliance, clarity, connection, and culture.
Pre-Boarding
Phase one begins prior to the new hire commencing with CrowdStrike, leveraging technology to deliver courses to future employees. “
Topics include the company’s strategy, resources, benefits, and compliance. The objective is to identify CrowdStrike’s advantages, complete onboarding activities and reaffirm their decision to join CrowdStrike,”
explains Meersman.
Pre-Bootcamp
“Phase 2 occurs on the new hire’s start date with a virtual webinar. Topics include a product overview, initiatives and most importantly an opportunity to ask questions. The objective is to accelerate their ramp and productivity by utilizing tools and resources, engaging in the culture and finalizing onboarding requirements. For sales new hires, they are added to the CrowdStrike Sales Academy. A learning platform powered by Mindtickle which we use specifically for sales. New hires are assigned specific learning activities related to their role. This includes the mobile capability to complete learning through the Mindtickle mobile app,”
continues Meersman.
Bootcamp
“And Phase 3 is an in-person program featuring executive presentations and departmental overview. For new sales hires this includes an additional 1.5-day interactive boot camp to align selling strategies to the company’s growth objectives by articulating our key messages and unique business value. New hires are onboarded a minimum of one week prior to attending the in-person program and there is pre-work to provide foundational knowledge. The boot camp provides an opportunity to pitch back messages in CrowdStrike’s unique business value as well as align with the sales process in the key prospect and customer program. “That allows us to be able to use a scenario-based approach through the Mindtickle platform as well,”
explains Meersman.
Post-Bootcamp
With boot camp completed the next aspect is to align the learning with real-world selling.
“So how often have we heard from sales reps, ‘I’ve never used this or that. It’s not what my customers want/need to hear’? More than once, right? So our onboarding program aligns with real-world sales scenarios with learning activities at specific intervals in their onboarding journey including the opportunity for sales scenarios and coaching by their manager. they also have the opportunity to have a buddy to be able to reinforce the learning and provide just-in-time information,”
explains Meersman.
Continuous Reinforcement
“
[Continuous reinforcement] is also a key component that includes personalization, scalability, structured and milestone-based approaches. So each learning activity in CrowdStrike’s sales academy includes a knowledge transfer. We have the ability to teach hires, not penalize them through the use of what Mindtickle refers to as ‘tickles’. So those would be matching true-false to multiple choice questions. There are 16 different tickles within Mindtickle and we try to utilize all of that. We also do continual learning in terms of providing a quick update and courses. We try to push those out on a weekly basis so the new hires are not just getting onboarding information they’re also getting just in time information that’s related to their role,”
outlines Meersman. Milestones help drive consistency
“It’s imperative for our growth and success that the program is standard and consistent,”
explains Meersman.
“Therefore there are key milestones within the onboarding program at weeks one to four as well as at 60 and 90 days. CrowdStrikes’ Sales Academy provides the structure through workflows, with key milestones to be successfully completed at each interval. The sales rep needs to complete the activities before moving forward to the next onboarding phase. When we’re looking at the components of the onboarding program we’re looking at five distinct areas; one is, understanding the buyer, understanding CrowdStrike’s offerings, beating the competition, CrowdStrike’s differentiation, including our unique business value, use cases and success metrics and all the sales tools and resources.” Personalization helps each new hire learn what they need to
When you’re onboarding tens or hundreds of new sales reps at a time personalization is a huge challenge. So how does CrowdStrike achieve this?
“First the process and programs need to be personalized for each role. As with many sales organizations, there are various target markets and associated roles and responsibilities. The program needs to be role-based. So our onboarding guide, though applicable for the entire sales team, has call outs for specific roles,”
explains Meersman. This is easily achieved thanks to Mindtickle’s deep integration with
salesforce.com
that enables the onboarding program administrators to allocate aspects of the course to specific roles, markets or responsibilities. Scalability is achieved by leveraging mobile technology
“The other key component of sales onboarding at CrowdStrike is that it had to be scalable. Utilizing CrowdStrike Sales Academy ensures that the sale onboarding program is scalable through the app based Mindtickle platform. From day 1 forward the program is available 24/7 to new hires. And soon the platform will have the capability for managers to be able to run their own report to track progress,”
comments Meersman. Experiential learning aligns to real-world selling
“When we looked at our program we also wanted to be able to blend learning and activity. Within our approach and utilizing the Mindtickle platform, we’re able to provide a blend of self-paced knowledge combined with activities that are reviewed by the rep’s manager, which provides a virtual coaching opportunity. This is really key for the manager to be involved in the new hire’s onboarding,”
explains Meersman.
“
This is accomplished by having the reps complete what is known in the Mindtickle platform as missions, that are activities that your rep completes. These include elevator pitches and value proposition as well as email and voicemail pamphlets And respond to specific situations including objection-handling, competitive scenarios etc. So rather than spend time and resources having the new rep deliver the poor pitch during our boot camp, they have to complete this within the CrowdStrike Sales Academy after boot camp. Again this is reviewed by their manager and provides an additional coaching opportunity.”
Experiential learning is also applied to peer-to-peer learning.
“From the experiential learning standpoint it is very key we get this all the time from reps. I’d like to see how one of my peers and how they pitch, how they handle the objection. In the real world they’re often presenting to executives, so they want to be able to build up that knowledge and see how their other peers are doing it as well.”
Utilizing Mindtickle’s app, CrowdStrike is also able to share peer examples so the reps can learn from each other in their own time as well.
“And we talk a lot about sales rep but there’s also the capability for a day technical salespeople to be able to do a demo as well through the platform. So it’s not just the pitches for the field sales rep but also applicable for the technical sales people as well,”
adds Meersman Communication between reps and management enhances coaching opportunities
Communication should go two ways. Leveraging the Mindtickle app CrowdStrike is able to facilitate this kind of communication.
“This allows the new rep and manager to effectively communicate progress, areas of improvement and also coaching opportunities. Reports are also available to managers so that they can track that progress. Right now I provide those reports to them but there will be a self-service portal coming soon,”
“Additionally each new hire should buddy with a peer with whom they connect on a regular basis, learn how to be successful in their role and feel comfortable asking questions they don’t want to ask their manager. The buddy reinforces the key learnings and helps the new hire if they require training on utilization of key tools and resources. So think of all of those questions that you don’t want to ask your manager like how to use Salesforce, find specific tools and resources etc.” And make it easy … for reps and for sales enablement
Tools have to be easy to use otherwise they’re not really enabling the rep. “
And that’s really a key component because so many sales reps live in salesforce they have access to the Mindtickle platform through salesforce. So there’s no need to login to an official website. This makes it very very easy and because the Mindtickle app has the mobile capability as well it’s also very easy to access.”
But enablement and collaboration are also important for the administrators of the system as Meersman explains, “
I am a strong party of one. A one-woman show in terms of creating and maintaining the content. I know of many who are probably in the same situation. The good news is that I have a great relationship with our product marketing organization. And we work together to be able to create content. And also others meet within the organization depending on what the topic is.”
“So my commercial for Mindtickle is nobody ever said that it was fun using an LMS. I love the Mindtickle platform and our reps do as well because we have the mobile capability, we have the tickles or the gamification and social aspects, and we can push out bite-size chunks to people as well as perform better missions which are really the scenario-based approaches. And that provides reinforcement.”
Meersman continues “
My philosophy is it does not have to be so hard. In every sales enablement role I’ve had, it’s been a new role and I basically had to onboard myself which in turn led me to create onboarding programs for sale new hires. It was challenging for me, I didn’t have it to be challenging for the new sales hire. It’s my role and responsibility to connect the dots for sales reps to make it easier to learn quickly and attain specific productivity metrics.” CrowdStrike’s onboarding program has been a success for management and reps
CrowdStrike has seen impressive results with their new hire sales onboarding. “
The typical ramp time for an enterprise software sales rep in our industry is six to 12 months. However, we’ve been able to fully ramp reps in half that time. Over 70% of ramped reps achieved or exceeded quota in their first quarter following their ramp.”
Meersman continues,
“We define ramp as the rep’s ability to achieve quota.”
“Our boot camp has received an overall rating of 4.8 out of 5. 99% of reps recommend the program, but in terms of value, our ratings are 100%. And we’re also correlating the training to learning. Out of our top 10 reps, the majority has been onboard for less than one year but are top in completing training. And several of them have been promoted. We also use KPIs and our onboarded reps are achieving or overachieving those KPIs as well,”
Meersman says proudly.
And the feedback from the field speaks for itself.
“Of all my years of various on boarding / new hire trainings I will say that this was the best experience and easiest to grasp.” ~
New sales rep
“You’ve got it down to a science, and I just wanted you to know how valuable it was in helping to get me ramped up.” ~
Sales engineers often require more enablement than reps by virtue of the highly technical nature of their role. They not only need to know everything about their product, competitors, verticals, and industry, but sales engineers must also understand how to apply this information to different use cases and differentiate your product from that of your competitors. Sales engineers touch almost every part of the sales process and play a significant role in proving the success of your product to potential customers.
This post is based on a webinar with Nancy Maluso, Research Director for SiriusDecisions. You can listen to the entire webinar 
CrowdStrike is one of the fastest growing technology companies in Silicon Valley. It is on a mission to stop breaches through next-generation anti-virus, endpoint detection and response (EDR) and managed hunting – all in the cloud. CrowdStrike has a unique ability to not only prevent cyber attacks but also respond to malicious attacks. It’s no surprise then that they were recently ranked number 40 on
