Sales Readiness for Each Stage of Your Startup

sales readiness for startupsYou can’t just set and forget sales enablement or readiness initiatives. As your startup grows and your operating environment changes, so do the challenges that your sales organization is dealing with. That’s why your sales reps will need different things to develop and improve their sales readiness at each stage of your business’ evolution.

Sales-Stages-of-Startup

1. Sales acceleration

Product stage:

Focus is on testing and validating your product
Revenue:

$100k to $500k
Funding stage:

Bootstrapping or seed funding
Size of sales team:

1 to 2 (often including the founder)
Sales structure:

Often unstructured with ad hoc process development
Sales challenges:

No dedicated sales enablement resources but the business needs some quick wins to help it validate its business model. The key challenge here is making sure they hire the right salesperson as one wrong move can lead to disaster.

Essential sales readiness initiatives:

At sales acceleration, it’s all hands on deck. While resources are scarce, putting in place the bare bones of a sales readiness program will set your business up and help new reps hit the ground running. These initiatives include:

  • Basic sales onboarding to give new hires the knowledge they need to get up to speed quickly.
  • Basic collaterals to support sales conversations and drive simple marketing campaigns.
  • Preliminary buyer personas that start defining who your target audience is.
  • Simple processes that ensure you’re not recreating the wheel either every new hire or customer conversation. This includes bringing together information and tools and putting in place same basic messaging principles.

2. Revenue acceleration

Product stage:

Refining and testing as market knowledge increases
Revenue:

$2m to $10m
Funding stage:

Series A to Series C
Size of sales team:

5 to 30
Sales structure:

As you hire rapidly the sales team is scaling. To meet the needs of the growing team defined sales processes, guidelines and procedures are put in place.
Sales challenges:

New product features are being added every week which is continuously impacting your customer value proposition and pitch. Sales team turnover is increasing as you hire rapidly and need to show investors that you can achieve results quickly.

Essential sales readiness initiatives:

It’s all systems go with both your product and sales team. To meet growth targets your sales team needs to keep up with a constantly evolving product and new team members. This small startup is now looking like a fully-fledged business.

  • As the product is refined, the customer messaging changes regularly. To keep up your sales reps’ messaging needs to be almost constantly re-calibrated.
  • Your competitors are just as active as you, which means your sales reps need to be updated regularly on your product, competition and industry changes to make sure they’re always one step ahead of their customers.
  • A structured onboarding program is now essential thanks to your fast-growing sales team.
  • While individuals have previously led process initiatives, it’s now important to develop sales processes that are driven by business requirements.
  • Getting the most from every sales reps is crucial. Driving sales efficiency, so you can achieve more with the same resources will help drive sales performance.
  • Other support departments in your business are also growing, like Marketing and Product. In order to stay on top of what they’re doing and co-ordinate efforts collaboration is vital.

3. Hyper-growth

Product stage:

This is now

well-refined
Revenue:

$10m to $100m
Funding stage:

Series D to Series E
Size of sales team:

30 to 250
Sales structure:

Distributed

sales force located in multiple markets. Your competitors are starting to take notice and more are entering your niche.
Sales challenges:

As you grow hiring and onboarding increasingly become even more challenging especially as you start hiring in new geographies and internationally. Sales management starts to feel the unique challenges of managing remote individuals and teams.

New products are introduced which also requires reboarding of your existing reps.

Essential sales readiness initiatives:

You’re no longer part of a small business. With growth comes the challenge of managing more people and ensuring they’re all on strategy and singing in the same key.

  • Sales onboarding continues to evolve and is now a regular and predictable process.
  • With each new product launch there is a need to co-ordinate the approach, not just within your sales team, but also between your other business functions.
  • A sales kickoff is now an integral part of your sales calendar, designed to invigorate, inspire and keep your reps on track.
  • With so many reps across a wide range of locations, keeping them all on message can be a struggle. That’s where certifying their message can help bring consistency regardless of geography.
  • Coaching is now an essential part of your sales managers’ roles. They lead this initiative to drive sales effectiveness and skill development.

4. Profit and expansion

Product stage:

Maturing
Revenue:

$100m and beyond
Funding stage:

Pre-IPO
Size of sales team:

250+
Sales structure:

Proven sales processes and methodologies are in place and they support your mature sales organization. The goal now is to achieve a predictable sales method that produces predictable results.
Sales challenges:

Sales effectiveness and capacity building are key, but they must be achieved while still managing to keep costs under control.
Essential sales readiness initiatives:

Your sales engine is now scaling to achieve predictable revenue. All your sales initiatives are designed to keep the machine humming along while identifying new and innovative ways to enable your sales team and continuously improve how they operate.

  • It’s all about the data now, so you’re constantly looking for ways to refine and improve the metrics that are helping you drive your business.
  • New capabilities and capacity are being built to ensure that predictable revenue can be achieved.
  • Your internal culture needs some focus to ensure that it is geared to constantly enable your business. This mindset should permeate every aspect of your business including strategy, analytics, logistics and operations.

What your reps need to always be prepared and sales ready is constantly changing. Even once your business has matured post-IPO your sales readiness initiatives will need to be evaluated and reviewed on an ongoing basis. This is because, just as your business always strives to achieve more, so do your competitors and your customers. This drives the momentum for continuous improvement. Once you have the essentials in place, sales readiness is about taking your sales reps to the next level so they can always stay at the top of their game.

Sales Disrupted: A Framework to Deal with Disruptive Forces

We live in an age of constant change. An age where disruption is the new normal. But there are some events that can jolt your sales organization into a new phase instantly. And in an instant, you have to rethink your approach and adapt.
Sales-Disrupted

The disruptions that impact our customer’s most often include:

  • Mergers and acquisitions
  • Preparing to IPO and beyond
  • A surprise new competitor
  • Regulatory changes that impact how you sell

Perhaps your business has been part of a merger or acquisition or is preparing to IPO, a new competitor strategy has taken you by surprise, or a regulatory change has completely changed how you can sell. These significant events can take the

sales readiness of your sales organization

back a step or two and it can take you weeks, months or even years to recover and adapt. But that doesn’t mean you need to recreate the wheel every single time. By following or framework you can identify how your business needs to adapt and get back on track quicker.

A framework for enabling sales disrupted

The key to recovering from a sales disruption is to be agile. Your reps need to be enabled so they can pick themselves up and get back out there quickly.  But speed alone isn’t enough if your reps aren’t prepared with the right things to get them back on track.

Before reacting, take a step back and look at

what parts of your business

the disruption is impacting:

  • Resources: Do you have the right resources to take your business forward? This isn’t just about having enough salespeople, but also consider whether they’re all up to standard. Perhaps you need more support resources or different tools to help your sales organization be agiler.
  • Processes: Do your processes meet the needs of your sales organization now? Your processes need to be agile enough to adapt or at least be reviewed when a disruptive change occurs. It’s also important to look beyond your sales processes and to any other business process that may be impacted like customer success or logistics to ensure that they also meet the needs of your new world order. The more stable and adaptable your processes are, the easier it will be for your business to react quickly to disruption.
  • Values: Your corporate values flow through your entire organization, but how are they applied to your sales organization. Your sales reps need to have some autonomy to apply your values, but these need to first be communicated well so they are applied correctly. This can filter down to the type of business you wish to attract or how your reps react when faced with stiff price competition. Agile businesses empower their employees to act within their values.

Taking this approach one level down, you can then establish an enablement framework that considers the three areas where your reps may need support; Knowledge and Messaging, Sales Skills, and Execution Discipline.

Here are some questions you can ask yourself to help identify what enablement initiatives need to be in place.
Knowledge-and-messaging

What initiatives your sales organization needs the most will depend on what has caused the disruption to your business. For example:
Disruption #1: Mergers & Acquisitions:

 The core objective here is to retain customers and maintain momentum through a period of internal change. Often knowledge and messaging is the most crucial focus area for enablement activities as reps require regular communication and the value proposition may need to be rebaselined.
Disruption #2: IPO:

 As you prepare for IPO execution discipline is key, ensuring you have all your processes in place. Post-IPO this may shift to knowledge and messaging as communication becomes more important and the business’ messaging changes.
Disruption #3: Surprise competitor:

 Knowledge and messaging are critical when going into battle with a new competitor. YYour value proposition needs to be sharp and your reps will need to be up-to-date with the competitive landscape and offerings.
Disruption #4: Regulatory changes:

– While knowledge and messaging is important, depending on the regulatory change, it may impact the sales process and the skills your reps require.

Put a plan in place

To drive your enablement program put in place milestones and a process to achieve these. For example, if you want to develop a consistent message across the organization, what’s the message? How will you communicate this? How will you know that it has been a success? Who will need to be involved in the process?

This plan will map not only what needs to be done, but also which stakeholders will be involved in each step and what other tools you need to achieve it.

Measure, measure, measure

Once you know what areas require focus you can then consider what insights you require. The closer you are able to monitor your reps progress, the quicker you will be able to identify any gaps in their knowledge or skills and plug them. This will keep any revenue leakage from the disruption to a minimum.

By focusing in on leading indicators of

 sales effectiveness and efficiency

, rather than lagging indicators, the more control you will have over your revenue. For example, if your value proposition has changed then reviewing your reps’ elevator pitch will be important. Role plays can be used to provide coaching and feedback and certifications provide a mechanism to measure how prepared reps are for their customer conversations.

Dealing with disruption is never easy. Knee-jerk reactions are common, but they rarely have the desired effect. By following a structured approach you can ensure your sales reps are enabled to deal with the disruption quickly and confidently. Who knows, it may even put you in the position to outsmart the disruptive force.

How does Data Drive Content Adoption and Learner Engagement?

data-drive-Content-learner-adoptionDid you know that

up to 80%

of all content produced for sales teams is never used? By leveraging microlearning and knowledge retention techniques in your sales enablement programs you can drive content adoption and learner engagement and ensure your investment is not wasted.

What is microlearning?

Microlearning, or bite-sized learning, is where information is broken down into smaller chunks so that it’s easier for sales reps to consume and retain. The bite-sized content is also perfect for just-in-time training, which means it’s more likely to be consumed.

A programme of content, or

a “micro-curriculum,” can be drip-fed over days, weeks and months. Leveraging quizzes and knowledge checks, with techniques like repeated retrieval and spaced repetition, sales reps can retain more information long-term.

Who benefits from microlearning today and how?

Millennial salespeople make up a significant portion of the current sales population today. B

y

2025 it’s estimated that millennials will account for 75%

of the global population. That’s why it’s important to address the preferences of the millennial workforce when implementing sales enablement initiatives, and millennials have a preference for brief, bite-sized content.

But it’s not just millennial salespeople that benefit from microlearning. All sales reps can benefit from microlearning, particularly with busy schedules and distributed locations. But just because information is bite-sized doesn’t necessarily mean it’s engaging. You still need to ensure the content is engaging.

How do you develop engaging content?

There are two common challenges to overcome when creating engaging content:

How long should the content be?

This depends on several factors including:

  • The demographics of your audience (like age and education level)
  • The subject matter (is it about new product features, process changes or specific skill development)
  • How important the content being shared is (is it ‘good-to-know’ or a business imperative)
  • How frequently the content is updated (is this static or evergreen content, or dynamic information like competitive insights)
  • How frequently will learners be exposed to this information (is it once-off baseline or onboarding knowledge, or part of ongoing training)

How can you drive learner engagement?

While many consider this question after sales training is completed, this question really should be addressed as the program is being designed. This will ensure the design can incorporate any features that will drive engagement, like knowledge checks.

How does Mindtickle solve these challenges?

Mindtickle is a sales readiness platform that helps high-growth customers like AppDynamics, Nutanix, MuleSoft and Cloudera solve these issues. Our experience gives us access to data (1)

from of over 200,000 sales representatives that span a broad range of demographic parameters – including age, education level, industry and type of sales team set-up (inside, field, BDRs etc.).

To find answers to these questions we conducted a deep-dive analysis to identify trends and best practices for content adoption across industries.

As a part of this analysis, we looked at several factors including the length and type of the content, time spent reading content, and whether the content included assessments. We also conducted additional analysis to find points of relevant correlation and to identify actionable results.

Now, let’s look at our findings for each of the challenges.

Challenge 1: How long should the content be?

Across all industries, salespeople are more likely to complete a module if the document is less than 5 pages long, but this drops drastically when the document contains 15 or more pages.

Document length and completion rate

But the size of the document isn’t the only factor, it’s also important to consider how much information is on each page and how it’s presented. To ensure the information is easier to read:

  • Use bullet points where possible to reduce text
  • Summarize content in graphics where possible
  • Use a complementary palette of colours that’s easy to read
  • Don’t use images just to add aesthetic value
  • Limit yourself to one concept per page

Of course, it is sometimes necessary to have longer documents due to the complexity and nature of the content or to achieve the desired learning outcome, but the document can still be made easier to read with these suggestions.

Challenge 2: How can you drive learner engagement?

The concept of ‘Test to Teach’ has been

well-accepted as a preferred alternative

to traditional testing in the context of school education.  The same principles apply to adult learners.

In her article 

Facilitating Adult Learning: How to teach so people learn

, Dr Lela Vandenberg talks about ‘Application and Action’ as an important principle when designing a program for adult learning. She says, “adult learners are busy, practical, and learn by doing. They learn best when:

  • There is an immediate application for the learning
  • They participate actively in the learning process
  • They can practice new skills or test new knowledge before leaving a learning session.”

Our data on sales reps confirm this. We found that sales reps spend more time on modules that included a quiz than those that didn’t. In fact, the presence of a short quiz improves engagement by 34% on average.
time spent content length

Though the overall findings are consistent across industries, the impact on each industry is different.
time spent industry

Including a quiz in the sales training module increased the time spent on a course considerably, particularly in the Pharma, BFS, E-commerce and Electronics industries.

Whether or not you should include intermittent quiz or knowledge checks will depend on the objectives of your sales enablement initiatives. And in case you were wondering, there is a difference between a quiz and a knowledge check. According to

The Training Doctor

:

  • A quiz is used to test a learner’s ability to apply content. Their responses are scored based on predefined parameters, with results often recorded and compared to their peers.
  • A knowledge check is used to review the content a learner has received to ensure learning took place. Learners are usually able to review the content until they feel confident enough to apply this knowledge.

In summary, optimize the engagement and adoption of your sales enablement initiatives by:

  • Leveraging microlearning – keep content short and to the point, between one to five minutes
  • Keeping content brief – below 15 pages but preferably less than five pages if possible
  • Making it easier to read – use bullet points, short sentences and graphics
  • Using quizzes and knowledge checks

While this analysis provides insights into how content can be made more engaging, it is always important to consider your own specific circumstances. Conducting a similar analysis with your own data will highlight any unique factors that may improve engagement and content adoption amongst your own sales reps.

By leveraging powerful data analytics you can empower your managers to make informed decisions and design more effective sales enablement initiatives. Data analytics will also help you prepare your sales reps for more effective customer conversations and equip them to become true champions for your organization.

 Footnotes:

1

Data Source: Usage Data of 200k+ Sales Reps on Mindtickle from January – April 2017.

[Podcast] Do’s and Dont’s of Sales Enablement Hiring (Episode 19)

In this 13 minute podcast, Harrison outlines:

  • How he tests new sales tools out
  • The three mistakes to avoid when hiring your sales enablement team
  • The best resources to inform your sales enablement strategy

To download or subscribe to the Sales Excellence podcast login to

Soundcloud

,

Stitcher

,

iTunes

or find it

here

.

“CAKE’s at an interesting time right now. We’ve we’ve really established who we’re going after and circled back to make sure the product is what our customers need. We’ve also seen a dramatic incline in sales and now have to build out and establish the process that will cradle that success,” explains David Harrison, Manager of Sales Enablement at CAKE Corporation.

CAKE Corporation is a restaurant technology company that is on a mission to make it easier to run restaurants. Harrison was their first dedicated sales enablement resource and he’s now focused on building out the team and getting their sales stack right.

“One of our big initiatives as a sales enablement team is trying to understand the climate of sales tools that are currently out there, what can help us, and also what can hurt us. An ongoing process for the sales enablement team is to make sure that our sales process is rock solid, and supported by the proper tools because it can really go sideways pretty quick,” he warns.

Another factor that can make or break the impact of sales enablement initiatives is having the right people in place.

“I’ve become a big believer in team dynamics, which has helped mold my hiring strategy. One of my favorite movies is Disney’s Miracle that’s about a 1980’s hockey team that plays the Soviets. In the movie, the coach, Herb Brooks, says “I’m not looking for the best players. I’m looking for the right ones.” I think that applies when it comes to hiring, especially for small teams. There isn’t a one-stop shop for the right sales team, and there’s never going to be one for sales enablement either. It’s unique to what the team needs.”

In Conversation with Dabur on Sales Effectiveness

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.

Boost your sales efficiency!

See Mindtickle in action today!

5 Steps to Evaluate a Sales Readiness Solution

steps-evaluate-sales-readiness-platformYou know that sales enablement can help your sales reps be more effective at their role, but how do you know which sales enablement platform is best for you? There are so many to choose from and some have very different features, which can make comparing them confusing.

Generally, sales enablement platforms fall into two categories;

sales readiness and sales asset management

.

Sales readiness platforms help you prepare your sales reps to have meaningful conversations with their customers. Sales asset management platforms enable reps to manage their sales content. In this post, I’m going to focus in on the five steps that will help you find the right sales readiness platform for your business.

Step 1: Step back and define your objectives

While you may be eager to pick a solution and get started, it’s important to take some time to reflect on what you’re trying to achieve first. While you may feel like you’re wasting precious time, in the long run, this step will save you from making the wrong decision, and it will help you gain clarity on what your business really needs.

There isn’t a one size fits all approach to sales readiness, what your sales reps need to be sales ready may be very different from other businesses. Consider the following questions:

  • What stage is your business in?If you’re scaling rapidly perhaps you’re struggling to ramp up all your new hires effectively with your current onboarding program. If you’re an established business with a large sales team perhaps you find it challenging to keep all your reps on message.
  • How dynamic is your industry?If your competitors (and you) are releasing new product features every other week, then communicating regularly and keeping your reps on message is crucial to their readiness.
  • How much visibility do you have on your reps’ capabilities?If you don’t have a process in place to identify skill or capability gaps then a solution that enables you to assess their capabilities would be helpful.
  • Are you developing a culture of coaching and sales effectiveness?If the majority of your reps aren’t meeting quota regularly or turning over too soon then your coaching process may need more structure to give your reps the cadence they need to close more deals. Your managers may also need more support to create a culture of coaching and feedback, enabling them to focus on broader sales effectiveness, rather than just pipeline and sales skills.
  • Is your business in need of a sales transformation?If you’ve recently gone through an M&A or you’ve launched a new product you may need an effective way to ensure your customer-facing team is aligned to the new messaging quickly and effectively.
  • Is your current system really working?Old school LMS and classroom training sessions just don’t cut it anymore. To keep your reps engaged, achieve ROI for your sales enablement efforts and keep up with your competitors, it may be time to update your system to something that addresses the sales issues you face today.

Once you have identified your key objectives, you’re ready to move onto the next stage.

Step 2: Identify your dependencies

Your sales readiness platform is probably not the only tool in your sales stack. While all these tools are designed to make life easier for your sales team, they can actually make it more challenging if they’re not integrated. After all, how many logins can you remember?

That’s why it’s a good idea to identify what tools or platforms you would like your sales readiness platform to talk to. Would reporting be easier if your sales readiness platform could report based on the categories in your CRM? Would your sales reps find it useful if your sales readiness tool could help them identify contextual content for customer conversations from your sales asset management tool?

By including this level of integration on your wishlist you can narrow down the sales readiness platforms that best suit your needs.

Step 3: Prioritize what’s important

This is where the objectives you identified in step 1 become important. They should drive the features and functionalities that you need the most from your sales readiness platform. It’s helpful to identify what your priorities are using a basic framework and then listing out the key elements that your business needs under each category. I suggest using a framework that includes knowledge enablement, skill development, scenario-based training, analytics and other features:

Knowledge Enablement:

This refers to the ability of your reps to use knowledge in the context of their sales situations.

Feature: Learning modules

You need this if you want to

    • Assign modules to personalize learning tracks for different learners or groups.
    • Selectively invite individuals and groups to learning modules.

Feature: Mobile app and bite-sized content files

You need this if you want to

    • Share regular updates on new product features, competitive insights, success stories and marketing collateral in real time.

Feature: Assessments and Certifications

You need this if you want to

    • Customize benchmarks or pass scores for goal-based assessments.
    • Generate and award certificates to reps when they complete a level.

Feature: Flexible content formats

You need this if you want to

    • Import content from other sources (like Dropbox, Google Drive, Slideshare or Youtube).
    • Directly upload or amend content in any file format.
    • Create short and long form training content.

Feature: Quick quizzes

You need this if you want to

    • Measure knowledge retention with pop quizzes and reinforce key information.
    • Intertwine quizzes with content for effective reinforcement.
    • Conduct timed quizzes and randomize questions.

Feature: Easy content search and discovery

You need this if you want to

    • Enable your reps to be able to find content easily when they need it.
    • Ensure your reps can bookmark content so they can access easily.
    • Enable content to be saved offline so they can find it anytime.

Feature: Gamification

You need this if you want to

    • Drive adoption and ensure your sales reps actually use the platform and even enjoy using it.
    • Customize rewards based on content importance.

Feature: Integration with other systems

You need this if you want to

    • Integrate with your sales asset management tool so you can enable your reps to access content that is relevant to their specific situation at the time they need it most.
    • Integrate with your CRM so you can leverage the segmentation and team profiles you have created there for analytics or to allocate learning tracks.
    • Integrate with HR systems so you can leverage the team and individual profiles you have created there for analytics or to allocate learning tracks.

Skill development:

These features help your reps handle specific sales scenarios.

Feature: Structured coaching

You need this if you want to:

    • Enable contextual coaching so managers can objectively observe reps while they are in their sales motion. They can then provide feedback and training and support reps when navigating complex sales scenarios in real time.
    • Give your manager the ability to conduct on-the-job coaching, even when they’re in a different location to their reps. They can observe and rate how reps perform their sales activities

Scenario-based training:

These features help your reps execute your plan through coaching. This teaches them to follow the sales process and even receive specific feedback on their deals.

Feature: Video / audio role plays

You need this if you want to:

    • Help your reps practice how they respond to specific and contextual sales situations.
    • Ensure your reps are articulating your product value proposition consistently, know how to demo your product or can deliver a compelling elevator pitch.
    • Enable managers to review video, voice over powerpoint, voiceover screen capture and audio responses in real time.
    • Enable managers to review and grade email responses and offline learning.
    • Customize evaluation parameters for role plays.

Feature: Automated workflows

You need this if you want to:

    • Enable your sales managers, sales enablement or other team members to provide qualitative and quantitative feedback on the video or audio recordings your reps submit.
    • Create accountability and a cadence for coaching, so it becomes something that your managers and reps do every day.

Feature: Best practices library

You need this if you want to:

    • Share best practices and success stories across your team and facilitate peer to peer learning.

Feature: Contextual remediation

You need this if you want to:

    • Suggest training tracks to reps based on identified knowledge or skill gaps.
    • Automate training based on gaps identified by their manager.

Analytics:

These features help you drive accountability, identify knowledge and skill gaps, and report back to sales managers and leaders.

Feature: Drill down views and reports

You need this if you want to:

    • Measure and track the engagement and retention of each rep, sales team or region.
    • Track cohorts (based on their onboarding batch, sales kickoff attendance etc) to see how each has performed against other cohorts.
    • Export user data into Salesforce.

Feature: Reporting on content effectiveness

You need this if you want to:

    • Identify which content has an impact on your reps’ performance and which do not.

Feature: Reporting on business impact

You need this if you want to:

    • Correlate sales enablement activities with business outcomes. This will help demonstrate the impact on revenue of initiatives or improvements in capability.

Other priorities

Aside from features, there are several other questions that you may want to ask a vendor including:

  • What is their roadmap in terms of product enhancements and expansions?
  • What are the minimum software/hardware requirements to use the solution?
  • What are the solution’s implementation strategy and process?
  • How long will the implementation process take?
  • How much of your support is typically required during implementation?
  • What Is Customer Success support available after implementation?

Step 4: Evaluate platforms against your priorities

It may be tempting to just pick the first platform you demo but it may not have everything you need. It’s important to at least compare two or three sales readiness platforms so you can see just how different they are. By listing out the criteria that are your priorities, and then assessing each platform against that criteria, you can objectively identify which platform will best meet your needs.

Step 5: Get feedback or read reviews

Once you’ve identified the sales readiness platform that best meets your needs, it’s always helpful to hear from people who actually use the product. This is actually easier to do than you may realize. Websites like G2 Crowd allow users to provide unbiased reviews of software platforms they’ve used in real time. You can see how people rated different aspects of each platform and read their comments about what it’s like to use the tool.

While it may sound daunting, by taking a little extra time to evaluate and choose the right sales readiness platform you will save yourself a lot of time and effort in the long run.

Sales Knowledge Transfer: The New Enablement Framework

sales enablement knowledge transfer

Last week, during the

SiriusDecisions Summit 2017

, analysts Peter Ostrow and Christina McKeon unveiled a new framework. This addresses the top challenges sales leaders face today:

  • The inability of sales reps to connect their offerings to the needs and challenges of their buyers
  • The inability of sales reps to differentiate their product from that of their competitors or the status quo
  • Their sales reps’ general knowledge gaps, such as product knowledge, understanding their customer or industry

Resolving these issues is not easy, but the new Sales Knowledge Transfer framework lays out how to approach each challenge. In particular, it focuses on ensuring the sales team can articulate value, connect with buyers, and properly use their knowledge about products, industries, and competitors during each phase of the sales cycle.

Companies that have complex solutions, operate in a competitive environment, or have an evolving product line, are especially vulnerable to these three challenges. Sales enablement leaders need to prioritize and architect how they will educate, assess, certify and keep their sales team up-to-date on a routine basis.

The five phases of knowledge transfer

SiriusDecisions outlined five phases for a successful knowledge transfer program:

  1. Audience
  2. Knowledge
  3. Planning
  4. Programs
  5. Adoption

This is an interesting approach that helps focus your enablement efforts in a sequence that builds upon itself to deliver a comprehensive program. The first step involves creating

“Sales Personas”

. The knowledge required is then mapped to each persona before creating an enablement plan and rolling out the program. The final step requires a dashboard that enables you to track adoption and course-correct elements of the program.

Is this involved process too much?

I don’t think so.

In my experience, each of the steps outlined in the key requirements for rolling out a program that will have an impact. In particular, I like the idea of creating “sales personas.” This involves identifying the different types of sellers your organization has, how they best learn and their challenges. This is similar to creating “buyer personas” – but for an internal audience. After all, we all know that one-size-fits-all enablement programs don’t work, but we rarely take the time to truly break down our own sales teams’ needs into different documented personas. This approach will benefit not only the Sales Enablement team but also Product Marketing and Corporate Marketing as well.

Sales Training 2.0?

On the surface, this approach looks like you’re just organizing your sales training better, but there is one major point of difference. Most companies approach sales training as a one-time effort to get their sales reps up-to-speed on a certain topic. This means training is often short-lived and often done in isolation or in response to a particular event (like a new product or a change in selling methodology).

SiriusDecision’s concept of knowledge transfer takes a different approach.  Rather than look at what training reps need, it considers what type of sales knowledge they require at each stage of the buying cycle and how it should match different sales events.

Taking a sales enablement perspective, the approach requires you to define all the different ‘knowledge elements’ your sales team needs and determine the best way to achieve this. In addition, it requires consideration of how to ensure the team is actually absorbing the information, certifying them so they can actually use their knowledge in specific sales scenarios, and determining how to identify what else needs to be transferred to the team.

Effectively implementing a ‘knowledge transfer’ program means taking control of what your reps need to know and rolling out a repeatable process. The process shouldn’t disrupt the team, but rather ensure they are always on top of the latest product, customer, industry, and competitive information they require to be successful.

Sales readiness and knowledge transfer

For Mindtickle customers the framework may look similar to our sales readiness approach. Being sales ready involves putting together a process to routinely update your sales team without disrupting their work. At the same time, the process should give them quick access to the knowledge they need to do their jobs effectively.

To address their key challenges, sales enablement leaders should take a closer look at how they are managing the sales knowledge transfer process at their company. By putting in place initiatives that better coordinate enablement efforts for their teams, they can overcome some of the issues that are currently impacting their sales performance.

[Podcast] Why Sales Enablement is a Must-Have for Your Company? : Episode 18


In this 16-minute podcast, Crepeau and Wolber outline:

  • Why there is a pressing need for sales enablement
  • What industry trends are shaping B2B sales
  • Common mistakes sales enablement leaders commit
  • The key sales enablement initiatives at G5

“Today, sales enablement spans every function within the organization. Let me take a step back, and say why sales enablement is so hot now in my opinion. Having sold enterprise technology for more than 25 years, the reality is it’s harder to sell than it ever has been. Only 60% of reps are hitting quota, leaving 40% of reps unsuccessful in reaching their targets,” explains Steve Crepeau, CEO of True Sales Results.

Following on from the previous podcast, where Steve Crepeau and Mike Wolber discussed how G5 built a successful sales enablement team, they share their thoughts on why enablement is a must-have in every company.

In this episode, they also discuss what mistakes organizations commonly make when setting up their sales enablement team. “The biggest mistake is not having executive buy-in. Regardless of how large or small the sales team is, without the support of leadership, it is difficult to execute a sales enablement program,” explains Crepeau.

“The second mistake is not assigning a superstar performer to head sales enablement. I think sometimes you pick someone who seems convenient because you’re afraid of taking such a productive resource out of the field. And then you have the wrong person heading up sales enablement within your organization,” he adds.

In Conversation with MuleSoft on Sales Coaching

 

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:

  1. Are

    their reps doing what is important?

  2. 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.

[Podcast] How G5 Created a Successful Sales Enablement Team (Episode 17)


It’s no secret that every company has a unique take on sales enablement – and G5 is no different.
In this 20-minute interview, Wolber and Crepeau outline:

  • The role of sales enablement at G5
  • How to lay the foundation for a new sales enablement team
  • Key goals a new sales enablement team should focus on
  • KPI’s and success metrics that matter

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“As a digital marketing company, we’re really focusing on best-in-class lead generation strategies. We want to help our partners and customers increase the value of their assets and net operating income by investing in the right advertising channels,” explains Mike Wolber, Sales Enablement Leader, of G5. G5 specializes in digital marketing for real estate companies.

Wolber was one of the first members of the sales enablement team at G5. In collaboration with Steve Crepeau, from True Sales Results, they have laid the foundation for their sales enablement function

.

I think that you can give five different sales reps the exact same toolkit; computer, documentation, training log and even the same manager But those reps are all going to approach conversations differently. They’ve got different DNA,” adds Wolber.
Just like each sales rep is different, so is each sales team and the team that supports them. That’s why it’s crucial to have everyone involved in the enablement of the sales organization.
“The sales enablement function needs to be cross-functional by design. You really need to work with professional services;  your client success team,  the sales enablers,  the sales reps, the inside sales reps,  marketing,  product marketing,” explains Crepeau.