Sales Training Courses

Sales training courses are designed to improve the sales skills of the sales team, from social selling to sales prospecting, cold calling, business development and sales presentation skills to name but a few.

Sales training courses and sales coaching are essential for a salespersons success. The stark reality is that ineffective sales training seriously effects a businesses growth and profitability not to mention employee churn.  Research shows that many CEO’s and people in sales leadership positions believe they obtain little or no return on the sales training they provide. Could this be that in many sales training courses there is a lack of mindset training.

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To build a successful team of salespeople, we should include sales mindset training alongside the list of sales skills training. Because in business, our most valuable asset many not be our product or service, our most valuable could be the mindset of the salespeople.

Sales mindset training extends out to helping individual salespeople to be bolder, to take more calculated chances and to have a more entrepreneurial attitude. On sales training courses, omitting to include “the sales mindset”, will result in the rubber band effect leading to little or no ROI. We know that as we teach the skills and behaviours required to succeed in sales, we stretch the mind of the salespeople. However, if the sales training doesn’t lead to a mindset or values shift, the salesperson just reverts back to type, just the same as a rubber band when you stretch it and release. Sales training courses need to embrace mindset training or accept a limited improvement in sales performance.

So maybe the first lesson on a sales training course is to help salespeople to let go of any biases holding them back. To understand how they contribute to the business world, the value they deliver and why their efforts are important and worthwhile.

Sales Training Courses

So, let’s move onto some other topics to be included on sales training courses.

  1. How to educate a prospect with new perspectives: Coaching a salesperson to open up a prospect’s mind to new, unconsidered and different solutions that solves their challenges.
  2. Collaboration skills: To earn the trust of the modern buyer, salespeople need to take a more collaborative approach to selling. This is about making buying easier, to inform and educate while eliminating the buyer V the seller in the minds of the buyer.
  3. Communicating Value and ROI: The skill to tell stories that clearly communicate the return a customer can expect, and the end result they will achieve.
  4. Active Listening Skills: To put the customer first, to practice actively listen skills so salespeople really learn about the customers business and challenges. Active listening goes hand in hand with great discovery sales questions.
  5. How to identify the prospect’s real needs: If discovery sales questions don’t uncover a buyer’s needs, then a salesperson will have a difficult time positioning the proposed product or service as the solution.
  6. Help prospects buy and overcome obstacles: Understanding the internal workings of the prospects business, creating honest dialog on the process and how to deal with them is important if time wasting is to be avoided.
  7. Create a convincing solution: If you can’t impress a buyer with your proposed solution that communicates how you will help them achieve desired results, you’ll struggle to close.
  8. How to get agreement on the buying process: Training the salesperson to get agreement from the customer on all the steps involved from both sides in the buying process.
  9. Creating a personal value proposition: What does the salesperson represent (linked to sales mindset) and what are the values they hold dear. Creating a personal value proposition and then sharing it builds rapport and trust.
  10. How to differentiate based on USP and the value they will bring: In sales training, too many courses teach salespeople how to differentiate based on product features and benefits. However, prospects are far more interested in the value the product or service will provide including the value of the salesperson themselves to the buying process.

There are many other elements to be shared in the delivery of sales training courses, the sales skills needed to achieve success in a sales career. Developing these skills such as social selling, effective sales techniques and sales prospecting etc take time and will be fine-tuned over time, but the investment in learning and improving oneself is worth it.

Selling Skills That Every Salesperson Needs

There is a whole range of selling skills that every salesperson needs to be successful in the modern sales 3.0 era. Thanks to the digital influenced world we live in, how salespeople sell has changed. The role of a salesperson is constantly evolving and a more consultative selling skill set is now required in most sales roles.

However, regardless of any sales methodology, one fact remains true: Successful salespeople will always be looking at ways to enhance their selling skills to achieve higher levels of performance. Whether it is getting better at social networking (social selling), developing their personal brand, improving how to do sales prospecting or account management, the reality is salespeople need support from sales management plus access to continuous sales coaching.

Both at the company and individual salesperson level, everyone has to invest more time learning and understanding the art and science of selling in today’s fast paced buying environment.

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Selling Skills Every Good Salesperson Needs

  • To have empathy and take the time to really understand a prospect’s needs
  • Ability to engage with a prospect at their level and on their terms
  • Is seen to add value to the prospect or customer at every stage of the process
  • An active listener along with skilled at asking questions to uncover challenges or objections
  • Can create a vision for the value that their product will bring for the buyer’s business

Let’s deep a little deeper as these selling skills.

Confidence and a can-do attitude.

Average salespeople do what is required, great salespeople do whatever it takes. A career in sales can be a bumpy road, salespeople suffer all manner of rejections by prospective customers along the way, and they need to be resilient, confident plus maintain a positive can-do attitude from the get go.

A winning mindset in sales “is not a question of do you know it, but rather of one ‘Do you want to do it?”. Because “If you want to do it, you will acquire the necessary knowledge and skills.”  In a sales career, a salespersons most valuable asset is not their value proposition, nor their sales scripts, nor their contact lists. Their most valuable asset is their mindset.

A confidence mindset allows salespeople to transfer belief in themselves and what they are selling to the customer.

An active listener and skilled at understanding the customers’ needs

Research has shown that successful selling is 54% listening and 46% talking. Whether prospecting or business development, active listening to really understand a customer’s needs (they may not even be aware of a need you have flagged as a result of listening to them) is a critical sales skill. Active listening isn’t passive as it involves asking clarifying questions. Salespeople need to understand it is more than just hearing what is being said. It means being constantly attentive to what the customer is saying and truly understand the sentiment or position of the other person.

We know that sales conversations are the key to successful selling in the complex, consultative, or solution type sale. So, effective sales conversations are the result of the salesperson taking responsibility for both their speaking and their audience’s listening.

Rapport building and selling their personality

Another critical sales skill to the ability to establish rapport and relatedness that opens trust with the buyer. So, selling their personality (and personal brand) is incredibly valuable. Being genuinely interested, authentic and engaging is the major plank in gaining buyers trust. Let’s take one step back, because great rapport building can be linked to the research a salesperson does prior to engaging a customer. Sharing insights and asking unique questions related directly to the customers business lets them know that the salesperson is not there just to run through the typical sales conversation.

Even in this digital world, people buy people. It’s about convincing the customer to listen in the first instance and then work towards gaining their trust that the salesperson is the best person to sell the product to them. A salesperson needs to sell their talents (product or market knowledge, problem solver etc) but, even more importantly, they have to sell their personality.

Business acumen and a drive for continuous self-improvement

Top salespeople possess a genuine interest in how business works. They have business acumen, an entrepreneurial drive and ability to self-evaluate their own performance. They can use this to engage customers and then create opportunities where they may not seem to exist. Successful salespeople also display a characteristic of business curiosity. They research and plan out the right questions to ask plus they seek out the right people to ask those questions to, along with finding the answers.

The forward thing sales professional will always see a sale through from execution to delivery as they value customers opinions and referral potential.

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Sales habit loop for sales consistency.

Salespeople have to acquire the skill via sales training that sales negotiation is a process not an event. This means having a well-planned out sales habit loop that consistently addresses all parts of the sales process. They pay attention to the 3Ps of selling – Prepare, Probe, and Propose.

So, there you have some of the selling skills that every salesperson needs. These critical sales skills that can make a difference in how salespeople sell – listening, rapport building, empathy, storytelling, and thinking on their feet, are things that most people in sales can probably do, yet ask ourselves – How much opportunity do they get to practice them? Sales leaders need to create a time and place to allow salespeople practice the more human side of selling to be successful in the sales 3.0 world.

Future of B2B Sales

Future of B2B Sales

Most sales leaders agree that B2B sales are on the verge of a great leap forward, with a series of changes that will redefine what it takes to succeed in the market over the coming years.

The use of data and analytics as part of a sales transformation or sales enablement program is allows sales people to forecast with increasing accuracy, their most valuable sales opportunities. In fact, forward looking companies are using data and advanced analytics to drive their sales productivity alongside revenue growth without adding to their sales teams or costs.

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Future of B2B sales

The change in the B2B buyers journey where they self-educate via content, are technically savvy plus a preference for engaging via the digital networks, is leading the charge for a new breed of sales leaders who have digital expertise plus a strategic approach to engaging customers. The change in the buyer’s journey is also transforming the composition of sales teams with a move away from customer facing sales towards a growth in inside sales and social sellers supported by analytics functions.

Add in the shift towards subscription-based models and you can see why it is critical to re-evaluate how customer engagement is managed. The sales world of recurring revenues means that deals need to be won monthly, quarterly and yearly. Customer relationship salespeople will become increasingly more important and digitally connected sales teams are aligning themselves closely to the buying journey the customer undertakes.

Science is replacing Art in B2B sales

The disruption to the traditional buyer- seller model means B2B sales is becoming more science than art. Selling, customer acquisition and target selection is now more data-driven because of the range of digital tools and advanced analytics available to sales leadership. The focus is now firmly on really understanding the “what, why, and when” of the customer buying process. Research from McKinsey shows that organisations who have embraced “the science of B2B sales” are seeing over 2X times industry average revenue growth.

An interesting statistic from the research shows it is the CEOs of the leading pack who actively lead the sales transformation. They understand that redefining their go-to-market strategy require cross functional alignment and unified execution from sales, marketing, IT, finance and HR. The future of B2B sales will require sales leadership to fundamentally transform their go-to-market strategy around three defining pillars.

Pillar 1. Engage the customer the way they want to be engaged

The debate of salespeople v social v digital is over. Driving sales growth in the future means combining all these resources. However, digital assets (social media channels, content, social selling, data, digital sales tools etc) will be the glue that holds a successful multichannel sales strategy together. To support this pillar, research shows that while 76% of B2B buyers found it helpful to interact (via social media, phone or meeting) with a salesperson when researching a new product or service, this falls to 52% for repeat purchases of products with new features, and down to only 15% who want to interact with a salesperson when repurchasing the exact same product or service.

So, sales leaders will have to plan and cater to the different preferences of first-time and repeat customers.

Companies will use the social channels and digital sales tools alongside the more traditional sales interactions when targeting new prospects who seek direct interaction with salespeople. Examples here include sharing white papers, customer case studies, webinars and interactive product demos, which help salespeople engage customers in the awareness and consideration stages of their buying journey.

For the repeat customers who prefer the online channel, companies need to deploy “socially trained” inside salespeople to keep ensure retention plus speed up the sale process. The inside sales teams will focus on engaging this customer set via social media, email, live web chat, and even live video calls.

Pillar 2. Using data and analytics to make faster strategic and tactical decisions.

Forward looking organisations and leaders will use data and analytics to action key strategic sales issues, such as which market or set of customer profiles to target, what sales opportunities are worth pursuing, resources (and engagement) needed on selected accounts, and to identify sales behaviours required to increase sales productivity. Sales leaders of the future using science in B2B sales will use analytics to build a detailed profile, account and product plan for each of their customers and ideal prospects. These plans will then be enriched with external and social data such as news, financial information, management profiles and market trends to generate a 360-degree view of every customer.

Science will replace art or gut feeling for sales management to identify the sales behaviours that drive sales productivity or how to match the right people to the right deals. Sales performance will be linked back to actual sales habits (sales planning, time management, frequency of customer interactions, conversations, nurturing, prospecting, solution proposals, win/loss ratio etc) so management will be able to identify the best salespeople.

Pillar 3. Nurturing and Growing talent for the digital era.

The socially connect and digitally influenced buyer is increasingly sophisticated and interaction savvy, so sales leaders need to adapt accordingly. Hiring and training a new generation of cross-functional and multi-channel comfortable salespeople will be vital.

Finding the right talent will only be part of the jigsaw, companies will need to invest time and resources in nurturing and growing their sales force. Most current sales training is not fit for purpose, this is why you will see lots more articles on sales transformation or sales enablement.

Some interesting facts worth noting are that adults only remember 10% of what they heard and approx. 32% of what they saw, just three months after the training has finished. But an adult will remember 65% of what they learn by doing. This insight is driving a transformation in how companies deliver sales training. They are evolving from slow instructor lead classroom training to online digital modules and “on-the-job” training where coaches help the salespeople to learn from doing.

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B2B sales trends

Getting started with the science of B2B Sales

A few tips on getting started with the science of B2B sales include:

Understand your current position. Begin by looking at the customer and how their buying preferences will impact the business. How customers buy (will buy) should determine what investments the sales organisation needs.

Take a longer-term view. What will change look like in 12, 24, 36 months? Taking a longer-term view means that sales leadership can plan for and invest in the right sales capabilities based on customer driven road-map.

Use data to test and learn. Buyer habits are changing faster than sales are responding, so speed matters now more than ever. Use whatever data on hand to test and learn, keeping the business nimble. Break down internal silos and set up a sales war-room to launch new multi-channel campaigns and messages. Maybe implement an agile test-fail-learn-adapt model to engage more buyers and then refine the sales tactics to include social selling, social reach, digital engagement etc.

The future of B2B sales will require vision, strong leadership and focus from the CEO and the leadership team plus an investment in time and resources to win out. However, companies using the three pillars in the science of B2B sales are already racing ahead of their competitors and driving sales growth at a faster pace.

The Key Elements of Digital Sales Transformation

Digital transformation and digital sales transformation is much spoke about business strategy terms (there is even Kudos within management circles for mentioning them). But what is it and what can it do for a business is less understood. How can a business benefit from digital sales transformation strategy is a question being asked in many companies?

I think we all have to acknowledge that the sales profession is going through a major transformation. Social media, mobile, and digital information means buyers are better informed and rely less on sales people in the purchasing journey. And that same purchase process has become longer and even more complex within the consultative type selling models.

digital-sales-transformation

Digital Sales Transformation could be defined as “How sales capabilities and competences need to be developed to address the “Connected Buyer”, meeting changes in the industry facilitated by digital tools”. In a nutshell, transforming sales performance will involve a combination of better training for the new age sales person, better use of technology/data, and better customer content to drive conversations.

It is not just another business buzzword to be bandied about at management meetings. The buyers journey is changing fast (wait till Millennials make up the majority of buyers!!) so it’s important to focus on real business and customer challenges and changes now.  Now it the time to have a clear approach, prioritise action and involve the entire marketing and sales force in any digital transformation process. Where to focus in terms of market arenas (capture more business in the short term), what is the right offering (product to market fit) and value proposition for these markets, and how to manage customer relationships and sales to win in the digitally influenced market, are some of the questions to be answered.

The digital tools I mentioned above as part of the definition of sales transformation are invading the business ecosystem, bringing with them major changes in the way we work, communicate, and sell but most importantly the change in how customers buy. As with most things in like, this has brought both opportunities and challenges, and has triggered the Digital Transformation within companies for all aspects of customer touch points.

Sales enablement needs to focus on “value messaging”, “social selling” and “consultative selling” skills training.

The starting point is focused on improving the business awareness of the sales teams because the old sales methodology of selling product features to increasingly more sophisticated buyers will not cut the mustard.  Sales professionals must be able to map the buyer’s journey, understand “Ideal Customer Profiles”, deliver compelling insights (using a variety of content) to differentiate themselves (Why me!!)  And communicate this value to close more business without being dragged into the pricing discount race. So sales enablement leaders are looking to “value messaging”, “social selling” and “consultative selling” skills training using social networks to help the sales force communicate and influence buyer perceptions of value.

The development of these new sales or marketing competencies revolves around the capacities for sales people to be more agile, buyer-centred, innovative, connected, aligned and effective with present and future changes in mind. The digital sales transformation will have many connected goals, but in the end striving towards optimisation across sales processes, support divisions and the business ecosystem of the always-connected customer where building the right bridges with the right people at the right time during the buyers journey is the key to success.

A reminder of the buyer’s journey: Today’s buyers, from consumers looking for a new car to company buying committees purchasing software, can easily research and compare products thanks to the visibility offered up from a host of social networks.

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The positive news is that with re-tuning for this digital era, sales teams have significant capabilities to impact the buyer’s journey to become a valuable influencer, aided by big data, digital selling tools, and organisational changes to the buyers’ growing level of self education.

The major themes of Digital Sales Transformation:

  • Find growth in arenas before your competitors arrive
  • Sell the way customers want to buy
  • Optimise sales operations and digital tools
  • Sales and marketing as a unified team who challenge the status quo and manage revenue performance
  • Empowering sales enablement to make change happen

Look Ahead

The whole purpose of sales transformation is to drive profitable growth within companies. It is about using insights, social signals and data to anticipate buyer interests and map out where untapped potential lies. They focus on being useful and valuable to buyers in order to lock in new customers first (and out manoeuvre their competitors).

Find growth in Social Data

The use of social data as part of the sales engagement plan can open up amazing sales opportunities. Companies from all sectors, B2C and B2B can build insights from a wide array of internal and external sources and create tailored selling propositions based on prospect personalisation. However to maximise the benefits of social data, social selling needs to be at the very heart of the sales culture.

Selling that matches the Buyer’s Journey

Generation connected customers have discarded their participation in traditional sales models. They want self-determined, more seamless, and rewarding buying experiences; they want more of the right information at the right time, more value from sales interactions and they want on channels of their choosing. For sales leaders, getting their heads around this is hard enough but transforming sales models in mature or emerging markets is a major challenge. But leading sales organisations are finding ways to improve digital channels, the availability of content plus maximising direct and indirect channels. Using social data and social selling they are cracking the code of how to integrate them all. No company can win today using old sales methodologies, so the smart ones are using transformation to manage a multi-channel approach to ensure consistency, maintaining close contact with customers and raising the sales bar. The best sales leaders are transforming inside sales and field sales, integrating online with inbound with social selling, orchestrating direct and indirect sales and marketing teams and using data to drive activity.

The best test and tweak constantly to bring value to the buyer’s journey and turn conversations into sales conversions. They embrace social networks, mobile and understand the benefits of building deeper customer relationships across all platforms with quality content. Finally, they recognise that digital is an additive process, so they work hard at seamless integration with every other sales channel to win.

Mapping the Customer Decision Journey

“12% of all B2B sales in the US will take place online by 2020 – Forrester”

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75% of purchases now start with an online search by the buyer. 90% of decision makers say that they never respond to cold outreach – (Harvard Business Review).  More than half the sales process has disappeared. B2B buyers are 57% of the way through their purchasing decision before they ever engage a sales person. In fact, a B2B customer will regularly use different interaction channels throughout the purchase process. The mapping of Ideal Customer Profiles and the Customer Decision Journey  around which marketing and sales collaborate has become standard practise in many progressive sales organisations. They also know that this journey is different by customer segment/profile, with varying needs and expectations at each point in the journey.

It is about ensuring the sales teams reaches the right people at the right time with the right offer.

Innovate Inside Sales

Cold calling is dying fast and some companies are still flogging dead horses. Sales transformation success can pivot on changing the inside sales approach. The leaders of the successful inside sales forces have recognised this. They use social selling to nurture customers early, long before any sales pitch. They seek to bring value and be a trusted source of information to unlock growth in key accounts which is the prerequisite for the consultative sale. Regardless of size or industry, there are always new ways for business development people to engage new customers.

 Blend your Sales and Marketing Engine

In transforming the sales engine, business leaders must ensure that marketing and sales teams work together to extract the full value of every piece of data or customer touch point. Despite their co-dependency, it can seem like marketing and sales are marching to a different tune. Successful sales leaders work with marketing (and vice-versa), benefiting from the market insight skills it brings and feeding these insights to the sales engine to maximise every campaign or lead. Research has shown that when the two teams collaborate to drive sales and revenue, companies enjoy higher sales growth.

Use Technology as an Advantage in Sales

The use of digital sales tools must evolve to keep pace with customer preferences.  Part of the role of sales enablement is to ensure the investment enables success instead being viewed as another big brother information tool. Appoint an owner whose focus is on acquiring and implementing the right tools to deliver the returns on productivity or performance the business expects.

Sales Transformation is about having the right Talent to Execute

Think “New Age Sellers”. Sales leaders can have all the social data, all the social selling training or all the digital tools available, but without having the talent who embrace this new progression, they will achieve little. Hard questions like do we have the right talent for our future sales plans or how many of our existing sales force can make the transformation we require have to be asked and answered.

 Make Digital Selling Part of your Sales DNA

Sales transformation is not about achieving some short term wins but embedding it in to the genes of the organisation for the long term. The companies who will win out in selling to the always connected buyer will create a culture that embraces social channels. They will prioritise sales training and throw the spotlight onto people who are playing a starring role as agents of change, and they focus on social collaboration between sales, marketing and support that goes way beyond the individuals skills to create sales capabilities embedded into the DNA of the entire organisation

Growth will be driven from the Top

Every sales leader has to step forward and be at the forefront of change. Because without strong leadership any transformation initiative will hit the rocks sooner than you think! Strong leaders will be given the platform to challenge the status quo or “the way it’s always been done “thinking. They will galvanise their team, they plan and map change while demanding results from the sales force who has been equipped to win. Senior sponsorship and stakeholder alignment is critical as well as a clear vision of where to prioritise the transformation effort.

A final thought

Undertaking sales transformation may sound brave but the insights to future buyer preferences remove it as optional. The rise of social channels and data brings enormous opportunities for value creation and sales growth, but there are many challenges along the way. Any companies planning to be in business five years from now should already be preparing for a major overhaul of how they sell, no business and no industry is immune.

 

 

A Social Selling Guide for Sales Leaders

A social selling strategy starts at the top. If sales management and senior executives are suspicious about social media – if they only see risk, their people wasting time clicking “Like” buttons and employees posting funny pictures, then they would be right to draw down the shutters and, in the process, cut off the opportunity social media presents.

If, on the other hand, they want to become a social business and prepared to invest in training to optimise its potential and reduce risk, to reconfigure operations so that departments work together digitally, not in silos. Then social selling could be the key to unlocking the data insights into customers and prospects. Where do they engage, digitally? What language do they use? How active are they? What external content do they share? There is a mountain of social data out there if a business knows how to mine it.

Some 62 per cent of Irish companies said they used social media platforms as their primary method for connecting with customers, up from 58 per cent and 46 per cent in 2014 and 2013 respectively.   (Compiled by CSO December 2015)

So how many of our companies have formal social selling programs, policies and KPI’s in place?

social-networks

The social networks allow us to interact with other human beings in meaningful ways online. Social Selling is an evolutionary step forward making the sales process more productive and meaningful. It is not about using social media to shout at, stalk, or spam people digitally. It is not about employing the social channels to replace cold calling/sales outreach or replacing the telephone with Twitter and LinkedIn.

The reality is that integrating social media into your team’s selling process is a must if you expect your salespeople to break through the competitive clutter and reach buyers who are better informed and more digitally connected than ever before.

A well planned social selling program will see sellers will use the online channels at the front end of the sales cycle to be useful, to network, build their online brand, and be found, demonstrate credibility, generate leads and conduct presales customer engagement. Social channels can and should also be used to nurture existing customer relationships and as part of account based management

To turn your sales organisation into a social selling machine, you need to do these things:

Accept that buyer behaviour and the buyers journey has changed. Sales management must shift their mindsets. The selling world is different than it was five or ten years ago. Some if not most of the sales tactics that worked when a business was building its customer base, are not working for sales teams today. Saturated with sales approaches, buyers ignore phone calls and emails from people they have never heard off. It takes so much more effort to break through the noise these days. Sales people must alter their sales approach.  The role of sales leadership is to help them learn how to do it.

Develop a social selling strategy. Engage both the marketing and sales teams as part of the planning process.  Be careful not to head straight for social selling training without having thought through items like culture, change, KPI’s, content and making social selling a consistent activity. Heading straight to tactics without executive sponsorship and a well developed plan is a recipe for failure.

Establish social etiquette and social media guidelines. Sales people need to know what is expected of them from their actions online. Sales people present themselves PLUS the company brand. Remember what is posted online stays there is forever, while mistakes are bound to happen a business can reduce any risk by ensuring that all the sales teams understand the art of communicating online. As important is to teach them what is and is not appropriate to say and do on behalf of your company when they are using social networks as part of their selling activities. Less than 26% of sales people know how to use social media correctly as part of their sales activities.

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Include social selling training into the bigger sales training plan. The digitally connected buyer means that sales behaviours have to change and sales people need to understand how to strategically use the social networks in the right way. If a company or sales people just view social channels as a vehicle to spam prospects with vanilla sales pitches, a huge opportunity will be wasted, and the company brand is put at serious risk. Social training should be ongoing and not just a one-time event at the end of induction training.

Implement and focus on the metrics. Social activity is not about doing more – make more connections, send more invitations, or do more demos. Without the right metrics and KPI’s, sales teams can waste a lot of time hitting like buttons. Without clear goals and objective sales people do not link their social behaviour to social etiquette, policies or structure. They commit “random acts of social” where at times self-promotion takes precedent over company promotion. The quality of sales activities as a result of social selling is what counts. Using the social networks to attain measurable sales results is more important than checking off the box that says sales person A sent 50 connection requests.

Be realistic in your expectations. Using the social channels is not a quick fix to increasing sales pipeline and revenue. No one who implemented a social selling plan saw results overnight. No surprise here as this is no different from any other sales tactics a business may have invested in for the sales teams. When it comes to the social channels learning how to do things differently does take time. This is why the planning that goes into providing the sales training and coaching that sales people need is vital so these new approaches bear fruit overtime.

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Social selling is an additive process. This is not a replacement for phone calls and prospecting emails. It is an additive approach, a prescriptive process like another arrow in the quiver that you should think about, “How do I apply social to every prospect, every deal, every account, every single day for no more than 30 to 60 minutes a day.

Forward thinking sales leaders know that social selling is not some snake oil, nor is it a gimmicky approach to selling. These leaders know social selling is another set of sales tools and an evolution in how we reach buyers in the digital era. Social selling is a complement to traditional sales methods—not a revolutionary approach that replaces them. Social selling, due to its ability to enhance the customer journey, is an incredibly powerful sales tool. But, like any tool, its value and utility are ultimately tied to the skills of the individual employing it.

The What and How of Sales Enablement

Sales enablement is linchpin that a business uses to bridge the gap between their sales strategy and how they execute this on social media, the phone or face to face. In a fast moving digital world, common sales challenges (buyer interactions, longer sales cycles, declining win rates, slowing customer acquisition and shrinking deal sizes ) can be mapped back to the same source — the conversations between sales people and buyers.

The challenge for sales leadership is to equip the entire sales team(s) with the ability to consistently and systematically have a valuable conversation either online or offline with the right set of customers at each stage of the buyer’s journey to optimise the results of the selling system.

The goal of sales enablement is to ensure that every sales person has the knowledge, sales skills and behaviours to maximise every interaction with buyers.” In other words, how can sales leaders create the environment to “get all your ducks in a row to give the salespeople the best chance of closing a deal?”

sales-enablement

A sales enablement framework for the digitally connected buyers should include:

Targeting the Right Prospects

Reports show that only 3% of buyers are in a purchasing cycle when contacted by sales. This blunt sales effort can be extremely for all stakeholders when lead nurturing is directed at the wrong buyers, who are not ready to buy, or worse just are not interested in what you have to offer.

Sales productivity is impacted due to sales people’s efforts not being focused on buyers who are middle of the funnel or already in the “I may have a problem” mindset. A better use of social selling and social data combined with sales intelligence as part of a sales enablement program will go a long way to helping this challenge.

Aligning the Sales and Marketing Teams

Sales enablement cannot be correctly implemented without aligning marketing and sales. Both departments need to work together to arm the sales teams with the right assets to have the right conversations with the right buyer profiles at the right time and in the right channels.

The reality today is that sales people need to be engaging and holding conversations with buyers throughout the whole journey, even while the buyer is in status quo mode (not yet aware that they may have a business issue that needs solving). It is about bringing a level of consistency to the whole sales process as both marketing and sales work together to interact with customers across the entire buying journey.

A consistent approach from sales and marketing will help assess the sales cycle, identify problem areas, fix them, and achieve the sales goals.

Understand where content fits In

This involves developing relevant content to specific buyers during a specific stage of the buying process. Content is a “must-have” asset in successful sales enablement roll-outs. This includes blog posts, white papers, infographics, eBooks, videos and reports which are deployed to engage customers and potential buyers. During the sales process, the sales team need to understand when to use each type of content and how to position it with their buyers and prospects

Ask and answer questions like:

What are the online personas each prospect will display?

How do we create content that aligns with that persona?

How do we deliver content to the sales people?

Who will produce and supply this content to the sales team?

How will all sales people be trained to use content effectively?

Which is the right combination of company-created, curated and shared content?

How to match the content to the stage the buyer is in?

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The role of social selling

For a whole host of reasons (which you can read in other articles on this blog), social selling is crucial for a sales enablement initiative in the sales 2.0 world. Once the content strategy has been mapped into the sales process, sales people can use these assets as 2nd click content to qualify prospects through the funnel. They can leverage the content to share with and engage buyers, showing that your company is already aware of their concerns and is ready to answer their questions.

A successful social selling program takes time to listen, share, post, nurture, engage and convert. Sales and marketing should work together to form concise messaging and offers that targets issues that buyers may be addressing now.

Measure your Results with KPI’s

If you can’t manage it, you can’t measure it, still holds true even if large parts of the sales conversations has moved online. Rather than try to measure too much, it may be more beneficial to focus on a small set of key performance indicators.

A tip is to separate the sales enablement metrics into two parts:

Performance metrics: How did we do?
How many new connections did we make last month or how much content did the sales teams share last week? How much reach, interest or engagement did we ignite?

Diagnostic metrics: Which is working/not working?

Which activities are working? What needs to be improved? What types of content are the salespeople sharing and with who? What content is not performing or which set of prospects are not responding?

These metrics will help all stakeholders make the right decisions; decisions which help the buyers engage and drive revenue.

Always prioritise the prospects

Too many times, businesses are thinking about “Me” and not “Them”. The focus can be solely on the company, the product, the messaging, the key differentiators, etc. They hone in on themselves and relegate their target audience and the audience’s needs. This internal focus impacts on true sales enablement.  So rather than helping the sales teams understand the buyers, the focus can be entirely on helping the sales team understand the products. Helping buyers through the buyer’s journey should the core of all sales enablement programs, from awareness to decision.

A quick summary

Sales enablement is critical as the business world in which we function has fundamentally changed. Out with the explaining the companies’ products and why buy messaging.  In is assisting prospects evaluate alternatives, helping and educating buyers. The focus becomes truly enabling the sales team to engage throughout the whole buyer’s journey, on their grounds and in the channels they choose.

The modern buying process means that different criteria have to be introduced. Using sales enablement as the guiding principle, sales organisations everywhere can set themselves up for success. The end result will be empowered and productive sales people, skilled in helping prospects across the buyer’s journey and bringing in more revenue, faster than ever.

The Sales Process

The sales process is a repeatable model that a business deploys for the sales teams to follow when moving a buyer from being a prospect, to a qualified lead and on to a paying customer.  This is an introduction to defining what is process could look like for your company.

sales-process

A sales process could be split into segments such as Knowledge, Research and Sales.

Knowledge

Product features and benefits  – Competition

Research

Define target market – Ideal Customer Profile – Sales intelligence on prospects

Sales

Prospecting/Social Selling/Lead Generation
Connecting
Presenting
Closing
Continuation

While the “Sales” element is the implementation aspect of a sales process, incorporating Knowledge and Research ensures a more holistic approach to customer acquisition. The below is a condensed version of how a sales process  template might look.

TYPICAL STEPS IN THE SALES PROCESS

Prospecting

This is the 1st step and involves finding new leads or “lead generation”. Prospecting is based on the research you have completed into potential buyers. Now using this information the sales teams use social selling, content sharing, social networking and any data to tee up the prospect prior to connecting.  Prospecting is not a smash and grab event, it may take weeks or months to build up enough influence with a buyer before a connection is made.

Connecting

This step entails initiating a contact with the set of prospects the sales person has teed up as to understand their business, uncover needs, gather more information, see if a product to prospect fit exists and gauge their potential to move up down the sales pipeline. This step may be played out over several conversations and may include site visits, free trials, free samples, product demonstrations and proof of concepts prior to moving down the pipeline to the presenting step.

Presenting

This step is about formally presenting your proposal or solution. It can include some sort of buyer urgency lever in certain situations. In value based or consultative selling this step can be time consuming, so it should positioned deep into the sales process for well qualified prospects. This step also covers off any objections, hurdles or customer policy adherence. Again, this step may take time and repeated interactions to conclude.

Closing

This step is involves buyer realisation of opting for your offering, concluding any final negotiations or pricing and buy-in of all decision makers.  It most companies it concludes with a Purchase order, signed order or contract.

Sales Process is Different from Sales Methodology

Now that we have covered off the “sales process”, I want to introduce the phrase “sales methodology”. Sales process is different from methodology and here is why.

The sales process (what to do) refers to mapping out specific steps, criteria and list of actions that a sales person must follow including updating the sales pipeline, in acquiring a paying customer.

The sales methodology (how to do it) is the approach or framework given to the sales team via training on how each step in the sales process is expected to be carried out.

Nearly every company needs both, a strong sales process and a sales team trained on the sales methodology which has been proven to deliver success.

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Examples of Sales Methodologies

Solution Selling

Solution selling has been around for over 30 years, this method involves needs discovery which then focuses on the customer’s pain points ahead of promoting the company’s products. Products are instead framed as solutions, and emphasis is placed on achieving agreement on what a resolution of the customers’ pain would look like.

Consultative Selling

This method grew out of solution selling, it differs in that consultative selling is centred on the sales person positioning themselves as a “trusted advisor” to the buyer, the premise being that they will gain authority and trust as time goes by in the buyers journey towards a purchase.

The Challenger Sale method

The Challenger Sale method is taken from a book of the same name.  The book outlines some five types of sales peoples profiles, the hard worker, the relationship builder, the problem solver, the lone wolf, and the challenger. The challenger profile was the one matched to high performance in sales. The challenger is characterised by a willingness to invest in learning about a buyers business, then to challenge the customer on their preconceptions (technology adaption, product match, ideal solution) during the sales process.

Social Selling

Social selling can be seen both as a sales model and methodology. It continues to rise in popularity alongside the rapid evolvement of the buyers journey from “being educated” to “self educated”. While not strictly selling, this method is weighted to driving up prospect engagement (with content, white papers, social conversations) by first creating great awareness and then getting buyers to consider the company. This acts as a prelude to direct customer connection.

Sales is a Process, Not an Event

Implementing a sales process with clear steps should result in:

Improved Outcomes. When carried out via a series of set actions, outcomes will improve leading to sales and higher margins.

Repeatable Activity. All sales activities should be repeated and repeatable to obtain the same desired outcome by any sales person time and time again.

Measurable Results. All outcomes that can be measured and compared

Relevant to All. A well mapped out sales process can be duplicated for other units or divisions.

Just having a documented sales process in place will not guarantee anything. Just like looking at someone’s LinkedIn doesn’t lead to a hot lead. Proper and repeated use is what makes the difference.

Regardless of the sales process steps or even the sales methodology you deploy as a company, success in sales hangs on two key locks, the ability to establishing real credibility and the ability to build trust with the buyers. Once your sales model is set up to achieve these two things then revenue will get generated. As buyers are now social in nature (and become digital natives) it is important to understand their journey. It is now all about the buyer as they are in control; they know what they want and when they want it. The key for sales leaders is to make sure that the sales organisations and sales training processes are in line with the buyers signals and expectations.

Sales Funnel Improvement Tips

How many people in sales really understand the sales funnel, the sales pipeline and the objections that can clog up the process? Success for many companies and start-ups depends on if they can shorten the sales cycle and speed up the sales process. It may come as a surprise to many sales managers that it is not product knowledge or productivity that separates out the good from the average in the race to revenue. The biggest key to unlocking revenue in sales is to understand the buyer’s perception of time.

sales-funnel-graph

The ability to move customers (cost of customer acquisition) through the sales funnel fast enough to bring in revenue can be the difference between success and failure no matter how good a business believes its product to be.

Even the sales and marketing gurus at HubSpot stated “buyer’s lack of urgency is the number one objection we face in the sales process.” So for sales teams to be successful, especially start-ups, they have to create a sense of urgency to move prospects faster through the pipeline.

The reality is that in today’s fast paced business environment, time is a scarce commodity. The seller’s time is scarce (need revenue) and the buyer’s time is scarce (need value now). Unlocking this time scarcity and getting the buyer to focus in on it is the key to a repeatable sales process and the means to a healthy sales pipeline.

The advent of inbound marketing and buyers own journey of discovery has seen seller time scarcity work well as a tactic. This tactic works well as the inbound customer is likely to be in the “consideration” or “Intent to buy” phases of the sales funnel, and moving closer to making a purchase. This is where seller scarcity nudges the buyer down the funnel. There are many types of seller scarcity from the instant discount for decision now; daily offer only, limited number of units available at the price, free express shipping or the free trials offering etc.

Buyer urgency presents a greater challenge. How many times have you heard the phrase “Can you get back to me in a month” While sometimes genuine (if qualified), most won’t remember your name by the time you call back a month later

The key to triggering a sense of urgency during an outbound sales call is to get some information about a business goal that needs attention. A sales person time is scare, if a business goal cannot be identified then move on. A question such as when is the latest you need to solve/resolve/have in place X?, is designed to probe as to find an urgent need within the business that justifies the prospect spending time engaging with a sales person.

From experience and monitoring sales processes, I believe a sense of urgency is best addressed after the goal priority phase of the discovery conversation. Once a goal that the seller offering can fulfil has been identified, then explore why it is prudent for the prospect to address the pain now. All sales people should be versed in communicating the negative consequences of inaction and the positive implications of addressing things now. A 3 step approach is to

Probe for negative consequences

Probe into the negative consequences at overall company level

Probe for positive implications

The sales skill and ability to bring a prospect through this dialogue is really important. The skill is for both the seller and buyer to understand the buyer’s priorities and how the sales person can help now.

Without a sense of urgency in sales, buyer desire loses its value

If I was selling data, I would probe how urgently the buyer needs to increase leads in the sales funnel or how urgently the data team needs to provide information to product managers, sales, marketing and finance. Another tactic is to sell risk reduction (use us as a backup vendor) to protect a business against the current supplier not delivering or if they are stretched. Computer and technology companies (we used this at Dell as a beachhead strategy) to invoke urgency as a way to sell products even if only small amount initially.

As part of sales training or as part of the sales interview all sales people should be able to ask and understand these same three questions:

  1. Why does the prospect need to take action today?
  2. What are the negative implications if they don’t?
  3. What are the positive implications if they do?

Ask any venture capitalist or business leader and they will tell you that faster sales cycles are a competitive advantage. Because faster sales cycles enable companies not just to acquire customer faster but to refine their sales techniques quicker, measure sales people faster, improve sales training and test marketing and lead sources instantly.

But much more important, moving sales faster through the sales funnel means speedier growth, which impacts any fundraising requirements and scaling headcount. For SaaS based start up companies, we know that product-to-market fit is vital, and developing urgency to prospects in the sales processes is equally vital.

Any sales strategy that unlocks time scarcity and motivates the buyer to act now forms the basis of a great sales unit that can stand the test of time.

Social Selling is Selling

Social selling is selling. In sales and marketing there is a tendency to use catchy phrases to describe something new or promote new products. Social Selling has suffered from this fate as companies in marketing and sales automation use a myriad of keywords associated to “Social Selling “ to look Social and grab SEO traffic; but in reality none of their products get the job of actual selling done any easier. Sales people and managers need to be reminded that sales tools do not do the selling for them. The training, the processes and the sales performance of the people themselves are what really matter, supported with the right technology tools to simplify tasks.

social-selling-facts

In most sales situations, a core set of tasks usually need to be accomplished to progress through the sales steps. Below, is a set of basic selling tasks.

Identify prospects – Prioritise the prospects – Plan the sale

Contact prospect – Sell – Close

Deliver – Review – Improve

The above is a high level view with lots of other tasks associated to them. The list is also probably missing some tasks but I have kept it simple as it is a blog post. OK so next let us start to understand how value is perceived by the sales people who are trying to sell products or services. No sales person or sales team has the time to get confused about some new sales concept that is completely irrelevant to the task at hand. Nor can any company afford to invest the time and money rolling out a sales process that shifts attention to a sparkling new concept; at the expense of the fundamental focus of the sales team work – selling.

In the sales world words like Social Selling and Social Networking are phrases that should be used to bring meaning that customer’s preferences and the buyer’s journey have changed over time. Understanding the methods and channels buyers/customers now use to evaluate a product or service is critical if any business wants to a) adapt new sales methods in the value chain and b) to separate out when to or when not to, invest in the latest sales craze. If a business can align the sales process to newly identified customer needs and communication channels which improves sales performance, then can make that switch. If not, then work towards improving the existing sales process.

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Social Selling is selling in the digital age

Social Selling represents a shift in how sellers reach and interact with buyers in the digital age. Business’s must first validate and then implement how their set of target customers is now sourcing information on product and services. Very few buyers’ journeys have been left unchanged in the digital age. Social Selling is not some new craze, it is just selling evolved to match the realities of today’s online business environment.

Certain steps in the sales cycle or process have evolved a lot over the past 10 years. All social selling is doing is to get sales people and sales management to reassessed how well a step, let’s say “sales prospecting” gets done given the new set of capabilities afforded by the social networks. These new sales capabilities have,

  • Increased the ability of sales people to build networks
  • Reduced the time in identify buyer conversations
  • Made it simpler to share content with prospects and buyers
  • Made it easier to find information about companies and contacts
  • Changed the way sales establish and maintain relationships
  • Interactions have moved from person to digital
  • Increased the number of channels Customers can access touch points

In above list is far from exhaustive, there are many other customer or sales capabilities with varying levels of importance and satisfaction that the digital or social networks facilitate. However these emerging capabilities do not change a simple fact…social selling is still selling  but for a different era. Sales methods and customer interaction channels will continue to evolve and it will be interesting to see how the next wave of concepts impacts the sales tasks. The fact that business needs to sell to customers won’t change; but opportunities to improve customer connections that had unavailable in the past, will emerge as the new must have sales tools for sales teams everywhere.

Sales Training Tips

Sales training today focuses allot around the use of sales tools, CRM and how to use the social networks to sell. The sales training tips in this article might help the sales team sell better and faster without the hype or jargon that often surrounds sales training.

Sales Training Bad News

When sales people lack training or not briefed properly on how to use the various sales tools effectively, then companies can spend a lot of time, energy and training resources with zero impact on sales results.

Sales Training Good News

A well structured, social network geared sales training program supported by a culture of learning will cultivate sales team that are willing, eager and ready to use new sales tools and understand the product (s) to market fit.

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Supporting the Sales Strategy

Most sales management and sales leaders have been to the annual sales strategy meeting where the VP of sales or CEO outlines improving sales performance as a core strategic initiative for the next year, and all departments from marketing to finance are directed to help sales achieve the goals set.

A sudden surge of energy and activity happens to meet the goals and sales objectives. The product team has plans for new and better margin products; marketing has plans to create new content marketing tactics, product positioning, white papers, collateral and lead generation activities that will drive higher volumes of leads to the sales team. Sales management starts to put initiatives in place to optimize sales coverage by region or segment. In fact the entire company is doing their part in supporting the new re-energized sales effort.

Believe it or not but this type of top down directed activity can easily result in costly and wasteful effort that only confuses the sales people and even customers.

It is the gift of any CEO to set strategic goals for sales. Whether they are realistic or stretched it is the role of sales management to ensure sales training and the sales training process reflects the reality of the markets and the buyer’s journey. Even with the new surge in activity around the company, remaining locked –on to sales training that moves the dial on sales behaviour.  This is what will help the sales team meet the needs of customers or buyers in today’s digital influenced world.

The goal of any sales training is to help the sales team to sell more and sell more often. To drive up sales values and drive down the sales cycle the sales behaviours must change, which does require work and constant re-evaluation. However when the sales team is successful in increasing the top line revenue or margin then the rewards are worth the effort.

Most Sales Training Does Not Work.

According to sales research from Forrester:

65% of buyers “almost always” or “most of the time” choose suppliers who work with them to extract value from a vision.

80% of buyers will spend more money with companies who understand their business.

So what does this mean?

85% of buyers now find meetings with sales people from new suppliers ineffective!

56% of buyers say that companies, who understand their business and are focused on helping solve identified problems, are more strategic.

How can your sales organization change behaviour to improve a team’s productivity and help clients see a clear path to value?

Excellent sales training coupled with sales enablement tools (customer insights, social selling tools, big data) can be the cornerstone for companies to hit and exceed the sales targets and fulfilling the buyer’s needs.

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SALES TRAINING TIP 1

Too often the vast majority of sales training centres on a one time event. This could be new sales hire on boarding or else maybe at the annual sales kickoff. Then the sales people are back in their sales roles and focused on generating revenue, meeting or exceeding sales targets.

The results for this type of sales training programs speak for themselves; sales teams who participate in ongoing sales training are more effective than those sales teams who receive occasional training. Why? Research shows 84% of sales training content is forgotten within thirty days, so ongoing training ensures the sales teams are buyer ready as they engage with customer conversations.

Sales people receive an average of 31.5 hours of training a year, and 63% of sales people say it is not enough and in employee surveys state that the biggest need for investment within their company is ongoing coaching. Source: Association for Talent Development

Also the employee surveys also point out the need for updated training materials. 62% of training sales professionals say their companies sales training materials should be updated every 3-6 months in keep pace with developments, but 42% of sales trainers say that their sales training content gets updated only once a year.

As the buyers journey is changing rapidly and impacting the purchasing cycle, leaving the sales training program the same for a year or more creates a vicious cycle: outdated sales messaging can cause confusion to the sales team causing sales to be out of the loop when trying to engage buyers for the products and services being sold.

Sales like sport works on “practice makes perfect” and ongoing training bridges the knowledge gap between yearly sales kick-offs and daily job performance. Due to the impact of the social networks on the buying process, data shows that many sales teams are coming into the buyer’s journey too late and with unsuitable solutions. For a sales person being knowledgeable about a company is just one part of sales training, the other part is communicating the sales messages and having the skills to get the sale by getting in front of the buyer early. This is where new sales tools, like social media lead generation, data insights and social selling are helping sales teams get buyer ready. Growth focused companies are blending ongoing sales training with the latest sales tools.

Any and all sales managers should step up the effort for ongoing and updated sales training. As few as 32% of companies describe their sales training programs as “effective” and 48% of sales trainers state their companies sales training content is not engaging. In fact 25% of sales trainers say the training content does not match the sales teams need for multi-channel selling. The sales training tip is to improve ongoing training, improve content and improve knowledge.

SALES TRAINING TIP 2

Do not substitute sales training time by just providing more sales enablement tools. Sales enablement is all about arming the sales team with tools to improve sales execution and drive revenue. Sales enablement tools and content sharing tools are now valuable resources that help sales move the selling process along. Sales enablement tools are now an essential part of the selling kit but just equipping people with tools is not enough.

Sales enablement tools are designed to give sales people the ability to engage buyers in valuable and relevant conversations based on data gathered. But true sales success is more than a great set of tools. When the sales teams are not properly trained and not skilled in using the sales tools appropriately, companies can invest a lot of time, resources and money to accomplish little return.

So think “cart and horse” or “car and fuel”, it takes one to move the other. Ongoing and regular sales training builds the knowledge and skills that when combined with sales enablement tools will build an effective sales team.

It is the responsibility of the whole company to enable the sales team. So without the resources to an ongoing sales training program, any strategic sales initiative is likely to end up another top down directed activity with limited sales metric improvement.

Sales Strategy – Inbound Sales – Digital Sales Transformation – Social Selling – Sales Training

Sales training and digital sales transformation including social selling strategy training in Ireland.