This catalog describes standard versions of SPI capabilities, but we often adjust and integrate components to address the specific selling challenges of each client.
The first half of the year is now behind us. For those of you who are on track to achieve your annual goal, congratulations! For those of you who need to play catch-up in the second half of the year, do not despair – you can still make this a successful year. First, realize that […]
Why are customer success stories so important? They’re important because it’s human nature for to people care about what their peers are doing. We look to our peers to see what they did or what they were capable of achieving. An effective success story does that somewhat for prospects. It says, “Hey. Someone you can […]
In our book, The Collaborative Sale, Keith Eades and I explored how the concept of situational fluency has changed as a result of new buyer expectations of salespeople. Salespeople who possess situational fluency demonstrate the knowledge, skills, and attitude that today’s demanding buyers expect in their interactions with sales professionals. Buyers have more access to […]
Training sales representatives, in order to work with a wide range of decision makers, from physicians and healthcare providers to hospital C-suite executives, health insurance providers, as well as progressive groups, such as Accountable Care Organizations (ACOs), requires a unique skill set going well beyond product knowledge. This thought leadership compilation includes the following publications: […]
If you missed part one, make sure to read it here! In our first post about call preparation, we discussed the two types of calls: calling for research and calling to get an appointment or lead. We explored the calls for research more in depth so now it’s time to dig deeper into the 2nd […]
This video is an example of one of our hundreds of NanoLessons. These are typically embedded in CRM and sales process automation technologies to enable just-in-time refreshers for your people to execute with confidence. Imagine this. You’ve just completed a diagnostic sales conversation, giving you the opportunity to show that you’re listening. Now is the time […]
Recently, my company launched a new sales initiative that was a bit of a surprise to me: Our CEO would be taking to the phones to personally call some of the sales leads and opportunities in our sales pipeline (or any deal that we would ask him to take a swing at, for that matter). Additionally, he would even be calling a few of our leads to get some first-hand exposure to the customers that were interested in our services.
Like golf (or any complex discipline), a more realistic approach would entail a staged learning process that begins with basic concepts, and then involves ongoing practice and application, followed by more advanced learning, practice, and reinforcement.
From our observations over nearly two decades, the top performing companies understand one thing really well – “programmatic” thinking. They just get it. In other words, they understand the difference between a collection of Ferrari parts and an assembled Chevrolet. Their sales and training organizations understand the difference between checklist compliant training events (and technologies) and on-going professional development that relates to business outcomes. The top companies have both the requisite parts and a coherent integration of the parts into a model for on-going improvement. They’ve organized the right intellectual property around a planned sequence of on-going learning and reinforcement – a continual learning program.
Research indicates that without systematic, ongoing learning and reinforcement, approximately 50% of the learning content is not retained within five weeks, much less applied. Within 90 days, 84% of what was initially learned is lost.But a continual learning approach, if well designed, can overcome many of the shortcomings of conventional training methods. So what can your organization do to combat the ROI gap and maximize the return on training?
It’s time for sales training to grow up and face the metrics. A remarkable amount is spent annually on sales training initiatives – some industry experts estimate that as much as $7 billion per year are spent annually in the US market alone on sales training. A fair question then; to what extent is this investment paying measurable dividends for corporations? The first decade of the new millennium has essentially been a treadmill from a sales performance perspective. Industry research provides limited evidence that these training investments are attaining sustainable results for most companies. In fact, most aggregate metrics for sales effectiveness have failed to reach pre-2000 levels at any point in the last decade.