Guiding the moves to transform sales performance; more revenue, higher margins
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Training alone rarely solves issues with selling performance
If you arrived here looking to address staff issues, maybe by training or recruitment, you are in the right place, but we'd like you to be comfortable that that is really what you need and to help you make best use of your budget.
There are two common strategies used to address selling performance issues; train the people you already have or fire and re-hire new ones. It is possible that the people you have are lacking some important skills and it is also possible that you chose badly when recruiting. Really? How likely is it that the true cause of your performance problems is poor selection or lack of skills?
Kevin Young, General Manager EMEA, Skillsoft (April 2011 article “Optimising Staff Training” on www.bcs.org) suggested that for many organisations their training programme delivers little long-term value to the business – simply because employees fail to apply what they’ve learnt in a classroom environment to their daily role, whereas the potential is there for “an individual’s productivity levels to increase by eight per cent if they can apply their training to their role. That equates to 160 hours of additional output, or roughly 20 days per year”.
We provide training in specific selling skills with common examples being; dealing with competition, negotiating and closing. In some cases the problem has been well identified and therefore the solution works well. However, there are also cases where the perceived 'problem' is really only a symptom, for example; training someone in negotiation techniques will not help if the problem stems from poor qualification during the initial lead generation process.
Generic training may mean the lessons delivered are not in context for your specific business, proposition or marketplace. This is really just a 'sheep-dip' approach, difficult to adapt back at the workplace and consequently is unlikely to deliver a sustainable gain in performance.
The most effective training strategy is when it is part of a fully integrated process of staff development – this is true for all training not just sales. The main components include:
- Recruiting the right people understanding the gaps that can be filled through training.
- Giving new recruits a thorough induction into your company; history, products and services, your proposition, the market, your competitors, your business model and your sales methods and processes. This is the foundation for successful employment and improved retention.
- Being mindful that people learn in different ways (read, listen, observe, do) and to get the most effective result you need to 'train' people for the results you want, e.g. tell => perform by rote, vs. coach => understand and adapt as necessary.
- Creating a learning and development plan for each individual. This is not about a mad first week, it is about a development programme spread over the whole period of employment with you; being developed and honed to ever better levels of performance.
- Leveraging the management, leadership and coaching regime that you have in place as the prime delivery mechanism.
We design and deliver sales and sales management training totally in the context of its application, so it is relevant, it sticks, and it delivers ROI.
“The well prepared case studies made the negotiation skills training really come to life and made people stop and think about what they are actually doing. The key to any successful training is; did they use it and did they gain benefit from it?
We certainly did. I am convinced that we successfully negotiated our way through some very tricky issues since and the way we approached them was heavily influenced by the Performative training. “
OK, so how may we help you? Call or email us for a confidential discussion.