A Strategic Approach to Sales
Performance Improvement
An Overview
© 2009 – ES Research Group, Inc.
All Rights Reserved
www.ESResearch.com

Tactical Sales Training Rarely Works
• Eighty-five percent of sales training initiatives show no
long-term improvement after 120 days1.
• Predominant contributing factors:
– Wrong people in sales and sales management jobs;
– Minimal understanding of own requirements;
– No sales methodology in place;
– Training performed tactically;
– Other departments not aligned to support process and
behavioral change;
– No ongoing learning reinforcement, e.g. coaching;
– No measurement
1. ES Research Group -- 2009

The Strategic Approach to Sales Training

1. Assess Buyer Tendencies and Methods
Examples of areas to explore:
1. Sweet spot
2. Market conditions (geography, sector, etc.)
3. Customer expectations and buying practices
4. Competitive pressures and approaches
5. Customer’s perceived and real value gaps
6. Comprehensive assessment of what is required for
customers to buy

2. Identify Gaps In Sales Effectiveness, Approach, Infrastructure
Examples of areas to explore:
1. Sales person/manager capabilities
versus requirements;
2. Solution fit versus customer
requirements;
3. Sales support;
4. Approaches and processes for
opportunity and strategic account
management;
5. Technology;
6. Cultural and other inhibitors or
enablers.

3. Benchmark Current Performance / Determine Objectives
Examples of activities:
1. Analyze current performance
levels, trends
2. Benchmark current
performance
3. Collect best-practices
4. Identify, size and prioritize gaps
among sales people
5. Determine sales performance
improvement objectives
6. Design measurement system

4. Sales Training Partner Evaluation
Basic evaluation components:
1. Convert requirements definition to RFP
2. Build long list
3. Publish RFP
4. Review responses
5. Determine short-list candidates
6. Open dialog with short-list candidates
7. Vendor presentations
8. Final proposals
9. Negotiations
10. Contract
11. Engagement commences
12. Performance measurement

5. Rebuild or Replace Methodology and Processes
Representative activities:
1. “Phase 2” assessment of
current approach and gap
analysis
2. Build methodology and
incorporated processes
3. Field test

6. Build or Repair Tools, Infrastructure, Support
Examples:
1. Build structured hiring process
2. Intra-function support. e.g.
marketing, services
3. Technology support, e.g.
learning, sales enablement,
analytics, etc.
4. Sales tools
5. Processes (and training)
identified for supporting
functions

7. Train Sales Team on New Processes and Approach
Representative activities:
1. Build training curricula with new
processes as the foundation;
2. Assess learning methods best-suited
for the audience;
3. Build coaching and reinforcement
processes and tools;
4. Understand technology, resource,
travel and other requirements;
5. Develop objectives;
6. Build post-program reinforcement
capabilities;
7. Determine measurement
mechanism and metrics;
8. Train management.

The Strategic Approach

Recommendations
1. Take a strategic, holistic approach to
your sales performance improvement
challenges.
2. Do not engage with a sales training
company until you completely and
objectively understand your own
requirements.
3. Go about selecting a training company
very methodically and carefully. It isn’t
easy.
4. Build the whole plan, then execute in
phases, if required.
5. Make certain measurement is included
in the plan.

ESR Resources Supporting This Approach
• ESR’s Sales Training Vendor
Guide, Third Edition
• Understanding, Defining, and
Meeting Your Sales Training
Requirements, Version 2.5
• ESR works with our clients to guide
and support them through this
entire process, especially vendor
evaluation and selection. We do
not deliver sales training or
consulting.

Thanks
ES Research Group, Inc.
www.ESResearch.com
+1 (508) 313-9585