0
EVOLVE
CORPORATE
SALES TRAINING
Event 3 of 3 in B2B Sales Summer School Series
Today’s Speakers
Scott Santucci
Principal Analyst and Research Director
Forrester Research
@scottsantucci
Jarrett O’Brien
...
Making Leaders Successful
Every Day
Sales Onboarding in the 21st
Century
Scott Santucci, Research Director Sales Enablement
© 2013 Forrester Research, Inc. Reproduction Prohibited 6
Your onboarding process is too complicated
› Your clients are co...
VP of Broken Things
Your current state
Mismanaged complexity creates
bottlenecks to growth initiatives
Complexity coping strategies
“Show up and throw up”
“Heroic effort”
Let’s design out the complexity
AudienceMessengerMessage
+
What is a selling system?
Product / BU Heads
“Make sure you
feature my stuff”
CEO
“Make it productive”
Human Resources
“Highlight the
culture, our b...
© 2013 Forrester Research, Inc. Reproduction Prohibited 12
Picking the wrong onboarding strategy…
› “Look at how many sale...
© 2013 Forrester Research, Inc. Reproduction Prohibited 13
What is sales onboarding?
› Agree on what it is…
› Not just on ...
© 2013 Forrester Research, Inc. Reproduction Prohibited 14
The key questions you need to answer
› Who is your executive sp...
A reference process model
Recruiting
process
New
Hire
Onboarding
Human Resources
Training & Enablement
Sales Leadership & ...
A reference process model
Recruiting
Process
New
Hire
Onboarding
Human Resources
Training & enablement
Sales Leadership & ...
© 2012 Forrester Research, Inc. Reproduction Prohibited
Current state - Recruiting
• Massive variability of hiring
practic...
A reference process model
Recruiting
process
New
Hire
Onboarding
Human Resources
Training & enablement
Sales Leadership & ...
© 2012 Forrester Research, Inc. Reproduction Prohibited
Current state – Welcome aboard
• Policy information.
• Benefits in...
A reference process model
Recruiting
process
New
Hire
Onboarding
Human Resources
Training & enablement
Sales Leadership & ...
© 2012 Forrester Research, Inc. Reproduction Prohibited
Current state – Is this onboarding?
• Systems training.
• Policy a...
A reference process model
Recruiting
process
New
Hire
Onboarding
Human Resources
Training & enablement
Sales Leadership & ...
© 2012 Forrester Research, Inc. Reproduction Prohibited
Current state – Release to gen pop
• Little or no basis for basic
...
A reference process model
Recruiting
process
New
Hire
Onboarding
Human Resources
Training & enablement
Sales Leadership & ...
© 2012 Forrester Research, Inc. Reproduction Prohibited
Current state – Coaching?
• Little consistency of coaching
across ...
A reference process model
Recruiting
process
New
Hire
Onboarding
Human Resources
Training & enablement
Sales Leadership & ...
© 2012 Forrester Research, Inc. Reproduction Prohibited
Current state – Development
• No clear linkages across
onboarding,...
AudienceMessengerMessage
+
Who has the power?
Your new rep will only be successful if he adds value to those buyers
A gap in preparation
Gap
How are you preparing your sales people to add value to
those executives?
How to be a HERO
A HERO’s view of Onboarding
A reference process model
Recruiting
process
New
Hire
Onboarding
Human Resources
Training & enablement
Sales Leadership & ...
© 2012 Forrester Research, Inc. Reproduction Prohibited
21st Century- Messenger Archetypes
• Incoming classes grouped
into...
A reference process model
Recruiting
process
New
Hire
Onboarding
Human Resources
Training & enablement
Sales Leadership & ...
© 2012 Forrester Research, Inc. Reproduction Prohibited
21st Century- The welcome kit
• Pushing administrative type
traini...
A reference process model
Recruiting
process
New
Hire
Onboarding
Human Resources
Training & enablement
Sales Leadership & ...
© 2012 Forrester Research, Inc. Reproduction Prohibited
21st Century Onboarding
• Agree on specific activities
required in...
A reference process model
Recruiting
process
New
Hire
Onboarding
Human Resources
Training & enablement
Sales Leadership & ...
© 2012 Forrester Research, Inc. Reproduction Prohibited
21st century sales communities
• Appointed concierges /
developmen...
A reference process model
Recruiting
process
New
Hire
Onboarding
Human Resources
Training & enablement
Sales Leadership & ...
© 2012 Forrester Research, Inc. Reproduction Prohibited
21st Century Coaching
• Clear delineation of roles
• Specific – an...
A reference process model
Recruiting
process
New
Hire
Onboarding
Human Resources
Training & enablement
Sales Leadership & ...
© 2012 Forrester Research, Inc. Reproduction Prohibited
21st Century development
• Defined mastery tracks based
on real re...
© 2012 Forrester Research, Inc. Reproduction Prohibited
What to do
1. Define clear goals and objectives for onboarding
2. ...
Thank you
Scott Santucci
ssantucci@forrester.com
SOCIAL BUSINESS: JIVE FOR SALES
© Jive4
14% reduction in sales support needs
23%reduction in rep ramp time
8% increase in the number of deals
© Jive confidential47
48 © Jive confidential
Reference Process Model + Social Business
Human
Resources
No “ideal candidates”  Shared candidate ...
49 © Jive confidential
New Hire: Getting Started
Human
Resources
50 © Jive confidential
Reference Process Model + Social Business
Training &
Enablement
Static training / LMS  Turned soci...
51 © Jive confidential
Mobile Content & Video Training &
Enablement
52 © Jive confidential
Reference Process Model + Social Business
Leadership &
Coaching
Manager inconsistency  Shared cade...
53 © Jive confidential
Gamified Mentor Programs
Leadership &
Coaching
Business Initiative
Needed to bolster revenues and
streamline communications with dealer
network.
Results
• Faster sales c...
Learn More
Connect with Scott and others in the Jive Community:
https://community.jivesoftware.com/community/socbiz/sales
...
Evolve Corporate Sales Training
Evolve Corporate Sales Training
Evolve Corporate Sales Training
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Evolve Corporate Sales Training

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All too often new sales reps sit in corporate training for a few weeks, complete the tests, and head back into the field with their binders. When they get into actual selling situations do they really have what they need to close the deal?

Jive Software's Jarrett O'Brien and Forrester Research's Scott Santucci share best practices in sales leadership and mentoring programs so you can get reps to quota faster—and for less cost.

Jive is the world's #1 social business platform. We help employees, customers and partners connect, collaborate and communicate to achieve breakthrough results in sales, marketing, customer service and workforce productivity.

Learn more at http://bit.ly/1aTo6Vq

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  • Spent the last 10+ years in direct sales roles, managing the solution consulting team at SAVO, and recently for the past few years doing a start up helping clients evaluate Sales & Marketing software. In my entire time I haven’t seen a more compelling solution, but more importantly one that sales people will actually adopt.
  • Any intelligent fool can make things bigger and more complex... It takes a touch of genius - and a lot of courage to move in the opposite direction.Albert EinsteinRead more: http://www.brainyquote.com/quotes/quotes/a/alberteins148840.html#ixzz1oxaP2EpM
  • Across small to Fortune 50 clients across industries, this has allowed them to win far more deals in an much shorter time period. For example, across the clients like the ones you see below they have achieves an ….quote slide.
  • Transcript of "Evolve Corporate Sales Training"

    1. 1. EVOLVE CORPORATE SALES TRAINING Event 3 of 3 in B2B Sales Summer School Series
    2. 2. Today’s Speakers Scott Santucci Principal Analyst and Research Director Forrester Research @scottsantucci Jarrett O’Brien Sr. Product Marketing Manager Jive Software @jarrettobrien
    3. 3. Making Leaders Successful Every Day
    4. 4. Sales Onboarding in the 21st Century Scott Santucci, Research Director Sales Enablement
    5. 5. © 2013 Forrester Research, Inc. Reproduction Prohibited 6 Your onboarding process is too complicated › Your clients are complex – you cannot artificially make them simpler › Current approaches to make each step “simple” complicate the whole process To fix it – make it simple; but simple is hard › Understanding the when end to end process is challenging when their isn’t clarity about what onboarding is to begin with › Make things simple by removing the complications in the way of your sales people performing the tasks they need to accomplish But when you do, its really effective and easy to run › Companies who even simplify pockets experience noticeable results › A focus on continuous improvement is critical to unlocking breakthrough returns Cutting to the chase- What we will cover
    6. 6. VP of Broken Things
    7. 7. Your current state Mismanaged complexity creates bottlenecks to growth initiatives
    8. 8. Complexity coping strategies “Show up and throw up” “Heroic effort” Let’s design out the complexity
    9. 9. AudienceMessengerMessage + What is a selling system?
    10. 10. Product / BU Heads “Make sure you feature my stuff” CEO “Make it productive” Human Resources “Highlight the culture, our benefits and know our policies” Finance “Make it cost effective” IT “Train them on the key systems” Sales “Get them out into the field as fast as possible” YOU
    11. 11. © 2013 Forrester Research, Inc. Reproduction Prohibited 12 Picking the wrong onboarding strategy… › “Look at how many sales people we enrolled last year” › “Look how many days we cut out of the process” › “Look at the accreditation program we rolled out” › “Look at how wonderful our net promoter scores are” Can be career limiting.
    12. 12. © 2013 Forrester Research, Inc. Reproduction Prohibited 13 What is sales onboarding? › Agree on what it is… › Not just on how to measure it… › Or how to execute it. 13 Average sales performance Trained on processes and products / services Released from course Number of attendees
    13. 13. © 2013 Forrester Research, Inc. Reproduction Prohibited 14 The key questions you need to answer › Who is your executive sponsor, really? › Why is onboarding important (to each of your stakeholders)? › What is the agreed upon, verifiable definition of an on-boarded salesperson? What benefits are costs measured against? › When are reps expected to be on-boarded? › How much resource is at your disposal? How long do you have the reps for? › Where does on-boarding need to be executed? Where do reps get the reinforcement they need once they are released from the class? 14 PSST… This is a “take away” to set up a charter
    14. 14. A reference process model Recruiting process New Hire Onboarding Human Resources Training & Enablement Sales Leadership & Training 101 201 301 401 New Hire Coaching Development
    15. 15. A reference process model Recruiting Process New Hire Onboarding Human Resources Training & enablement Sales Leadership & Training 101 201 301 401 New Hire Coaching Development
    16. 16. © 2012 Forrester Research, Inc. Reproduction Prohibited Current state - Recruiting • Massive variability of hiring practices from different geographies and regions. • Multiplied by different beliefs by hiring managers about what makes a good seller. • Compounded by varied backgrounds, experiences, an d demographics. It’s not as straightforward as you would think W-2 “Account Rep” 40 different versions of the job description
    17. 17. A reference process model Recruiting process New Hire Onboarding Human Resources Training & enablement Sales Leadership & Training 101 201 301 401 New Hire Coaching Development
    18. 18. © 2012 Forrester Research, Inc. Reproduction Prohibited Current state – Welcome aboard • Policy information. • Benefits information. • Welcome letter. A lot of missed opportunity Idle Many reps can wait as long as 1 month in their job before going through any kind of training.
    19. 19. A reference process model Recruiting process New Hire Onboarding Human Resources Training & enablement Sales Leadership & Training 101 201 301 401 New Hire Coaching Development
    20. 20. © 2012 Forrester Research, Inc. Reproduction Prohibited Current state – Is this onboarding? • Systems training. • Policy and benefits review. • Products training, done differently by product owners. • Selling methodology training. • Culture training. • Meet and greets. • Maybe some tests. • Measured by number of attendees or net promoter scores. More like waterboarding Audit By overall minutes less than 5% is about customers.
    21. 21. A reference process model Recruiting process New Hire Onboarding Human Resources Training & enablement Sales Leadership & Training 101 201 301 401Coaching Development New Hire
    22. 22. © 2012 Forrester Research, Inc. Reproduction Prohibited Current state – Release to gen pop • Little or no basis for basic performance guidelines. • Some online courses – tend to be hard for new hires to select. • Navigating and accessing resources is difficult. • Virtually isolated if working remotely. • Territory assignments differ. • Lots of possible approaches to choose from, little guidance. You’re on your own kid Self Service? Imagine navigating 40M pieces of content
    23. 23. A reference process model Recruiting process New Hire Onboarding Human Resources Training & enablement Sales Leadership & Training 101 201 301 401 New Hire Coaching Development
    24. 24. © 2012 Forrester Research, Inc. Reproduction Prohibited Current state – Coaching? • Little consistency of coaching across sales managers. • Sales managers lack coaching training – inconsistency across sales force. • Front line sales managers often lack guidelines about where to apply their time. • Lack of a clear handoff between onboarding and manager – who owns getting the sales person over the hump? You so, um… why don’t you do … this? Inconsistency Some sales managers focus on developing, others administration, others on closing.
    25. 25. A reference process model Recruiting process New Hire Onboarding Human Resources Training & enablement Sales Leadership & Training 101 201 301 401 New Hire Coaching Development
    26. 26. © 2012 Forrester Research, Inc. Reproduction Prohibited Current state – Development • No clear linkages across onboarding, coaching, and development. • Inconsistency in material and content from onboarding programs to development. • No clear flight path agenda. When does onboarding stop and development begin? Frayed connections Lack of clear handoffs puts sales people in no mans land.
    27. 27. AudienceMessengerMessage + Who has the power? Your new rep will only be successful if he adds value to those buyers
    28. 28. A gap in preparation Gap How are you preparing your sales people to add value to those executives?
    29. 29. How to be a HERO
    30. 30. A HERO’s view of Onboarding
    31. 31. A reference process model Recruiting process New Hire Onboarding Human Resources Training & enablement Sales Leadership & Training 101 201 301 401 New Hire Coaching Development
    32. 32. © 2012 Forrester Research, Inc. Reproduction Prohibited 21st Century- Messenger Archetypes • Incoming classes grouped into archetypes. • More alignment in hiring process. • Far easier to get agreement and discuss requirements. Use the 80-20 rule to reduce class variability Archetype A simple, easy way to get agreement on incoming class and specs.
    33. 33. A reference process model Recruiting process New Hire Onboarding Human Resources Training & enablement Sales Leadership & Training 101 201 301 401 New Hire Coaching Development
    34. 34. © 2012 Forrester Research, Inc. Reproduction Prohibited 21st Century- The welcome kit • Pushing administrative type training to just in time, learn as you go. • Making capability training available to new hires before start date. • Lighter weight material, greater use of multi-media. Pushing “just in time” training to online courseware Just in time Modular, testable courseware prior to onboarding event
    35. 35. A reference process model Recruiting process New Hire Onboarding Human Resources Training & enablement Sales Leadership & Training 101 201 301 401 New Hire Coaching Development
    36. 36. © 2012 Forrester Research, Inc. Reproduction Prohibited 21st Century Onboarding • Agree on specific activities required in the field – what will reps be able to do when they’re released back to their managers? • Identify and agree on realistic sales objectives to be achieved. • Get laser focused on achieving those behavioral objectives. Maximizes on site time for active dialog, role playing, and experiences Engagement Push lecture type or one way content to online.
    37. 37. A reference process model Recruiting process New Hire Onboarding Human Resources Training & enablement Sales Leadership & Training 101 201 301 401 New Hire Coaching Development
    38. 38. © 2012 Forrester Research, Inc. Reproduction Prohibited 21st century sales communities • Appointed concierges / developmental coaches that are different than managers • Moderated sessions: chats, webinars, discussion threads. • Point systems and incentives for contributions. Find ways to keep classes together – sharing information Community Birds of a feather flock together
    39. 39. A reference process model Recruiting process New Hire Onboarding Human Resources Training & enablement Sales Leadership & Training 101 201 301 401 New Hire Coaching Development
    40. 40. © 2012 Forrester Research, Inc. Reproduction Prohibited 21st Century Coaching • Clear delineation of roles • Specific – and non-overlapping responsibilities. • Light weight coaching framework shared by both coach and employee – reinforced by systems. Reinforce learning on an ongoing basis Clarity Purpose driven roles and responsibilities Concierge Manager
    41. 41. A reference process model Recruiting process New Hire Onboarding Human Resources Training & enablement Sales Leadership & Training 101 201 301 401 New Hire Coaching Development
    42. 42. © 2012 Forrester Research, Inc. Reproduction Prohibited 21st Century development • Defined mastery tracks based on real research on top performers and buyer interactions. • Heavy emphasis on “just in time” sessions with rep led reinforcement sessions. • Brought together by regional experiential on site sessions with people at similar developmental stages. Modular, practical material that maps to archetypes – not a syllabus Modular Packaged programs and modules that are prescribed and administered
    43. 43. © 2012 Forrester Research, Inc. Reproduction Prohibited What to do 1. Define clear goals and objectives for onboarding 2. Determine executive sponsor and establish core definitions and governing principles 3. Baseline the current state using the reference model 4. Interview attendees and sales managers to identify problem areas – use 4 sales objectives to structure feedback 5. Select “low hanging fruit” options to address immediately – then move on to more complex tasks. 44
    44. 44. Thank you Scott Santucci ssantucci@forrester.com
    45. 45. SOCIAL BUSINESS: JIVE FOR SALES © Jive4
    46. 46. 14% reduction in sales support needs 23%reduction in rep ramp time 8% increase in the number of deals © Jive confidential47
    47. 47. 48 © Jive confidential Reference Process Model + Social Business Human Resources No “ideal candidates”  Shared candidate profiles Hidden best practices  Sales leadership council No consistency  Seamless hire process/transition
    48. 48. 49 © Jive confidential New Hire: Getting Started Human Resources
    49. 49. 50 © Jive confidential Reference Process Model + Social Business Training & Enablement Static training / LMS  Turned social & experiential No guidelines / access  Training concierge Isolated at a desk  Part of the team
    50. 50. 51 © Jive confidential Mobile Content & Video Training & Enablement
    51. 51. 52 © Jive confidential Reference Process Model + Social Business Leadership & Coaching Manager inconsistency  Shared cadence New hire burden  Mentorship & shared learning Isolated at a desk  Part of the team
    52. 52. 53 © Jive confidential Gamified Mentor Programs Leadership & Coaching
    53. 53. Business Initiative Needed to bolster revenues and streamline communications with dealer network. Results • Faster sales cycles • Sales rep retention increased 13% • Sales revenue attainment increased by 30% (goals met at 4 months vs. 6) • Saved $213k by mirroring 5 live events in online community • Improved sales channel satisfaction • Improved channel support • Total members: 4,594 30% decrease in time to meet revenue goals.
    54. 54. Learn More Connect with Scott and others in the Jive Community: https://community.jivesoftware.com/community/socbiz/sales Scott Santucci Forrester Research @scottsantucci Jarrett O’Brien Jive Software @jarrettobrien
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