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How Salesforce Trains Sales Reps
This document summarizes a presentation about Salesforce's sales onboarding and culture. It discusses how Salesforce uses Salesforce Work.com to enable consistent and outstanding sales performance. Specifically, it highlights how Work.com allows Salesforce to provide meaningful coaching, recognize top performers, and hold all sales reps accountable to drive better performance outcomes. The presentation then demonstrates Work.com's capabilities.
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How Salesforce Trains Sales Reps
- 1. Inside Salesforce’s WinningSales Culture Nick Stein Salesforce Work.com Nicole DiVito Salesforce Tom Vepraskas Salesforce Work.com /workdotcom @workdotcom
- 2. Today’s Speakers Nicole DiVito Director,Global Onboarding Salesforce Tom Vepraskas Work.com Specialist Salesforce Work.com Nick Stein Senior Dir. Marketing & Communications Salesforce Work.com
- 3.
- 4. Safe Harbor Safe harborstatement under the Private Securities Litigation Reform Act of 1995: This presentation may contain forward-looking statements that involve risks, uncertainties, and assumptions. If any such uncertainties materialize or if any of the assumptions proves incorrect, the results of salesforce.com, inc. could differ materially from the results expressed or implied by the forward-looking statements we make. All statements other than statements of historical fact could be deemed forward-looking, including any projections of product or service availability, subscriber growth, earnings, revenues, or other financial items and any statements regarding strategies or plans of management for future operations, statements of belief, any statements concerning new, planned, or upgraded services or technology developments and customer contracts or use of our services. The risks and uncertainties referred to above include – but are not limited to – risks associated with developing and delivering new functionality for our service, new products and services, our new business model, our past operating losses, possible fluctuations in our operating results and rate of growth, interruptions or delays in our Web hosting, breach of our security measures, the outcome of any litigation, risks associated with completed and any possible mergers and acquisitions, the immature market in which we operate, our relatively limited operating history, our ability to expand, retain, and motivate our employees and manage our growth, new releases of our service and successful customer deployment, our limited history reselling non-salesforce.com products, and utilization and selling to larger enterprise customers. Further information on potential factors that could affect the financial results of salesforce.com, inc. is included in our annual report on Form 10-K for the most recent fiscal year and in our quarterly report on Form 10-Q for the most recent fiscal quarter. These documents and others containing important disclosures are available on the SEC Filings section of the Investor Information section of our Web site. Any unreleased services or features referenced in this or other presentations, press releases or public statements are not currently available and may not be delivered on time or at all. Customers who purchase our services should make the purchase decisions based upon features that are currently available. Salesforce.com, inc. assumes no obligation and does not intend to update these forward-looking statements.
- 5. Our Agenda Today SalesforceWork.com Overview Salesforce Onboarding & Sales Productivity Case Study Salesforce Work.com Demo Q & A
- 6. Boost Sales Performancewith Work.com and Sales Cloud Nick Stein Senior Director, Communications and Marketing Salesforce Work.com
- 7. What’s Different Aboutthe Highest Performers? +32% Improvement in Sales Productivity +50% Improvement in Sales Productivity Legacy CRM Highest Performing Customers ? Source: Salesforce.com Customer Relationship Survey conducted March, 2012, by an independent third-party, MarketTools Inc., on 5,500+ customers randomly selected. Response sizes per question vary.
- 8. Source: Gartner, “SalesPerformance Management Criteria.” June, 2012 The Difference is Sales Performance Behaviors “Sales Performance Management (SPM)…improves the sales organization by providing guidance, motivation, information, and assistance to sales teams, ultimately leading to lasting gains.”
- 9. Only 15% ofmanagers spend enough time coaching Difficult to Enable SPM Behaviors Only 10% of managers spend enough time motivating Only 5% of managers spend enough time driving accountability Source: Objective Management Group Inc.
- 10. + World’s Best SalesPerformance Management Solution Enable Consistent, Outstanding Sales Results Social Goals Coaching Rewards CalibrationThanks Performance Summaries
- 11.
- 12. Meaningful coaching notes Low-frictionfeedback Clear goal-setting Real-time recognition Captured sales expertise Rewards for extended team Coach Consistently Amplify Winning Behaviors Ongoing feedback Customer evaluations Visibility into top talent Drive Performance SPM Made Easy More Reps Achieve Quota +30% Sales Pipeline +26% Sources: Sales Executive Council; Robbins Research; Baker Communications Inc. Decrease in time to onboard new reps 35%
- 13. Accelerated Sales Onboarding withSalesforce Work.com Nicole DiVito Director, Global Onboarding Salesforce
- 14. Salesforce is the#1 in Cloud Computing Offices in 60 Cities, nearly 90 Buildings, and in 23 Countries Growing 30% Year Over Year 2,500+ New Salesforce.com Hires in 2012 Onboarding is a Strategic Initiative for SFDC Leaders
- 15. How Do YouConsistently Onboard and Scale Outstanding Sales Performance?
- 16. PREWORKBOOTCAMPPOST-BC Ongoing Learning On-the-Job Experience Badges& Certification Salesforce Culture Sales Cloud Objection Handling ROI Deep Dive Hands-On Training Culture Product Competitive Sales Execution Do My Job (App Training) Prework Badge BootCamp Badge Value Selling Badge Our Onboarding Experience: The First 30 Days
- 17. Create a WinningCulture with Public Recognition
- 18. Amplify Winning SalesBehaviors with Badges
- 19. Real-Time Recognition Acrossthe Company
- 20. All New SalesReps Must Get Certified in 30 Days Path from Achievements to Sales Certification Salesforce Basics Boot Camp Sales Methodology Value Selling Sales Manager Sales Cloud Service Cloud Competitive Platform Marketing Cloud Sales Skills Corporate Pitch Work.com Products Skills
- 21. Key to Certification:1:1 Coaching and Feedback 30 minute First Call Deck Presentation 15 minute Standard Demo 15 minute Feedback From Coach
- 22. New Rep Progressis Measured in Dashboards
- 23. 100% Transparency for SalesManagers Real-Time Feedback and Public Badging Coach Consistently Amplify Winning Behaviors Every Sales Rep is Held Accountable Drive Performance Enable Consistent & Scalable Sales Results +
- 24.
- 25. Sales Leadership WebinarFeaturing Tony Robbins May 15 @ 11am PDT Register Today: http://bit.ly/12JHQDn
Editor's Notes
- #3 So the question is – how do you consistently enable outstanding sales performance and make every rep an A player?
- #4 Nick: As with all of our webcasts, we want to make sure that this session is interactive and that we hear from you. You can post your questions to the social stream or include the #SalesChampshashtag on twitter. We’ll do our best to answer everyone’s questions during the Q+A session at the end.If you want to address one of our presenters, go ahead and @mention them on twitter. During the presentation, you can find the speaker handles by clicking on the photos down below.
- #5 Before I begin, I want to mention that SFDC is a publicly traded software company listed on the NYSE under the ticker symbol of CRM. This is our safe harbor statement which you can find on our website.
- #8 We found that our top customers see 50% increase in sales productivity. So we asked, “what is it that those sales teams are doing differently?” We found they are getting sales reps productive faster, have more reps making quota and are keeping teams motivated throughout the month. The difference is sales performance management.
- #9 Gartner defines it as the way sales organizations motivate, perform and guide their sales teams to lead growth. Put very simply, this is about systematic sales coaching.
- #10 If Sales Performance Management is so important, then why don’t all sales teams do it? Historically, companies have had a hard time, because sales managers today don’t have the right tools and processes in place to help coach, motivate, and drive accountability in their teams.
- #12 (The following 12 slides are meant to be an outline of ALL of the capabilities of Work.com. If you’ve already delivered the previous slide, no need to dig deep)Let’s take a look at how companies can use Work.com to address the core challenges of enabling sales performance behavior, starting with consistent, systematic coaching.
- #13 The good news is organizations that have figured this out, have dramatically better results than their peers. Work.com and Sales Cloud allow managers to: Coach consistently with meaningful 1:1 notes and clear goal setting.Amplify winning behaviors in real time to capture sales expertise and reward the extended team.And Drive performance with regular feedback from peers, leaders and customers. When managers engage in these behaviors, they see real sales results: 30% more reps meeting quota, a 26% increase in pipeline, and 161% more sales wins.
- #24 The good news is organizations that have figured this out, have dramatically better results than their peers. Work.com and Sales Cloud allow managers to: Coach consistently with meaningful 1:1 notes and clear goal setting.Amplify winning behaviors in real time to capture sales expertise and reward the extended team.And Drive performance with regular feedback from peers, leaders and customers. When managers engage in these behaviors, they see real sales results: 30% more reps meeting quota, a 26% increase in pipeline, and 161% more sales wins.