This document outlines an agenda and presentation for a sales training session focused on metrics that drive business results. The presentation introduces the presenters and their backgrounds, reviews session objectives of describing a sales measurement strategy, and discusses an example of how metrics are used to coach sales managers. A case study exercise walks through identifying relevant sales activities, objectives, and expected business impacts to measure the success of a financial skills training program for sales representatives.

1. Sales Training
Metrics That Drive
Business Results
M218
Session Number: M218
Session Date: 05-05-2014
Session Start/End Time: 3:00 PM - 4:15 PM

2. Agenda
1. Who we are
2. Objectives
3. How we got here
4. Sales manager coaching - example
5. Case study exercise
6. Q & A

3. Who we are
Patricia Fay
• Training leader at GE Capital, SFE
• BS in Education
• 20+years L&D Experience
• Professional Learner
Rosemary Reilly Crawford
• Training leader at GE Capital, SFE
• BA, MIM, MBA, MSLOC
• 20+ years International
• Passionate Learning Data Geek

4. Session Objectives
• Participants will describe a sales training
measurement strategy that incorporates all
four evaluation levels with an emphasis on
level 3 application and level 4 business impact
• Participants will apply a sales measurement
strategy successfully in a case study example

5. Commercial
Development
– Metrics
What is Measured
Activity Tracking
Participant VOC
Cost Metrics
Impact Metrics
Manager VOC
How it is used
Create Strategy
Improve Quality
Drive Efficiencies
Reinforce Behaviors
Correlations to
Business Results
What’s next
More Benchmarking
More Automation
More Correlations
How We Got Here….

6. Learning from the best….
• Kirkpatrick
• Bersin
• Pollock, Jefferson, Wick
• Covey
• Vantage Point Performance

7. Evaluation Dashboard

8. A Little Investigation
• Research conducted 2008-2010
• In-depth examination of sales
management reports
• Thousands of data points pared down
to 306 unique sales metrics
• Revealed many new insights into
measuring and managing a sales force
• Published by McGraw Hill in 2012

9. Three Types of Metrics
Salesperson and manager
activities that we can
proactively direct and
manage
Objectives that can be
influenced, but require
some type of ‘consent’
The outcomes of multiple
objectives and cannot be
“managed”

10. Why this is a Breakthrough...
New Customers
Sales Activities - Individual decisions that are highly manageable

11. EXAMPLE HOW WE USE METRICS
…. PIPELINE COACHING COURSE .. .
11

12. Determine sales activity
12
SALES ACTIVITIESSales Activity
Increase # of coaching
hours
Time is easy to
measure …
start there!

13. Define what sales objective will improve
13
Sales Activity
Increase # of coaching
hours
Sales Objective
Improve coaching skill
set of managers
What
does he
want
me to
do???
How
do I
Coach?

14. Define what business impact is expected
14
I know
what I am
supposed
to do!
Sales Activity
Increase # of coaching
hours
Improve coaching skill
set of managers
Business Results
Sales Objective
Increase business

15. A step by step walkthrough
15
Improve coaching skill
set of managers
Increase # of coaching
hours
Sales Activity Sales Objective Business Results
Increase business
32% Increase!
Sales performance
metrics
27% Increase!
Measured by sales
rep survey
“This was the best
training we’ve ever had.
It fundamentally
changed the way we do
business.”
Commercial Leader
We don’t
stop
there!

16. Benchmark ….
16
Compared to
other businesses
… Reps from this
platform (“1”)
are not satisfied
with time spent
coaching …
Business

17. Use data to test hypothesis
17
5
4
3
2
1
… when they spend
more hours coaching
on average???
Why is this business
so much lower than
the others ….

18. Identify where to focus efforts
18
It is not
HOW MUCH
time … but
WHERE they
spend their
time!!

19. Break Paradigms …
19
No one likes to see themselves below
average!
Causing one to jump to conclusions
and wanting to take actions or justify
oneself
“I know my New Sales
Reps want more time …
but I just don’t have the
capacity to give them
more!”

20. Metrics identify where NOT to focus
20
“What! … but … I, I leave the
experienced reps alone on
purpose! … … I do it out of
respect, some have more
experience than I do!”
The low scores were
coming from the
experienced reps

21. Case Study
• Sales Training Metrics - Case Study Exercise
• In groups of 3 you will…
– Discuss each step of the process
• Sales Activity, Sales Objective, Business Results
– Develop a final recommendation to be shared
with larger group

22. Case Study
Case Study:
• Your company has a large salesforce, what they sell is up to
you.
• Your senior sales leader believes that “our sales reps need to
increase their financial skills” and wants to see proof that the
training was successful.
• You have been using an outside vendor to offer financial skills
training (blended solution including online with pre test and
post test scores, classroom sessions).
• Does this training improve sales reps financial skills? What
sales objective would be impacted by financial skills? Do
these financial skills impact business results?

23. Case Study Step 1
23
Discuss in your group what
Sales Activities would need
financial skills and possible
measures you could use.
What Measures Could be Used?
Sales Activity
 ?
 ?
 ?
 ?
 ?
 ?
 ?

24. Sales Activity
• Tool Usage
• Time Allocation
• Coaching
• Call Volume
• Prospect Type
• Account Plan
Completion
• Call Type
• IT Investment
• Number of Accounts
• Training Investment
• Process Usage
• Training Type

25. 25
Case Study Step 2
 Prospect Type
 Call Volume
 Training Type
 Number of Accounts
What Sales Objectives do your
activities effect and what
measures could be used?
Sales Activity Sales Objective
What Measures Could be Used?
 # of Prospects/Accounts
 # of Calls/Call Frequency
 Course Post Tests
 ?
 ?
 ?
 ?
 ?
 ?
 ?

26. Sales Objectives
• Call Outcomes
• Ramp Up Time
• Territory Coverage
• Segment of Customer
• Share of Wallet
• Up/Cross Selling
• Skill Level
• Customer Retention
• New Customers
• Deal Size
• New/Existing Product

27. Define what
business result
is expected
27
Case Study Step 3
 Increase Skill Level of
Reps
 Ramp Up Time
 Up/Cross Selling
 New Customers
 Post Test
 Improved Ramp Up Time
 Increased Cross Sell Results
 Increase # of New Customers
Sales Activity Sales Objective Business Results
What Measures Could be used?
 Prospect Type
 Call Volume
 Training Type
 Number of Accounts
 # of Prospects/Accounts
 # of Calls/Call Frequency
 Course Post Tests

28. Business Results
• Revenue
• Volume
• Market Share
• Pipeline Size
• Quota Achievement
• Customer Satisfaction

29. 29
Case Study Outcome
 Increase Volume
 Increase ROI
 Increase Market
Share
 Volume Per Sales Rep
 ROI Trending
 Market Share Trending
Sales Activity Sales Objective Business Results
What Measures Could Be Used?
 Prospect Type
 Call Volume
 Training Type
 Number of Accounts
 # of Prospects/Accounts
 # of Calls/Call Frequency
 Course Post Tests
 Increase Skill Level of
Reps
 Ramp Up Time
 Up/Cross Selling
 New Customers
 Post Test
 Improved Ramp Up Time
 Increased Cross Sell Results
 Increase # of New Customers

30. Case Study Overview
Sales Activity Sales Objective Business Results
What Measures Could Be Used?
Choose ONE Each & Visualize
 Volume Per Sales Rep
 ROI Trending
 Market Share Trending
 # of Prospects/Accounts
 # of Calls/Call Frequency
 Course Post Tests
 Post Test
 Improved Ramp Up Time
 Increased Cross Sell Results
 Increase # of New Customers

31. Commercial
Development
– Metrics
What’s Next ???? ….
More Benchmarking Internally & External
More Automation Less Manual effort
More Correlations Focus on proven impact
Key Takeaways

32. Patricia Fay Rosemary Crawford
patricia.fay@ge.com rosemary.crawford@ge.com
www.linkedin.com/pub/patricia-fay/9/222/a91 www.linkedin.com/in/rosemaryreilly/
203-947-6463 262-422-4807
Thank You!

33. 33
Case Study Worksheet
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Sales Activity Sales Objective Business Results
What Measures Could Be Used?
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