2. The problem Less than 55% of reps reach quota Less than 25% of leads are called 70% of CRM efforts fail Customerssay“no” 6 times before “yes” 65% of sales stop at the second “no” Sales and marketing are disconnected
3. Our Solutions Areas Negotiations Management Presentations Time Management Sales/Marketing CRM Enablement BusinessWriting CustomerService
4. Key Facts and awards Founded in 1980 Over 50 Domestic & Global locations Over 200 employees and partners Work with 50% of the Fortune 500 Over 900 engagements delivered/month “On air” on CNN650 every week Winner - “Top Ten Global CRM/SFA Training Companies” Winner – “Top 20 Sales Methodology Vendors” e
16. News Hundreds of press releases can be found on www.bakercommunications.com/press_releases.htm
17. Hope is NOT a Strategy Plan and Execute with a sense of URGENCY
Editor's Notes
What we’re finding inside our client base, which includes 50% of the Fortune 500, is that Demand Generation and new client acquisition is one of the top priorities, but also one of the top challenges. The economic climate continues to put pressure on all sales and marketing organizations to produce greater results with less resources.Driving top line revenue is absolutely critical because most organizations have already gone through the exercise of cutting costs. You can’t cut your way to growth. At some point you have to focus on actually driving top line revenue. We are finding this is thenumber one priority in our client base. Unfortunately, industry numbers illustrate a pretty grim story. Less than 55% of reps typically are making their quota. Les than 25% of any lead that a marketing department generates is ever acted upon by sales. What this means is that if you spend 100K on a marketing campaign, you are throwing away 75K of it.Your typical customer is going to say “no” 6 times before they say “yes,” but 65% of sales professionals stop at the second “no.” So, they don’t really have much of a chance of actually getting to a net new customer or deal if they’re not even following a very consistent pattern of getting a “yes.” And 70% of CRM efforts that are deployed fail to meet their stated objectives. Let me ask you to react to some of this data. Do these industry numbers resonate with you? [Person Answers]:The unfortunate thing these stats is that they’re very prevalent across most customers and industries and the strategy that most companies embark on to tackle these problems is, “let’s have more marketing campaigns,” which of course if less than 25% of your leads are called, you’re just wasting more and more money. Or “let’s send our sales people to sales training and let’s fix them so that they understand how to work with customers better,” but we know that sales people don’t like to go to sales training and we also know that most knowledge learned in sales training programs is lost very rapidly, which we’ll discuss in just a few minutes.
Our entire philosophy and approach targets at an integrated approach for sales AND marketing. We view marketing as the tip of the spear. Marketing is the organization that is out there helping to identify demand, helping to target and segment customers, helping to create the value propositions, all the tools that sales needs. But none of that is going to generate results if you don’t have the support of the sales organization.Can you guess what the most important lever in any sales organization is?[Person Answers]:The most critical lever in any sales organization, what we call the red zone, is the front line sales manager. If that sales manager doesn’t take the actions that marketing and sales leadership have agreed with and actually manage, coach, and execute a plan which includes things like selling, presenting, negotiating, includes the systems, the tools, the CRM then the entire effort probably won’t succeed. We’ve observed time and time again, working with over 1,000,000 sales professionals, that sales reps are not going to do anything that that sales managers don't inspect, expect, coach, and hold their team accountable to. Back to our discussion on sales training and why sales reps don’t like sales training it’s because they’re typically sent there to be fixed. The manager rarely attends those events. The manager is not typically engaged in the process and as a result is not involved in the transformation effort. Let me ask you a question. Can you remember the very best class you ever attended. I’m sure you’ve been to some professional development classes. Do you have the class in mind? What was it?[Person Answers]: Now tell me honestly. 90 days after you went through that class what percentage of the skills you learned in that class were you actually using? [Person Answers]: The industry stat is 10%. 10% of what your teams are exposed to in your typical 2 or 3 day class is what they’re going to actually still be executing 90 days later. So, 90% of what they get exposed to is lost, and it’s lost for a number of reasons. Number one, when they go back to work they’ve got 300 emails waiting for them if they’ve been in a couple days long class and their brain gets immediately white washed with all of the reactionary work they need to get through while they were gone. Number two, often times the training is delivered in a non-contextual way. The participant is left to figure out how to apply it in the real world.Number three, training it can often be very artificial. In other words, there’re role plays that you may do in one of these classes, but even though role plays are intended to simulate real life, they rarely do. The final and biggest reason that people don’t implement most of what they learn is that there is normally no accountability system to do so. That’s especially true if that sales manager isn’t a part of that change management process.
What’s the difference between traditional and the methodology that I’ve just shared with you? With traditional training, typically the focus is on knowledge transfer. Our focus is generating revenue. Training is typically a multiday investment, we call it a one and done. Ours is 60-90 minute bursts that happen either weekly, bi-weekly or monthly. Training has short shelf life, RevGen Plays generate lasting behavioral changeTraining typically has high travel costs, very often exceeding the cost of the training itself. We have no travel costs whatsoever. In training, measurement is typically very difficult. In our process measurement is an integral component of the entire strategy…We can’t do what we do without measurement. And it is this measurement that allows us to flex each play as it unfolds.
