Sales training is not enough


Research conducted by Revenue Storm on the Strategic Account Management Association conference measured 100 Strategic business managers in 48 companies showed they were 35% lack of time allocated to create demand by revenue Storm’s best-in-class benchmark. One potential reason to spend less time in this important area is the lack of skills that Revenue Storm has identified; ie, managing the pipeline, mapping politics, build momentum, bringing executive credibility, providing thought leadership, selling consultatively, messaging and search. These skills deficiencies are further increased when the market is as it is today.

In order to address these deficiencies, you may assess the sales force against the above skills and develop specific training curriculum to bring them up to best- in-class levels. From my experience, sales training is not enough. One way would be to align the organization with sales training by starting to clear go-to-market strategy.

The Go-to-Market Strategy provides direction not only for the sales force but also the rest of the organization. There are four Go-to-Market Strategies that companies can choose. In fact, companies can send all of them, but each of the Go-to-Market Strategy must be consistent with each selling group. The four Go-to-Market Strategies include Transaction focus (for example, cost, commoditized offerings), Process focus (for example, a solution, a one-stop shop selling) Business focus (for example, business improvement), Partner focus (example: equal risk reward and gain sharing).

When the Go-to-Market Strategy has been selected, the sales process and sales roles skills need to be designed and aligned with the Go-to-Market Strategy. Sales management needs to be front and center in this stage where they are instrumental in the successful implementation in the field. Sales management needs to be educated and trained so they can own and lead the implementation process.

Evaluation of the sales force against the sale of roles and skills provides at least two important points: Fitting the right people in the right roles and define the skills deficiencies for each sales representative. Identifying the conditions of eligibility deficiencies salesperson provides guidance for both special education and special training of sales management.

Other measures need to be consistent in the Go-to-market strategy including marketing, delivery, Customer Service, Human Resources, Information Technology, Legal and Finance. All these areas need education and training policy. Marketing will need to provide specific input in sales, developing market messaging and customer case studies. Delivery and Customer Service output must be in accordance with specific policies. Human Resources function can assist with the sale of food, hiring, selection and compensation. Information Technology manages the customer relationship management application and must be consistent with the Go-to-market strategy, not the other way around. Legal and finance will also have to comply with the policy. Large companies have a sales function also helps and brings sales network. When Theses measures are in line with the Go-to-market strategy, the company will avoid frequent complaint from sales people that it is much harder to work with internal processes compared to working with clients.

This holistic approach starts with the Go-to-market strategy and deliberately brings all the features of Go-to-market strategy. So it is not just about sales training, it is about building a rhythm machine that can provide fast acceleration without reduction of under-optimized, heritage, Silo functions.


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