Sales Training + Development

sales training ROI

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How to Measure Sales Training ROI

Training geeks will tell you there are four traditional ways to measure sales training ROI and the impact it has on an organization. It’s called “The Kirkpatrick Model.” In my experience, this model only includes two measurements that sales leaders actually care about. I’d like to add a few alternate levels to consider.  

Level 1 is Learner Feedback. The smile sheet has more to do with liking the trainer or getting fed than the impact, and the quiz results are more about short-term memory than anyone’s understanding of how to actually apply skills.

Level 2 is Observation. What happens on the job? It’s observed behavior change, and it’s subjective. “Manager, did Bob use his new skills?” Manager: “Um, I haven’t been listening to Bob all day long, boss. I have 14 people and 200 emails to read…” You get the struggle.

Level 3 is Information Retention. New skills should be fresh in their minds and easy to execute the day after training, but what about 2 months later? 6 months? 1 year? Over time, people are known to fall back into bad habits. Truly valuable training provides easy-to-use (and memorable) skills that stick with the learner over time. 

Level 4 is ROI. Calculate sales training ROI by taking the results that went up and dividing by the cost of the sales training. Naturally, there are flaws here, like, “When do we stop measuring?” “What about soft costs of missed revenue?” “What if results fall off?” and “Training wasn’t all we changed that quarter!”

When I advise sales training leaders, I help them solve it all with two little words:

“Contributed to”

Last quarter, new vendor training contributed to a 25% increase in meeting close rates and a 34% increase in show rates. Extrapolated over the period of a year and using our standard meeting to deal close rates, that means an additional 245 meetings and 66 closed deals or $3.1 million in revenue. That’s a 31x return on investment of the $100K training investment. (That’s also expressed 3,100% folks and it’s BIG. It’s also a real case study, BTW).

So, sales training ROI is a big deal. When calculating, the bottom line is nearly always revenue or profit, but there are little wins along the way. Look for bumps in any of the following (and celebrate!):

  • Talk time
  • Conversations over 2:00 minutes
  • Close percentage
  • Show rate
  • Pipeline velocity
  • Average deal size

Combine these as I did over a time period of a year and the numbers get big fast. Even a modest increase in a close percentage or deal size will bring double-digit ROI.

Now for the new stuff. In today’s climate, there are 5 more sales training ROI measurements I advise you to start tracking:

  1. Applicant increase
  2. Tenure
  3. Promotion rate
  4. Employee satisfaction (a KPI to tenure)
  5. Ramp time

Yes, nearly all of these are about helping show the link between the career development you offer the new generation of sellers and how many of them come to work for you and stay.

If you’re offering ongoing development, a training budget, a certification, or a partnership with a premier vendor, ADVERTISE THAT (you’ll attract the new generation of sellers!). Then start tracking the average number of applicants over the previous months, but don’t compare pre-COVID (that’s apples vs. bacteria).

Great development keeps people in companies longer. So count what percentage of promotions are now happening internally and whether your investments are moving the needle of employee satisfaction. 

There’s a direct correlation between employee engagement (and happiness) and their performance. If they’ve been with your company for 6 years and are consistently meeting or exceeding quota, chances are they’re happy in their role and less likely to leave. Have they missed quota a few times now, or are they not as engaged with their customers as they once were? Then it might be time for a 1:1 to see what is going on behind the scenes. 

Finally, my holy grail: ramp time. How long does it take a new hire to get to quota? This critical number not only impacts revenue right where it counts but also determines whether a rep stays or not. Here’s an insider tip:

People who feel successful at work will keep coming back to work.

No, not Earth-shattering, but it might be if you reverse-engineer it. 20 years ago I revamped a new hire sales training program for a computer manufacturer. It was taking reps 9 months to hit their goal. Ouch. (Best practice is 3-6 months and it’s getting longer – we’re now approaching 9 months again according to Mindtickle’s latest research) Yes, we took out a bunch of filler courses and implemented my “Just in Time” training approach, but we also did something a little sneaky. We lowered the bar. The VP of Sales and I saw the mass exit happening at six months and we worked together to get reps PAID if they were on track by this point in time. The result? We cut the turnover in half.

Help people win, and they’ll stay and keep winning.

Long story long, employee development has an impact on more than just revenue. There’s a reason training investments are up over 30% as an industry over last year. And if you don’t already have your enablement team running regular reports on these new stats, I suggest you get started or you’ll be late to the party. It may feel like we’re in a war for talent, but I assure you this is only the battle. Use your training investments strategically to attract, keep, and promote your people because this precious resource will become only more scarce.

Want more information on how to measure sales training ROI?

Contact us today to request information on our customizable virtual sales training programs
available for reps (and managers).


logistics companies adapt sales strategies

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How Do Logistics Companies Adapt Sales Strategies Amid Global Challenges?

Logistics companies must strategically evolve their sales approaches when facing unprecedented challenges. As the world experiences geopolitical shifts, economic uncertainties, and digital transformation, logistics companies must adeptly deal with these complexities to sustain and grow their businesses. This demands understanding emerging market trends, integrating cutting-edge technologies into logistics strategies, and proactively responding to changing consumer behaviors.

In this context, let’s discuss a few examples of how logistics companies adapt sales strategies amid global challenges and recalibrate their methods to effectively meet the demands of the modern market.

READ: 6 Logistics Sales Tips to Master Phone Selling

Key Takeaways

  • Logistics companies face unprecedented geopolitical shifts, economic uncertainties, and digital transformations. To thrive, they must understand emerging market trends, integrate cutting-edge technologies, and respond proactively to changing consumer behaviors.
  • Volatile markets demand adaptive strategies and resilient decision-making. Logistics companies must navigate economic uncertainties by staying agile, making strategic decisions, and optimizing operations to thrive in unpredictable landscapes.
  • Economic uncertainties directly impact consumer spending, influencing logistics demand. Companies must remain flexible, efficiently manage supply chains, and be prepared to handle fluctuations in workload, ensuring resilience in uncertain economic times.

Understanding Global Challenges

Dealing with complicated global challenges requires a comprehensive understanding of the complex factors shaping our world. From geopolitical tensions and economic fluctuations to environmental concerns, let’s look into the various global challenges, offering insights into their origins, impacts, and potential avenues for effective resolution.

Economic Uncertainties

Businesses struggle with volatile markets and changing paradigms amid economic uncertainties. Navigating these challenges demands adaptive strategies and resilient decision-making to thrive in an unpredictable landscape.

Impact On Consumer Spending And Demand For The Logistics Industry

Economic uncertainties affect people’s spending, impacting the whole inbound logistics industry. When people are unsure about the economy, they spend less. This makes logistics companies rethink their plans to save money and work better. The demand for moving goods around also goes up and down.

So, these companies must be flexible and smart in managing their supply chains. They have to find ways to be efficient while being ready to handle more or less work quickly. This helps them stay strong and responsive, even in an uncertain economy.

Currency Fluctuations And Their Effects On Pricing

Currency fluctuations play a pivotal role in shaping pricing dynamics. When a country’s currency value shifts, it impacts the cost of imported goods and production inputs. For businesses dealing with international trade, these changes can lead to unpredictable costs, affecting pricing strategies. A weaker currency can make exports more competitive but might squeeze profit margins.

Adaptable pricing mechanisms become crucial for businesses to absorb currency-related shocks, ensuring competitiveness and financial stability in the face of ever-changing exchange rates. Balancing these factors is vital for sustained market presence.

WATCH: 10 Virtual Sales Tips Guaranteed To Add Faster Revenue [FreightWaves]

Supply Chain Disruptions

Supply chain disruptions, unforeseen and impactful, pose significant challenges to businesses worldwide. Whether triggered by natural disasters, global events, or logistical hurdles, these disruptions can ripple through industries, affecting production, inventory, supply chain visibility, and customer satisfaction.

Impacts Of Geopolitical Tensions On Supply Chain Management

Geopolitical tensions, like conflicts between countries, can affect how things are moved and made globally. Tariffs and trade issues can make getting the stuff needed for business harder, leading to more costs, delays, and shortages.

To handle this, companies should use different suppliers, be flexible in moving things, and monitor political situations. Planning for these risks is crucial to keeping supply chain actions running smoothly. Understanding what’s happening between countries helps businesses be ready and resilient in the face of these challenges in their supply chains.

Natural Disasters And Their Influence On Logistics Operations

Unfortunately, natural disasters, such as earthquakes or floods, disrupt supply chains. They hinder the transportation of trucks and deteriorate roadways, making it difficult to deliver goods on schedule. Companies must quickly find new ways to send stuff, deal with insufficient products, and keep their workers safe.

After the disaster, they might need to help deliver things to needy people. Being ready for these problems by checking risks, using different suppliers, and having backup plans. With more and more bad weather happening, companies always need to stay ahead and be ready to adjust their plans to keep things working okay.

Technological Advancements

In the era of rapid innovation, technological advancements are transforming how we live and work. From the breakthroughs in artificial intelligence to the seamless integration of smart devices, let’s explore the dynamic landscape of technological progress and its profound impact on shaping our present and future.

Digital Technologies In The Logistics Industry

Digital technologies are changing how the logistics system works. Things like computers, data analysis, and smart devices make moving goods faster and cheaper. Tools track shipments, improving routes and reducing delays. Using the Internet to share information helps everyone work together.

Smart machines predict what will happen, making it easier to plan. Connecting online shopping with shipping makes delivering orders faster. These tech changes improve the logistics process, help the industry stay flexible, and grow in our modern and tech-driven world.

The Rise of E-Commerce And Its Implication For Logistics Sales

The rise in e-commerce is changing how things are bought and sold, significantly affecting logistics sales. The increasing popularity of online shopping has led to a greater need for dependable and effective logistics services. Logistics companies must adapt by integrating advanced technologies and logistics functions, optimizing last-mile delivery, and bolstering warehouse capabilities.

The growth of online businesses demands a customer-centric logistics strategy that prioritizes openness and adaptability. Meeting the changing demands of online platforms, maintaining a smooth supply chain, and taking advantage of the growing opportunities given by the digital marketplace are now critical components of successful logistics sales.

DOWNLOAD: Top Virtual Sales Challenges [INFOGRAPHIC]

Adapting A Sales Strategy

In a dynamic landscape, businesses must flexibly respond to shifting consumer behaviors, emerging technologies, industry events, and market trends, ensuring resilience and sustained success in a rapidly changing environment.

Embracing Digital Transformation

In the era of rapid technological evolution, embracing digital transformation is key to staying relevant and competitive.

Leveraging Technology For Efficient Sales Process

Using technology effectively is essential for a successful sales process. Customer relationship management (CRM) systems streamline communication, track interactions, and optimize lead management.

Automation tools facilitate personalized communication and nurture leads at scale. Advanced analytics provide insights into customer preferences, aiding targeted selling strategies. E-commerce integration enables seamless transactions, while AI-driven chatbots enhance customer support. Mobile platforms empower sales teams to operate flexibly.

By leveraging these technologies, companies increase productivity, decrease expenses, and develop a customer-centric approach and responsive sales ecosystem, giving them a competitive advantage in today’s tech-driven market.

Implementing E-Commerce Platforms and Online Sales Channels

Integrating e-commerce websites, online platforms, and online sales channels is transformative for businesses. Establishing a robust online presence facilitates global reach and 24/7 accessibility. E-commerce platforms streamline transactions, ensuring a seamless and secure customer shopping experience.

Utilizing online sales channels, such as social media and marketplaces, expands visibility and diversifies revenue streams. Responsive websites and mobile optimization enhance end-user experience. Leveraging predictive analytics also provides valuable insights into customer behavior, aiding targeted marketing.

Businesses can increase market reach and adjust to changing consumer preferences by utilizing various digital distribution channels, which promotes growth and competitiveness in the ever-changing world of online commerce.

Diversification Of Services

Embracing diversification in services is a strategic move for businesses navigating today’s dynamic markets. Know the importance of expanding offerings to meet diverse consumer needs, fostering adaptability, mitigating risks, and ensuring sustained growth in an ever-evolving business landscape.

Expanding Service Levels To Meet Changing Market Demands

Businesses need to adapt their services as market demands change to stay competitive in the industry. It means offering what customers order, whether personalized experiences or quick customer support. By being flexible and paying attention to people’s needs, companies can keep customers happy and grab new opportunities in the evolving market.

Specialized Solutions For Niche Markets and Industries

Creating specialized solutions for niche markets means customizing products or services to meet specific needs in particular industries or customer groups. This approach helps businesses stand out by addressing unique challenges and opportunities.

It allows companies to build expertise and establish a competitive edge in markets with specific demands. Providing tailored solutions is an effective way for businesses to differentiate themselves and succeed in industries where one-size-fits-all offerings may not suffice, fostering long-term success and customer satisfaction within these specialized markets.

Agility and Flexibility

Agility and flexibility are essential for success in the dynamic business world. Understanding how businesses navigate change, seize opportunities, and respond promptly to evolving demands positions themselves for resilience and sustained growth in dynamic environments.

Creating Flexible Sales Structures To Respond To Dynamic Market Conditions

Creating flexible sales structures involves strategic design to respond swiftly to dynamic market conditions. Start by understanding evolving consumer needs and monitoring market trends. Develop an adaptable framework that allows quick adjustments to pricing offerings and sales strategies. Embrace technology for real-time data analysis to inform decision-making. Foster a culture of agility within the sales team, encouraging proactive responses to changing market dynamics.

Regularly assess and refine the sales structure based on performance metrics and customer feedback. This approach ensures that businesses remain responsive, capitalize on emerging opportunities, and effectively navigate the complexities of a dynamic market environment.

Building Adaptive Pricing Models

Building adaptive pricing models requires a strategic approach. Analyze market dynamics, considering demand, competition, and economic trends. Implement data-driven insights to identify optimal pricing points and incorporate flexibility to adjust in real time.

Embrace dynamic pricing algorithms that respond to changes, ensuring competitiveness. Tailor pricing structures to diverse customer segments, balancing value proposition and affordability. Regularly assess and refine models based on performance and market shifts.

Incorporate customer feedback to enhance pricing strategies. Businesses can cope with changing market environments, maximize income, and remain flexible in reacting to changing customer behavior and market situations by continuously adapting corporate strategy.

Customer Relationship Management (CRM)

Customer Relationship Management (CRM) is a pivotal strategy in modern business. From tracking interactions to enhancing personalized experiences, CRM is vital in fostering customer loyalty and driving sustainable business growth.

Utilizing CRM Systems To Enhance Customer Interactions

Leveraging CRM systems is critical to enhancing customer interactions. Begin by centralizing customer data to gain a comprehensive view. Use this information to personalize interactions, addressing individual needs and preferences. Implement automation for timely follow-ups, ensuring consistent engagement. Analyze customer behavior data to anticipate needs and tailor offerings.

Share customer insights within the CRM platform to encourage collaboration across teams. Update and maintain data accuracy regularly for effective decision-making. By utilizing CRM systems adeptly, businesses can build stronger relationships, improve communication, and create a customer-centric approach that fosters loyalty and satisfaction in today’s competitive market landscape.

Personalizing Sales Approaches Based On Customer Needs

Personalizing sales approaches involves understanding and responding to individual customer needs. Start by collecting and analyzing customer data to gain insights into preferences and behaviors. Tailor communication and product recommendations accordingly.

Utilize CRM systems for a centralized view of customer interactions, ensuring a seamless channel for customer experience throughout. Implement targeted marketing strategies that address specific needs and concerns. Foster open communication, encouraging feedback for continuous improvement. Regularly assess and adjust sales techniques based on customer responses.

Collaborative Approaches

Collaborative approaches stand as a cornerstone in today’s interconnected business landscape. From cross-functional teamwork to strategic partnerships, this approach cultivates innovation, accelerates problem-solving, and ensures collective success in navigating the complexities of modern industries.

Collaborating With Other Logistics Companies For Network Expansion

Collaborating with other logistics companies for network expansion requires strategic partnerships and shared goals. Begin by identifying compatible partners with complementary strengths. Establish transparent communication channels and define mutual objectives.

Implement technology solutions for seamless information exchange and coordination. Develop standardized processes to enhance interoperability. Foster a culture of collaboration among teams through joint training and knowledge sharing.

Review the partnership’s performance and adapt strategies as needed. By working together, logistics companies can create a robust network, optimize resources, enhance service capabilities, and capitalize on collective strengths to navigate the challenges and opportunities of the ever-evolving logistics industry.

Strategic Partnerships With Technology Providers For Innovation

Forming strategic partnerships with technology providers for innovation involves careful planning. Identify providers whose solutions align with your business goals. Establish clear communication channels and shared objectives. Collaborate on research and development to create innovative solutions.

Leverage their technological expertise to enhance your products or services. Foster a symbiotic relationship that benefits both parties. Regularly evaluate and adapt the partnership to evolving needs. Embrace a culture of continuous learning and collaboration. Through these strategic alliances and strong relationships, businesses can stay at the forefront of innovation, drive competitiveness, and capitalize on emerging technologies to meet the dynamic demands of the market.

Incorporating Sustainability In Sales Strategies

Integrating sustainability into sales strategies requires a holistic approach. Begin by aligning products or services with eco-friendly practices. Communicate transparently about sustainable initiatives to build customer trust. Implement green supply chain practices and choose eco-friendly packaging. Educate sales teams to articulate the environmental benefits of offerings.

Establish partnerships with sustainable suppliers. Integrate sustainable practices into marketing materials and campaigns. Leverage certifications to validate sustainability claims. Regularly assess and improve sustainability efforts. By incorporating eco-conscious elements into sales strategies, businesses appeal to environmentally-conscious consumers and contribute to a more sustainable and responsible marketplace.

Addressing Environmental Concerns To Attract Socially Responsible Clients

Addressing environmental concerns to attract socially responsible clients involves strategic initiatives. Start by transparently communicating eco-friendly practices in products and operations. Obtain and showcase relevant certifications.

Integrate sustainable practices into marketing materials. Support environmental causes and share these efforts with the community. Collaborate with eco-friendly partners and suppliers. Implement green packaging and supply chain solutions.

Educate clients on the positive environmental impact of their choices. Continually assess and improve sustainability efforts. By actively addressing environmental concerns, businesses can attract socially responsible clients and contribute to a more sustainable and conscientious business ecosystem.

WATCH: Sales Enablement Secrets: Actionable Sales Training Tips, Trends, And Advice

Talent Development and Sales Training

Talent development and sales training are critical pillars of organizational growth. From honing individual capabilities to fostering a culture of continuous learning, talent development, and training are key elements in achieving sustained success in dynamic industries.

READ: Why Event-Based Sales Training Falls Short

Training Sales Professionals On New Technologies And Trends

Training sales professionals on new technologies and trends involves a strategic approach. Begin by assessing skill gaps and identifying relevant technologies. Implement interactive and hands-on training sessions. Provide access to online resources and simulations.

Foster a culture of continuous learning through workshops and seminars. Encourage collaboration and knowledge-sharing among sales teams. Stay updated on emerging trends to adapt training content. Leverage e-learning platforms for flexibility.

Offer incentives and recognition for skill development. Regularly evaluate training effectiveness and refine programs as needed. By keeping sales teams abreast of technological advancements, businesses ensure adaptability and competitiveness in a rapidly evolving market.

READ: How to Measure Sales Training ROI

Developing A Customer-Centric Mindset Within The Sales Force

Developing a customer-centric mindset within the sales force requires a cultural shift. Start by emphasizing the importance of customer satisfaction in training programs. Encourage active listening and empathy during customer interactions.

Foster a collaborative approach, aligning sales goals with customer needs. Provide tools and resources that prioritize customer insights. Recognize and reward customer-centric behavior. Implement feedback loops to improve customer engagement continuously.

Integrate customer feedback into sales strategies. Cultivate a company-wide commitment to customer satisfaction. Using customer expectations and a customer-centric mindset, sales teams can build stronger relationships, enhance loyalty, and contribute to sustained business success in today’s customer-focused market.

Understanding And Adapting To Diverse Global Markets

Understanding and adapting to diverse global markets is crucial for business success. Conduct comprehensive market research to grasp cultural nuances, preferences, and economic trends.

Tailor marketing strategies to resonate with local audiences, considering language, customs, and values. Establish partnerships with local experts to navigate regulatory landscapes. Utilize technology for effective communication and market outreach.

Be agile in adapting products or services to meet specific market needs. Embrace diversity within the organization to foster cultural intelligence. Continuously monitor and respond to evolving market dynamics. Businesses can build resilience and thrive in a globally interconnected world by navigating the intricacies of diverse global markets.

Incorporating Cultural Intelligence In Sales Approaches

Incorporating cultural intelligence in sales approaches is pivotal. Start by fostering cultural awareness through training programs. Encourage active listening to understand diverse customer perspectives. Adapt communication styles and content to resonate with different cultures.

Employ sales teams that represent diverse backgrounds for a nuanced approach—leverage technology for language translation and cross-cultural communication. Respect cultural norms and etiquette in business interactions.

Collaborate with local experts for market insights. Continuously educate sales professionals on global trends and cultural shifts. By embracing cultural intelligence, businesses can build trust, establish meaningful connections, and tailor sales strategies that resonate authentically with diverse audiences in a globalized market.

Final Thoughts

In conclusion, logistics companies must adapt sales strategies amid global challenges for sustained success. Navigating geopolitical shifts, economic uncertainties, and digital transformation demands a proactive and flexible approach.

Logistics firms can thrive in the face of complexity by embracing innovative sales methodologies, integrating cutting-edge technologies, and staying attuned to emerging market trends. Their ability to recalibrate strategies, foster agility in supply chain management, and address changing consumer behaviors positions them for resilience.

In this dynamic landscape, the evolution of sales email marketing strategies becomes a necessity and a strategic imperative for supply chain process logistics companies to thrive amidst global challenges.

About the Author:

Diana Zheng

Diana leads the growth marketing initiatives at Stallion Express. As a personal trainer turned digital marketer, Diana is obsessed with equipping eCommerce entrepreneurs with everything they need to scale their online businesses. You can catch her doing yoga or hitting the tennis courts in her spare time.

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Sales Training: How to Get Buy-in From Your Salespeople

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Sales Training: How to Get Buy-in From Your Salespeople

Are you having a hard time getting salespeople bought into sales training and ongoing learning? Struggling to get their attention? Unable to get them to try and apply new skills?

It all comes down to behavior change. Getting people to try new things and change their behavior is one of the toughest things out there.

READ: What Makes Good Inside Sales Training?

That’s why I use a model called BLISS.

If you’re having trouble getting adoption, include each of the steps below represented in your training program.

B – Buy-in – If you want a salesperson’s time – their most valuable resource – you better show them upfront why it’s well worth their time. Show them ROI and results, or prove that they may need some help here. Basically, prove they’re in trouble without using the skill OR prove the benefit of using the skill.

L –  Learning – As training experts, I don’t need to tell you what good facilitation is. I use the CUP model. C stands for “Connect”, U for “Use” and P for “Practice.” If it’s a video, it’s not learning (more on that topic here).

I – Integration – We have to be able to use skills at the same time when we’re in sales. I can’t just have a folder of product training, skills training, and systems training and not integrate them. So, if you want people to use your new skill, show them HOW and WHEN it’s being applied. Help train the triggers of when to grab this folder and practice it integrated with other skills.

S – Synthesis – Make sure you’re practicing with other skills. If this is something that’s just in theory and sort of left on a shelf, it’s going stay on that shelf. Bring it into the real world. At Factor 8, we always make live calls practicing new skills during training. We’ve learned it, we’ve role-played it, we’ve talked about it, now we’re going to go do it and get some feedback on it.

S – Support – Getting busy revenue leaders to support training initiatives is rough. We’ve got to do buy-in for them as well. My tip here is make it FAST and EASY for frontline managers to support these new skills. Bring them into the training but give them tools to use. We have a manager toolkit for every class we teach with easy-to-use activities in huddles, classes, or training sessions to keep skills alive. Things like call coaching forms or call coaching cheat sheets to help them support the newly learned skills. 

Follow the steps in BLISS and you’ll blissfully ensure that salespeople will embrace and apply new skills. Need help? Email me at LB@factor8.com.

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invest in sales training

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10 Signs Your Sales Team Needs Sales Training

Your budget is limited. Your needs are not. So when do you know it’s time to invest in sales training for your team? Here are some easy benchmarks and warning signs to help determine if your sales team needs sales training:

1. Your New Hire Training Doesn’t Include Sales Training. I know, you hired for sales talent. You shouldn’t need to train them. If I had a nickel every time I heard that… Trust me, they need training. Why? Their old company did it differently, the sales motion was slightly different, they love a different methodology, and maybe they were loyal sellers but not great ones. I’ve had 15-year sales veterans in my virtual sales skills classes and often their learning curve is the steepest. (Head here for more info on what good virtual sales training looks like)

virtual sales challenges


2. The Last 4 Classes Were Product Related. If you’re thinking: “I do training all the time!”, I invite you to check the content. Reps are used to getting product/service updates and company updates, but not skill refreshes. Sales skills should be taught in onboarding AND at least once a quarter ongoing.

Think of sales calls as “game day.” How often did you practice before then?

3. There’s Been a Strategy Change. About half of our clients come to us because it’s been a struggle to change behaviors now that ______ has changed. Sometimes it’s a go-to-market strategy, client coverage, or an addition of a product or service line. You get it. What seemed simple in the boardroom can prove crazy-making when trying to align 50 junior reps and their managers. Just remember, telling them in the meeting only opens the door. Most employees don’t have the capacity nor the inclination to then translate how this will change their approach, their conversations, their goals, etc. Tell, TRAIN, then coach.

4. You Just Listened to Sales Calls and Your Ears Are Bleeding. If you’ve recently implemented a conversational intelligence tool like Gong, Chorus, or ExecVision, you probably thought it would be fun to listen to the customer’s voice. By the ninth call recording, I’m willing to bet you summoned your team leads and training liaison and had a serious talk about rep skills. Enter professional sales skills training.

5. You’re Losing Gen Z or Millennials. If the last 3 exits or thanks-no-thanks job rejections were Gen Z or Millennials, check your training package. A recent article cited “opportunities for development and advancement” as the number one requirement for these job seekers. New hire product and systems training won’t cut it if you want to attract and keep today’s talent.

Are you considering alternate hiring pools and need to teach former teachers, retail workers, vets or tradespeople how to sell?

Assign this task to the professionals, your HR trainer is probably not equipped for that heavy overhaul. Alternatively, congratulations on your brilliant strategy. Great training programs will open multiple hiring pools to you that won’t be open to your competition, and I love finding behavioral traits in an existing hire rather than teaching the skills to someone new!

6. It’s Playbook Time! If you’ve grown to the point where it’s time to capture best practices and “how a bill becomes a law” at your shop, I’m guessing you have more than 10 reps but under 50 and you’ve been selling between 1 and 3 years. It’s time to document! Before you do, grab some new best practices from a professional sales trainer. The perfect time is after draft one and before it’s finalized. Invariably, clients who just finished their playbook have gone back to update it with our skills and strategies. If you’re not sure which to do first, I do recommend starting the playbook so that what’s already created can be standardized and uniformly improved with training.

7. Flat Growth. If you’ve used the same conversion ratios the last 2-3 times you’ve done headcount projections, it’s time for some training. In other words, rep staffing isn’t always a quantity equation, you should bank on quality improvements as well. Not sure? Ask yourself how many heads you could save in your budget with a 15% improvement in your top-line conversion metric (whatever that may be). We regularly clock 30-70% improvements allowing sales leaders to lower sales headcount! Shift that spending to your “want” list instead!

Now let’s check in on manager training. Most companies invest in new hire training, then ongoing rep training, and maybe finally manager development. Makes sense, there’s only one for every ten or twenty reps, right? Unfortunately, most reps we promote to manager fail in the first 24 months (50-70% according to the Corporate Executive Board), and they can take down great customers AND reps with them. Here are three signs to check:

8. Your Turnover Is Over 65% or Increasing. If you don’t have annualized employee turnover/exit rates on your dashboard, get them – and by manager. Your star sales managers are keeping their teams and promoting reps rather than suffering high attrition. This is a red flag that you have a struggling manager – perhaps one who hasn’t been taught how to lead people yet.

9. Low Employee Engagement Scores. Consider this a leading indicator KPI of attrition. It is NOT a buyer’s market anymore and if you have a great rep they are actively being recruited out. New generations demand ongoing development opportunities, so be sure you have a line item in your budget every single year. If not, you simply won’t be able to compete for talent.

10. You’ll Be Scaling in the Next 18 Months. If you’ve proven your concept (product fit and funding or even the voracity of digital sales vs. field selling), you’ll be planning to add headcount. When doubling (or more) in size, the critical path is your management team. Sales management training helps provide a consistent rep experience (teams will juggle), a consistent sales process, a consistent definition of what is a good call, consistent performance evaluation, and consistent hiring. I think you’re getting the keyword here. Consistency will allow for a smooth scale. Without it, you’re trying to replicate the Wild Wild West and you’ll experience a spike in rep (and manager) attrition 3-9 months after your hiring waves.

Bonus: Before you scale is also the right time to upgrade your onboarding experience. You’ll need a standard curriculum, testing, wave-based hiring, sandbox systems, and a professional sales curriculum. Do this before tripling the team’s volume in class!

If you’ve found a few signs that your team needs sales training, I hope you’ll reach out and have a conversation. We’re happy to help you decide what skills would help most even if you don’t ultimately outsource to us.

Ready to invest in sales training?

Contact us today to request information on our customizable virtual sales training programs
available for reps (and managers).


Sales Confidence: How to Build it During Onboarding

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How to Build Sales Confidence During Onboarding

I’ve heard from many sales leaders lately that it’s tough getting the next generation of sellers to pick up the phone.

We all know that no one wants to make cold calls, but the endless email and InMail touches and cadences that your reps are using aren’t working.

And, with the new Gmail and Yahoo email restrictions that kicked in this year, it’s more important than ever to go back to basics and get new sellers to pick up the phone.

At Factor 8, we’re focused on teaching reps tactical phone sales skills to help them build sales confidence (so they’ll pick up the phone AND feel great about it!)

Today, I’m talking about new sales hire onboarding.

When you’re bringing on someone new – especially when they’re remote – one of the most important things you can do in new hire onboarding is use call recordings.

READ: Tips for Virtually Onboarding New Sales Reps

The game has changed over the past few years. When sellers are remote, they can’t just sit next to their peers,  hear what’s happening, and learn the good, bad, and ugly.

If your company doesn’t record calls, or you’re worried about not having a specific rep’s call recordings, toss that – it doesn’t matter. You can learn so much from any call recording.

In fact, at Factor 8 in our Sales Bar, our online sales training platform, we have thousands of user-submitted recorded sales calls from all different industries, organized by skill (i.e. call intro, overcoming objections, call bridging, closing, etc.)

READ: 7 Hacks to Improve New Sales Rep Onboarding

During onboarding, break down the call and let reps listen to what it sounds like, even if it’s not a good call, because what we’re scared of is what the customer is going to say to us (and the inability to think on our feet to respond to them intelligently).

When reps hear different scenarios on sales calls 20 or 30 times, they begin to feel comfortable and that fear starts to go away and the confidence rises.

And that’s the name of the game, folks: confidence. You’ve got to have it to succeed in sales, and building it begins at onboarding.

Need help building sales confidence in your sales reps? Email me at LB@factor8.com. I’m happy to help!

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How To Develop Sales Managers

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How to Develop New Sales Managers

Working with newly-promoted sales managers may be my very favorite thing. Maybe that’s because the pain I remember in their position is still a bit fresh (albeit over 20 years old…)

READ: 5 Quick Tips for New Sales Managers

The transition from rep to manager is tough. It’s also risky for both the company and the new manager. Companies lose top-performing reps and serial high-achievers sign on to feel NOT successful for a good six months. I’ve seen some sad stories of new managers flailing, flat-lining growth, or simply quitting in their first year. It’s sad for the manager and it’s a double loss for the company. They lose a manager AND top performer.

So how do we support and develop new sales managers to help them feel more successful sooner? 

1. Talk in detail about the expectations of the new job.

Top reps are competitive, self-centered, and aggressive (said with love, folks). Margaret Arakawa said it best in a panel once. I paraphrase, “Moving from top rep to manager is like leaving the role of the lead actress on stage to become an executive producer.”

Exactly. 

Successful managers focus on:

    • Developing their team

    • Solving problems

    • Creating atmospheres for motivation

    • Prioritizing work

    • Managing admin to clear selling time for reps

READ: Tips for Mastering Call Coaching

What they don’t do is:

    • Close sales

    • Maintain customer relationships

    • Win contests

    • Count on themselves alone to get the job done

    • Sit in the spotlight

2. Be frank that disappointment is OK

Most new managers talk to me about their utter disappointment in their first year. Not with the job (exclusively) but with their team. They aren’t used to relating to reps who aren’t as dedicated and passionate as they were. Help them see that this is normal and talk about strategies for dealing with the frustration. 

Ultimately the buck stops with them and their success is getting the most consistent and high-level performance from these people. Set some expectations! For example, talk about how a sales manager’s success is judged not just by the number but also by:

    • Reduced time for new hires to hit quota 

    • Percent of the entire team to quota – not just overall percent

    • Reduced attrition

    • Rep promotions

Each of these requires a focus on the people, their success, and their development. Sure we want managers focused on the “W,” but it needs to be a Team W, not their personal commission check. Hearing this advice from a leader they respect can help them focus on the right things early and find new ways to get daily wins.

3. Go beyond HR 

If you’re lucky, managers have access to some generic management skills about communicating with others, approving timecards, giving feedback, etc. Helpful stuff. Not job training. Get them sales management skills like:

    • The management cadence: what meetings they need on their calendar and how often.

    • Time management for sales managers: Which is first? The line at your desk? The upset customer? The request for a report from the boss or the deal discount to close a sale? This skill will make or break a new leader. Prevent burnout before it happens!

    • Translating sales goals and driving sales performance: New managers struggle to get beyond managing activity. Help them learn to translate strategy and the big number into monthly, weekly, and daily activities for reps. 

    • Performance 1:1 meetings: Help managers communicate the goal, the performance to date, motivate reps to succeed, and build relationships with their teams during this meeting.

    • Call coaching: Call coaching isn’t natural behavior for high-achievers. It takes an extreme amount of patience, customer focus, and a set process to be successful. Without skill training on coaching, they’ll either skip it or maybe even demotivate their team. Help teach them to do it right before they wind up a statistic. 

    • Find them a mentor: A mentor becomes a safe space to vent, ask questions they’re afraid to ask their Director, and frankly a lifeline. And if you’ve promoted a woman, work to find her a female mentor. Yes, it does make a difference. #GirlsClub can help here if you’re lacking female sales leadership talent.

DOWNLOAD: Critical New Sales Manager Skills to Master

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New Sales Hire Onboarding

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8 Components of a World-Class New Sales Hire Onboarding Program

Been thinking that revenue targets would be easier to crush if your new hires would ramp up to speed more quickly? You’re spot-on, my friend.

WATCH: Onboarding Sales Reps: 10 Hacks To Improve Training + Ramp Time

Best-in-class onboarding (or new hire training) programs go well beyond the standard “Welcome to the company” orientation and dive into actual job training. But most programs stop after introducing reps to their new systems and products. This leaves reps on their own to figure out things like:

  • What do I do first?
  • How do I get people to call me back?
  • What do I say if they ask me X?

The result? Long ramp times, while they use experience to supplement what they could have been taught.

There will always be a ramp period. Our goal is to shorten it. Awesome new hire programs have been proven to cut new hire ramp-to-target in half (Training Magazine).

What is the right ramp time? Sorry for this, but it depends – on the talent you’re hiring, your training program, and the complexity of your offering and sales cycle. But here are a few basic benchmarks:

  • Top business development (BDR, SDR) programs ramp reps before three months.
  • Account managers between three and six months.
  • If your deals aren’t over $200K, your sales cycle is over 6 months, and it’s taking your reps 6+ months to hit quota, your program probably needs some help.

I’ve been building and benchmarking new hire programs for the past fifteen years, and there are very few who don’t need help. Why?

Most onboarding programs need help because trainers don’t get sales, and sellers don’t usually get training – it’s a sandbox thing.

A great program is a killer combination of both worlds. Incidentally, a great program can also shrink your rep attrition. Keep them longer, ramp them faster = this is worth your investment, sales leaders!

READ: How to Hire and Retain Top Sales Reps and Managers

Here are eight signs of a world-class rep onboarding program (that you should steal immediately!)

1. Training is a process, not an event. 

Think of it as “Just-in-time training.” 100% classroom time is 1-2 weeks and then decreases gradually to once a month.

For example, a new hire is in full-time training for 2 weeks, but by week 4 they’re in class 2 hours a day, and in week six 1 hour a day. By week 8 it’s one hour a week and by month three (and for the rest of their tenure!) they’re in training once a month.

This makes it critical to focus their first two weeks only on what they’ll need in month one on the phone. Why? They’ll have no idea what they don’t know yet. That means you’ll graduate a team of super-confident sellers who can’t wait to get on the phones. Perfect. 

2. Use call recordings. 

This is my favorite tip. My theory on ramp time is that it will always be present because it isn’t the “what to do/say” that takes a long time to get. It’s the “when do I do it/say it” that takes experience to really nail. So shorten that by letting reps listen to call recordings. Nope, the recordings don’t have to be their own, and they shouldn’t all be great calls. Just typical. It’s like reviewing game tapes before the big game – breaking down what the other team (customer) is doing and when they should have used the right play (skill). 

3. Includes 6 critical components 

All six critical components of the program are included and mixed together:

1. Systems & Tools – CRM, Intranet, Lead Management, AI, etc.
2. Product/Service – be sure it’s “how to sell it” and not “the full history of it”
3. Sales – how to sell our products over the phone (not generic sales 101 field training!)
4. Process – how leads and orders get processed + rep and customers’ top 10 questions
5. Acumen – business acumen, industry acumen, and customer acumen – critical!
6. Manager integration – nope, lunch on day one isn’t enough. Get them more involved.

4. GET ON THE PHONES! (ASAP). 

If you can create an exercise where reps are calling current, potential, or even past customers by day two, do it! They can qualify leads, gather success stories, call cold leads – whatever! The right hires are itching to start calling, and the wrong hires will show reluctance and wash out. You’re welcome.

READ: Tips for Virtually Onboarding New Sales Reps

5. Less than 30% is e-learning. 

Sorry large organizations, I know it’s so tempting! But classroom-based training (in-person or virtual) is still the most effective for a reason: You can’t practice selling with a computer! Also, how engaging is your new hire’s experience when they’re clicking forward 200 times a day? Painful.

6. Rigor. 

In my experience, a good 25% of every new hire class should not graduate training (yes, please be sure you’re hiring in groups, not “onesie-twosie”). When you really trust your training department, you’ll count on them to de-facto manage reps during training and coach them out the door if they won’t make it. Start, stop, and break times should be like real life on the floor, and weekly tests let them know how they’re doing.

7. Training mimics the floor. 

Quick hit ways to do this:

a. You have a systems sandbox for training (a monthly updated mirror image of all systems)
b. Phones and systems in the classroom for better role plays
c. Dummy accounts or even real (low scoring) accounts for practice
d. Call coaching or quality forms approved by sales leadership used for role plays/testing
e. Scenario-based testing (because when is a real client going to say, “A. send me a quote…B. schedule a call back…”?)

8. Don’t let HR teach reps how to sell. 

There’s a difference between regular company training and sales training. Aberdeen recently reported that 85% of best-in-class sales teams use a professional sales curriculum or trainer. What is good sales training? (read more about that here)

Overwhelmed? Here are a few easy ways to start:

  • Get to know your training ASAP. Pick your best sales leader and charge them with shortening ramp. Attend training, learn about good training, and partner and assist your trainer with the curriculum.
  • Get the reports. Sales numbers won’t show you class-by-class ramp times unless you specifically build them. Believe me, it’s worth it.
  • Close the loop. Are you reporting the top three skill gaps on the floor to training on a monthly or quarterly basis? Do you have the call coaching and rep meeting cadence in place to provide this?
  • Get some help. Spend the money to bring in a professional sales training leader, someone to fix your program or a great sales training curriculum. When reps ramp faster and stay longer, you’ll wish you budgeted for this three years ago!

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training for sales managers

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Why You Need Training for Sales Managers

Sales is an ever-evolving landscape, with tools, techniques, and targets shifting regularly. Yet, while we often focus on training our frontline sales reps, there’s a critical group that’s frequently overlooked: sales managers. 

In fact, 60% of new managers fail within the first 24 months in their role. Why? Lack of training and development. Oftentimes, companies will promote reps into management without providing critical leadership skills to prepare them for their new role.

DOWNLOAD: Critical New Manager Skills to Master

Let’s dive into why training for sales managers is paramount and the benefits that come with it.

Why Do We Neglect Sales Manager Training?

Often, organizations operate under the assumption that a stellar sales rep will naturally transition into a stellar sales manager. However, the skills required for each role differ significantly. Managing a team, strategizing, forecasting and coaching demand a unique skill set that isn’t always innate.

The Case for On-the-Job Training for Sales Managers
  • Different Roles, Different Skills: A top-performing sales rep doesn’t automatically make a top-performing sales manager. Management requires understanding team dynamics, effective communication, and the ability to inspire and lead. On-the-job training equips new managers with these essential skills.
  • Rapid Adaptation to Change: The sales environment is dynamic. According to a report by CSO Insights, organizations with a dynamic sales process, which includes regular training, reported a win rate of 49% for forecasted deals, compared to those with a random or informal process. 
  • Consistency in Approach: With proper training, sales managers can ensure consistency in sales strategies, team communication, and performance reviews, leading to a more cohesive and effective sales team.

DOWNLOAD: Leader Activities to Start & Stop Doing

Benefits of Training Sales Managers
Short-Term Benefits 

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Long-Term Benefits 
  • Consistent Growth: A well-trained sales management team can be a game-changer for revenue growth. According to research by the Sales Executive Council, sales teams led by supportive managers are 67% more effective at closing deals than those with managers who exert high levels of pressure. This shows that the right training can significantly influence managerial styles and, by extension, team performance.
  • Increased Profitability: The Harvard Business Review highlighted that companies that invest in training see a 24% higher profit margin than those that spend less on training. While this encompasses all forms of training, the impact of upskilling managers – those responsible for driving and guiding the sales strategy – cannot be underestimated.
  • Stronger Leadership Pipeline: On-the-job training prepares sales managers for higher leadership roles, ensuring a robust succession plan. This is crucial for organizational stability; a study by the Gartner for HR (formerly the Corporate Leadership Council) found that organizations with proper leadership training realized a 32% increase in leadership strength, which is directly tied to financial performance.
  • Cultural Cohesiveness: Trained managers foster a positive, consistent culture, enhancing team collaboration and overall company morale. According to a Gallup study, companies with highly engaged teams report 20% higher sales and 21% higher profitability.

On-the-job training for sales managers isn’t just a “nice-to-have”; it’s a necessity. By investing in our sales leaders, we’re not only boosting current performance but setting the stage for sustained success in the future. It’s high time we prioritize sales manager training for those at the helm, guiding our sales teams to victory.

Are you looking for training for sales managers?

Contact us today to learn about our customizable virtual sales training programs
available for reps and managers.


scheduling next steps in sales

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The Importance of Scheduling Next Steps in Sales

I can’t tell you the number of calls that I listen to (or receive) where salespeople do not schedule next steps before ending the call. It’s so basic, so fundamental, yet so often neglected.

READ: Call Bridging 101: Paving the Way for a Follow-up Sales Call

Whether it’s an initial cold call, a discovery session, a product demo, or (I shudder at the thought) a proposal review, the lack of direction is startling.

Below I’ll share the importance of next steps, why reps aren’t doing it, and how managers can ensure their reps are scheduling next steps.

The Importance of Concrete Next Steps in Sales
  1. Efficiency: A streamlined sales process is gold. According to CSO Insights, having a defined sales process can increase win rates by up to 15%. Concrete next steps are a cornerstone of this process.
  2. Commitment: When both parties agree on a specific next step, there’s a subtle commitment. This can increase the chances of a deal moving forward.
  3. Clarity: With clear next steps, there’s no ambiguity. Both the rep and the prospect know what’s coming next.
So, Why Aren’t Reps Doing It?
  1. Fear of Commitment: Some reps fear that setting a concrete next step might deter prospects. They think staying “open-ended” gives prospects breathing room.
  2. Lack of Confidence: A rep unsure of the call’s outcome might hesitate to suggest the next step, fearing rejection.
  3. Overlooking the Basics: Surprisingly, some reps get so engrossed in the conversation that they forget this fundamental step.
How to Ensure Reps Schedule Next Steps
  1. Sales Training: Make next-step training a part of your regular sessions. Emphasize its importance, backed by data. For instance, Hubspot reports that 40-50% of sales go to vendors that respond first. Concrete next steps ensure you’re always a step ahead.
  2. Role Play: Include the process of setting next steps in your role-playing exercises. Make it second nature.
  3. Call Monitoring & Feedback: Use call monitoring tools to track how often reps set concrete next steps. Provide feedback and reinforcement.
  4. Celebrate Wins: When a rep successfully moves a deal forward due to well-defined next steps, celebrate it. Let it be a lesson for the whole team.

READ: Tips for Mastering Call Coaching

The sales dance is a series of well-coordinated steps. Missing one can mean stumbling or even falling flat. As someone who’s been in the sales arena for years, I can’t stress enough the importance of clear next steps. It’s not just about closing the current call; it’s about paving the way for the next one. So, let’s get back to basics, prioritize efficiency, and drive our sales with precision.

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