Sales Leadership Strategy & Planning

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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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.


Leading Sales Teams Through A Recessions

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Leading Sales Teams Through a Recession

Nobody wants to use the “R” word, but whatever you call it, selling is tough right now. I’ve had the good fortune of speaking with dozens of leaders and managers about what they’re doing right now with their teams to protect their bases and keep building pipeline in case a recession does officially happen.

READ: Top Pipeline-Building and Recession Selling Tips

Here’s an idea I love that I hope you will steal when leading sales teams through a recession: 

Turn down lead qualification criteria immediately. 

As deals slow down, you’ll need more in the funnel to close the gap. If you’re using a standard BANT or MEDICC qualification criteria, work with the team to decide what is worth taking anyway. If your sales team isn’t busy creating proposals and demonstrating your solution, the simple answer is to get more leads. They could literally be sitting in the “reject” pile of your BDR/SDR or marketing team right now!

What should you accept? I’d start with budget. 

Many buyers aren’t spending as freely right now, so if your lead qualification criteria require a ready budget, you’re rejecting most buyers. 

I get it, you need leads ready and able to buy to close more deals, but if they’re not as available right now, are you willing to build future pipeline for when times change? 

Can you and your team work harder to convince buyers you’re worth assigning a budget? 

READ: Changing Sales Incentives During A Recession

Along these same lines, are you willing to build future pipeline for opportunities with longer timelines? 

If we’ve moved on the B (budget) and T (timeline), what about Authority and Need? Truth is, now more than ever you need to show this is something prospects need over want. So check the value props being touted by your lead generation team. Can you switch something that feels like a “nice to have” to something that seems more like a “Can’t live without it, especially in today’s economy?”

For example, I sell training. People often come to us because they’re growing (nope, many in RIF mode now). Others find us because they know they need better onboarding and upskilling to attract and retain talent (nice to have, less important if not hiring). 

READ: Why You Need Special Recession Payment Terms

How about this one?

During today’s economic times, the sellers are separated from the order takers. You can’t afford NOT to make sure your team have the very sharpest skills to close more deals. Protect your revenue by teaching your team how to push deals through when there’s economic uncertainty. (BTW, click here to email us and learn more about our training! 😉)

Finally, let’s talk about Authority or Champion. I think you’ve got to have it. Every deal in tough economies will be approved by your economic decision maker (e.g. CFO), and nothing is getting there without a champion explaining the urgent need for it right now.

Boom! BANT just became NC (Need and Champion).

Next step: go sit with the teams to help draft the right questions and gates for this. Just because you know what a good “need” looks like, doesn’t mean the person training your BDR team or writing the marketing copy can translate what you’re looking for into criteria and sales questions/marketing form fills.

Good luck out there!

READ: 5 Tips for Reps to Keep Selling During a Recession

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sales team development plan

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How to Create A Sales Team Development Plan and Budget

Professional development opportunities are a major factor in the decision to change jobs. That’s according to numerous research papers, including our recent Sales Team Retention survey. So if you want to improve employee satisfaction and stave off attrition, then a sales team development plan must be a top priority. 

By giving your reps a roadmap to build their skills and advance their careers, you give them a compelling reason to stay in your organization. Read on for actionable tips to build the perfect development plan for your sales team. 

Why is sales team development critical?

Sales team development is more important than ever. Ambition found that 98% of sales reps would stay with a company forever if they were given ongoing development opportunities. 

What’s more, companies that invest in sales team development put themselves at a significant competitive advantage by retaining talent. Losing a salesperson costs an average of $115,000. 

Your sales team is only as good as the people on that team. By investing in their development, both as individuals and as a group, you can improve their ability to meet quotas and move the needle. 

How to build a sales team development plan

Sales development doesn’t just happen. It’s the result of a lot of intentional strategy and effort and requires a commitment of resources from the organization. 

As such, it’s important to have a clear plan to get you from Point A to Point B. A cohesive development plan includes role definitions, resources, expectations, and timelines. Here are some steps you can take to develop your own. 

1. Establish a sales development budget

On average, 1–3% of the total annual budget should be earmarked for development. Small to medium businesses are spending more than $77,000 annually on outsourced sales training and development. Large companies spend more than five times as much. 

If you under or over-spend on sales development, that will create bigger problems down the road. Over-spending without generating results will cause you to lose buy-in among executive stakeholders. Under-spending is unlikely to generate positive results. 

By understanding your needs, you can set a realistic budget that suits your goals and needs and, more importantly, moves the needle in the right direction. 

Download our Sales Training Budget Guide to help you determine how much to budget for development.

2. Reallocate unused resources

There’s no point in spending money on tools and resources that no one uses. A great way to invest in development without increasing costs is to look for resources that you aren’t using. Rather than waste those dollars, use them to grow and improve your team. 

3. Identify high-impact opportunities 

Most companies have limited budgets. This is especially true in today’s economic climate. 

The key to an effective sales team development plan is knowing where to spend the most time and money. After all, you want your limited resources to go where they’ll have the greatest impact. 

This is where having high-quality managers makes all the difference. When you support your managers and empower them to make decisions around resource allocation, they can effectively support your sales reps at every stage of onboarding and production. 

Effective managers understand the best delivery methods for training and development. Live in-person and virtual training sessions are both great options for team training. For companies that are local, live training sessions are refreshing in today’s remote-heavy work environment. Getting reps face-to-face for in-person training is worth the cost of the return. For remote companies or spread-out teams, virtual sessions are a great alternative to in-person meetings. For best results avoid pre-recorded training videos. When participants are able to meet in person or join a live virtual session, they feel more engaged and collaborative, which promotes learning. 

4. Prioritize your tools and tech stack

Not all tools and technologies are created equal. For example, many sales teams have a digital resource library—a big expense content bank that no one uses. It’s important, then, to look at your current resources and decide which are actually empowering your team to do their jobs better.

Instead of thinking of technologies by their product class (e.g. “asset management platform”) think of them based on the problems they solve for your organization (e.g. storehouse of information to educate our reps). 

When you break out the mold, you may find other more creative solutions to the problem (e.g. interactive, live training sessions vs. pre-recorded talking-head videos). 

5. Make use of free resources

While it’s important to invest resources in sales development, there’s a wide range of free courses, webinars, and training available online. In an interactive group setting, these resources can be a valuable tool—and they don’t require additional buy-in from budget holders!

However, it’s not enough to simply throw these free resources at a rep without any context or structure. Prepare discussion questions and exercises to test skills during webinars and presentations. 

When reps take part in live discussions and practice the skills they’re learning, they’re more likely to retain and apply them when they hit the floor. 

6. Think outside the classroom 

Training and lecturing are two different things. Lecturing is telling someone how to do something, while training is actually showing them. 

Take new hires out of the classroom so they can see skills being put to use in real-life scenarios and how to put them into action themselves. 

7. Focus on moving the needle

Hiring and training salespeople is an investment. To get the best return on that investment, you can’t treat it as a one-and-done. Skill retention requires applied learning and repetition. 

Don’t waste your investment by neglecting follow-up sessions, coaching, and feedback. Good coaching builds on the skills learned in training and helps reps understand where they are and where they need to be. 

8. Leverage gamification

Gamifying information is an easy way to improve retention and increase problem-solving. New hires who are challenged to solve problems and demonstrate skills outside of the pressure of the sales floor feel safer trying new things. Contests, competitions, and similar tactics help reps use skills in dynamic ways.

Who needs a sales development plan?

You may be wondering: do you even need a sales development plan?

The answer is YES if you want to:

  • Meet quota consistently
  • Retain your team over the long haul
  • Improve morale 
  • Grow and scale your business

Regardless of size, every sales department needs certain skills and information to be successful. A comprehensive sales development plan lays the foundation for your team to build and adopt these skills. 

Reach out to learn more about our customizable virtual sales training programs and get the best out of people. 

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maximize sales training investment

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5 Tips to Maximize Your Sales Training Investment

After you’ve hired a sales training vendor, there are a series of questions you need to answer in order to ensure you’re getting the most out of your sales training investment, like:

  • How do I maximize sales training ROI?
  • How do I measure training success?
  • How do I get results FAST?

Having been both the vendor and the buyer in this equation, I definitely have some insight to share. I’ve made mistakes as the Training Director hiring a sales/sales leadership training vendor, and I’ve had clients do some really smart (and less than smart) things. 

Although I could write about this topic forever, I’ve narrowed it down to my top 5 tips to maximize your sales training investment.

1. Customize the Customization. Then customize that. Twenty years ago, I paid a vendor $15,000 extra to customize the training for my company. I spent countless hours sending them examples, marketing data, and websites. I forwarded redacted emails and unpublished case studies. I just KNEW they would get the “real feel” for how special our snowflake was. The result?

The vendor added one half-page sheet to the back of the workbook with two custom role plays. TWO! The pages weren’t even numbered with the rest of the workbook. Total afterthought! Literally, nothing else was custom.

Ready for the vendor flipside? Six years ago we up-leveled all our workbooks for Factor 8. This meant I couldn’t build custom workbooks from scratch anymore for clients (the downside of totally custom is a less professional look – even a few errors). Now each of our course workbooks of about 10 pages has around 15 sections in bold red font that our Advisors tailor prior to delivery. It might be the customer’s language, an industry example, a customer voice example, specific sales objections, etc. During the live interactions, our coaches play their sales calls, coach actual delivery, and will give custom samples/scripts of every skill. That’s customization!

Tip: Get an actual list of what is tailored to your organization, its format, and when/how it is delivered. 

2. Require Manager Involvement. Note: I didn’t say attendance. You need attendance AND involvement! Back when I was delivering training in an enablement organization, we were afraid to invite all the sales managers to our training. They were so busy and important (and let’s be honest, a little rude). As I gained more confidence, I would meet with them 1:1 after the training with tips on what we trained and what to look for. As I got busier, I would schedule a 15-minute meeting so I could do this all at once. When I was put in charge, I required them to come AND met with them for 30 minutes afterward.

Guess what? They still couldn’t coach the skills. Sure, they attended the training, but they didn’t participate. They didn’t come and play to win as if they, too, would be graded on their adaption of the skills. They half-listened, did some email, smiled and nodded, and stole the stage as often as possible to give sage advice.

Vendor Flipside: At Factor 8, we meet with managers before the training, require attendance at the training, train the managers on how to coach the skills after the training, give managers 3+ tools to make it easy to support and coach the training, then do a follow-up meeting with the managers on how skills went, AND certify the managers to certify the reps on the skills. It may seem like overkill, but trust me, it works.

Your ROI will be cut in half if your managers aren’t underlying the importance of using the new skills and coaching their execution. Go overboard making sure they are trained, incentivized, and supported by your vendor to do this! 

3. Measure Your Heart Out! If you aren’t crystal clear on the results, KPIs, and metrics that should be impacted by the training, then you’re not ready to outsource sales training. (Really, a vendor just said that!) In fact, ask the vendor what numbers they expect to move with this engagement (and don’t hire them if they don’t know!) At some point, you’ll have to show your sales training ROI, so define during the interview stage what success looks like and then go get a 3-6 month baseline on these metrics. As a training manager, I was nervous early in my career to do this. It only took one sales leader saying, “You are not solely responsible for the 35% uptick in XYZ…!” for me to start backing down and measuring success anecdotally or with smile sheets. As I grew in my career, all I did was add two words: “contribute to.” If we measure pre and post, we can all SHARE the credit! 

Vendor Flipside: I love a case study. Number one reason I don’t have one on every client? They don’t provide us with their reporting. The leader pulls the trigger on the contract and then sales managers or the enablement team are left to execute and the ask never bubbles to the top. In fact, I’d love to take contracts based on the up-side (we get paid when you improve) and have offered it many times in the past, but the baseline metrics and results weren’t available from the client.

4. Get Leadership Involved (more than they are). How do I know they aren’t very involved? I’ve had about 3 clients out of 300 who were. As a training leader, I had about none. Why is this critical? Because your attendees determine how important the training is based on what the leader says, does, and spends money on. Even if you have to write the script for the VP to kick off the meeting and send over the questions they need to ask in their 1:1 meeting afterward, take the time and do it. Otherwise, you may be the flavor of the month. 

Vendor Flipside: They’re my favorite three clients ever. And when they ask for anything extra, they get it. I’ve helped them get jobs 10 years later, spoken free at their conferences, and featured them on our blogs. When a leader lends their time, voice, and stature to training, it will literally change the organization’s culture. Help convince them they’ll get more ROI by being involved. Make it easier on them with cheat sheets and reminders. These clients get double their money’s worth.

5. Focus on Long Term. Ever met with an internal client who wants you to train 5 things in 20 minutes? Me too. Try every single sales leader ever. Here’s why: Most people don’t know the difference between telling and training. That’s why their people don’t change their behavior after being told. Folks, if you want people to change what they’re doing, the training will take 5x longer than you want it to AND the support “tail” for the training will be months, maybe even years. Don’t make training an event – studies show they’ll remember about 30% of what is taught. The best leaders get this fact:

Training isn’t something you did, it’s something you do.

Vendor Flipside: Events are fun. They’re low risk and high reward. We often would have better selling days during training than normal days (live calling during training). Lots of energy, buzz, and results. But if that’s all your vendor is doing, reconsider. What about keeping skills alive? Pulling the buzz forward? Seeing skills move from the classroom to the sales floor? 15 years ago we offered a 1-day post-training follow-up. Then 90 days virtual. Now we do one-year contracts. It’s the right thing to do and the right way to do it. Doesn’t fit the SKO? Hire a speaker instead.

If you’re evaluating sales training, we’re here to help. Fill out the form or email info@factor8.com and let us know how we can help.

Want more information on how to maximize your sales training investment?

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


2020-The-Decade-Of-Sales

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Welcome to The Decade of Sales

Welcome friends to a new decade! One we so humbly term, The Decade of Sales

Funny that this calendar turn has happened a bit under the radar. I mean, remember the turn from 1999 to 2000 and the point where we all realized that it was actually no big deal? Living near the west coast made it even funnier for me. I mean why would my world explode when clearly the east coast and central time zones survived just fine.

And although no one is labeling this new decade as one to fear or really any big deal, I think that it is. In fact, if you’re a sales leader this is an even bigger deal than Y2K. Why? Because this is OUR decade.

A quick review of the last decade.

In the past ten years, most of the major advancements we’ve seen in sales have come from our customers, from marketing, and from technology. Think about it:

The customer journey. We’ve heard this ad-nauseum by now but it was big and it was real. Customers don’t need salespeople for the first 70+ percent of their buying journey. It’s made our inbound calls more critical and put more pressure on our sales reps and our product demos.

Mar-com. Marketing tooled up you guys. If we agree that the last decade’s biggest shift was with our customers, I think our marketing departments took fast action and finished the decade neck and neck with the customer. They found ways to measure and track our customer’s journey well before they touched our sales departments.

Tools & Tech. Holy cow ya’ll. The average rep now has between seven and eight tools at their fingertips. When we started the decade a CRM and maybe a dialer were the only real requirements, and now we have the cadence tools, the conversation intelligence tools, the data tools, the website or customer scoring and nurturing tools from marketing, dashboard add-ons and gamification as nearly standard. Doubtful this was big? Consider the terms “Tech Stack” and “Sales Enablement” weren’t even terms in 2009.

The outcome? Sales leadership, marketing leadership, and our customers expect more from our sales departments. Now ask yourself this important question:

How has your rep and manager development grown to accommodate this in the past 10 years?

If we’ve been tracking, I would expect to see:

  1. Onboarding training programs lengthening
  2. Tools training improving
  3. Customer, business, and industry acumen skills standard in all onboarding
  4. Sales skills training becoming regular line item vs. one-off events
  5. Structured annual Manager development 
  6. Better customer experience in demos
  7. Higher show rates for scheduled secondary meetings/demos
  8. A better customer rating of sales

The first time I presented the statistic on what percent of customers trust salespeople was somewhere in mid 2018. Since then, I’ve redone my slides about three times as the statistic has dropped to an embarrassing three percent.

Take heart, we’re still 1.5 points above politicians, but be clear we’re at the bottom folks. Customers don’t see us as trusted advisors. We’ve lost important ground here.

And while we’ve been in this invisible battle against progress, our hiring pools have shrunk and our roles have specialized. Ten years ago we had reps. Some teams had hunters and farmers. Now we have a complex system of BDR/SDR’s handing off to AE’s who move the account to Account Managers or Customer Success (don’t even get me started on how SaaS and VC have changed our game!). Pile this specialization on the heap of “We expect more from our sales teams” while leaders like you are doing so with less and less experienced reps.

Ten years ago, the average lifespan of an inside sales rep was above two years. The latest statistic from The Bridge Group shows us at about 1.5 years today. Unemployment is at an all-time low and we’re in a war for talent with higher attrition rates.

Sadly, this means we have less time to cram more skills into a less-experienced and soon to leave new hire. This tells me why as an industry we’ve added a lot of sales process and a lot of sales scripts to the mix. Yes, the more we can standardize, the less we have to teach. Brilliant!

Until our teams talk to our customers. I don’t think it’s a coincidence that our customer experience and trust is plummeting alongside our rep tenure. People don’t like the over-processed and over-scripted sales experience. Not customers. Not reps.

What will the next decade look like?

So now that I’ve painted such a gloomy picture, what do we do about it? I humbly propose that we look at the next ten years as our opportunity. Hell, not just our opportunity, but our time. Our chance. Our TURN. Our decade. The decade we take BACK the sales process and the customer experience and the rep experience and teach us all to love sales again.

How? By turning to the last frontier we have as sales leaders. The human frontier. 

I’ve heard this called re-humanizing sales from my friends at BombBomb and I love it. My friends at Ambition talk about it as the heart (think of the CRM as the brain, the cadence tool as the muscle, and the rep engagement tools as the heart).

If we approach this decade as one where we work with our people – our front line brand new hire BDR all the way to our senior leadership team on their development and engagement, customer engagement will follow. 

I call for fewer scripts and more sales training!

I call for more certification programs and career paths to keep reps onboard longer!

I call for more customer-focused messaging and QA forms!

I call for custom and shorter demos!

I call for more rep coaching sessions and manager/rep engagement!

We’ll know we are on the right track when we see our teams start to reduce turnover. When we have a consistent annual budget line-item for development. When we partner more closely with our training and enablement departments. When we teach skills before adding tools. When we convert more inbound leads, have longer BDR calls and higher demo show rates, when our trust percentage climbs back into the double digits, and finally, when we hear more new hires talk about their decision to get into sales on purpose. 

Sales is the best damn profession out there.

How many times have you talked about sales careers with someone who started their story with, “Well, I really wound up in sales on accident…”? I’d say upward of 80%. Leaders, that’s not OK. We have one of the most rewarding, flexible and highest-paid professions out there. I want my kids to seek out a sales degree and get excited about their futures in sales! I want that for every new hire each of us make this year, and next, and the next.

We have a big hill to climb. And it’s our job to lead from the front. Get loud. Get proud. (Yeah, it’s sounding a bit like coming out of the closet here, but isn’t that really what we’re doing!?) Let’s shout about our profession from the rooftops and encourage our comrades to do the same. Our future selves will thank us for the help we’re lending toward improved recruiting and attrition. Let’s draw more people to sales and keep them longer by making it the best damn profession out there. 

Check it out everyone, the mantra for the decade:

 “I’M IN SALES!”

I invite all of my fellow sales professionals to join this movement. It’s our time now.

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