Measuring Sales Success

Everywhere we go, people wonder: is there any general agreement on what constitutes effective sales training? A good working definition might be: "Those elements that enable salespeople to master the skills, concepts, behaviors, and attitudes that influence customers to make positive purchasing decisions."

Effective sales training focuses on how buyers and sellers interact, providing the tools and techniques to present products in terms that best meet the customer's needs — not the needs of the salespeople. Warning signs that indicate a need for a sales training program include:

• Lack of communication. Management expectations about the company's products aren't being communicated through the ranks; experiences noted in the field aren't filtering back to senior management. With a breakdown in communication — top to bottom or vice versa — management and sales can end up working toward different goals.
• Lack of vision. It's up to the CEO to communicate a clear corporate vision and clearly defined mission.
• Lack of confidence. Inconsistent training may result in lower confidence levels among sales staff.
• Lack of support. It's never enough to simply make a sale. With every transaction comes a promise, implicit or explicit, that the company will deliver both the product and follow-up. When this promise goes unfulfilled, customers are lost.

The right place to begin is by appointing a dedicated training manager charged with ensuring that things happen on time, within budget, and according to set performance criteria. Next, link sales training to sales goals. Training works best when it is aligned with key business objectives within the company's mission. Support from the top is critical. Make sure that trainers and sales managers are in sync with the organization's strategic vision and senior management provides support and resources to keep the program on track toward sales success.

A successful training program should also incorporate expertise in the following areas: 1) Company's market positioning and product line/mix, 2) New product launches, 3) New market penetration, 4) Sales skills, and 5) Business management skills. Don't confuse product training with sales training, and don't make the mistake of sending your team out with product knowledge only. That's a waste of time, energy, and money! Having the right sales skills will make that product knowledge pay off. Training must be sophisticated, continuous, and imbued with real-world applications. Sales leaders shouldn't ask how many calls the salesperson is making; they should address the results of each call.

Can you measure sales success? The short answer is "yes" — with some qualifications. The basics can be taught, but instilling charisma and confidence is more difficult. Factors to measure include:

• How many times does the salesperson contact a new account?
• How often does that contact turn into an appointment?
• How often does that appointment turn into a presentation?
• How often does that presentation turn into new business?
• How often does new business turn into continuing business?

The purpose of measurement is to understand conversion ratios from one point to the next, and to identify specific coaching initiatives.

The first step in effective training is education; an understanding of basic sales principles is the best foundation. The next steps include: 1) Hands-on demonstrations with experienced salespeople, 2) Application of the skill practiced under experienced supervision, 3) Coaching of the trainee's performance, and 4) Continuity maintained across an ongoing training process with constant positive reinforcement.

Successful presentations take practice, and require a delicate balance of preparation and "thinking on your feet." A good presentation involves answering questions, overcoming objections, and inspiring emotions. A good salesperson performs like an actor in the theater. And the message must be delivered the way the customer needs to hear it.

Role-playing is a great training technique. We're partial to an exercise where two individuals role-play salesperson and customer, with a third person acting as observer. Take a specific issue, such as handling objections. Go through the process, then reverse roles, with the observer providing feedback. Each person will likely learn something new from the roles they play, and when it's their turn to observe others.

Other helpful training techniques:

• Teach ways your sales staff can provide value to customers, not just sell for themselves.
• Every training session should contain an element of fun and positive reinforcement. Training should never be an experience people dread.
• Whether it's on the phone or in person offer some kind of training to the sales staff every day.
• Promote the practice of salespeople learning on their own through sales tapes, books, classes, etc.

Training is much more than just passing along product knowledge. It should emphasize tactics and strategies that enable customers to clearly define their needs, and understand the solutions your company offers. Product knowledge is obviously important, but what's truly vital is how it's used along the way.

Managers often assume that after hiring a sales rep and giving him basic training he'll pick up on everything he's required to do. When he doesn't, managers either fire him or learn to live with it. The alternative? First, never stop coaching. Second, assume nothing.

Managers should accompany sales reps into the field. Of course, this will create greater-than-usual pressure on the rep. The manager can set them at ease by relating some of his or her own experiences coming up through the ranks. Other tips for coaching sessions with reps include:

• Schedule in advance. Let the rep know ahead of time, so you can observe how well they set up appointments and manage their territory.
• Stay out of the way. During the actual sales call, let the rep do the talking; do not take over the call. Wait until you get outside to suggest corrections.
• Start the post-sales call conversation by making general, positive observations like "What do you think went well?" and "What could have been improved?" These positive questions prompt a deeper examination of mistakes, successes, and ideas for future improvement.
• Don't critique every sales call. If you do, the salesperson will adapt to please you. Make notes, but wait until the workday's over to suggest important improvements.
• Follow-up, so that the lessons learned won't fade over time. Set up a time when the rep has to give you an updated status. Make sure everyone's on the same page and that expectations are aligned.

Treat your sales staff the same as your customers. Be responsive to their needs, and let them know you consider them an essential part of the team.

You'll be surprised at how well they respond to this positive message.