Viewing Posts for: Rosalie Pope
When we work with clients to create a common language and sales process, that’s just the start. A process by itself is just a process. It needs to be absorbed and put into practice. It needs to become part of day-to-day behaviors. It needs to be second nature.
Depending on the organization, this can be straightforward or complex, depending on how well sales professionals understand what they’re doing as they go from one step to the next.
That’s where Richardson sales training, reinforcement, and coaching come in. By linking the sales process and sales training, participants can see what they are currently doing, how it fits within the desired behaviors, and where adjustments are needed. A process that may have seemed overwhelming to start becomes a welcome roadmap that breaks down each step, and they can see how the things that they currently do fit within the overall scope.
At the end of training sessions, I’ve had participants tell me the structure of the sales process is “awesome” because now they have something to guide what they’re doing. They know that they can always refer back to the steps of the sales process and make adjustments, as necessary, for their specific situation.
It certainly is possible to train sales people without linking content to a sales process. The training would incorporate information from interviews with sales professionals and managers of the activities in the process of » Continue Reading.
How Can a Common Vocabulary Create Shorter Sales Cycles?
At Richardson, we place great stock in creating a common language and a customized sales process for consistency across a client organization. The reason is simple: results. We continually see benefits in terms of creating sales success and shorter sales cycles.
Why does language — vocabulary — matter so much? What is the big deal if one person talks about pursuing a lead, while another talks about prospects, and a third an opportunity. They all mean the same thing, don’t they?
Similarly, some sales teams talk about a close, others about gaining agreement or signing contracts. Again, are they the same thing? Maybe or maybe not.
Whenever members of the same team use different words to describe what may be similar activities, they can confuse clients and coworkers, particularly those who work in global organizations.
Consider the case of a large US company that has grown by acquisition, with local offices in Europe and Asia. Say the company then contracts with a global supplier that also has a US headquarters and branches around the world. The expectation at the headquarters level is for consistency across all locations in terms of service, the relationship, and the overall value provided. But, if the local offices in Japan or India hear different vocabulary than what was used in the US, it can make the supplier look unorganized and create confusion with the client. » Continue Reading.
The Best Sales Process Comes from Successful Sellers
One thing we know about successful sales organizations is that they take guesswork out of the equation for sales professionals. They establish a consistent sales process and language, and this means that sales professionals don’t have to recreate the wheel or figure things out as they go along. Instead, they are able to follow a process that has been tested, prove its value, and provide a roadmap to next steps.
A critical challenge for sales organizations in onboarding new hires is the length of time before they become productive. They have to learn the product that they’re selling, the company’s culture, the clients, and the prospects. Any steps to shorten that coming-up-to-speed period contribute to the productivity of sales professional and the organization.
At Richardson, we believe a common language and sales process helps bring sales professionals up-to-speed faster and serves them better throughout their career. By telling them, “This is how we do it, step by step,” sales professionals get better and quicker at turning a sales lead into a successful deal.
The way that Richardson works with clients to create and validate an effective sales process — one that clearly identifies leading indicators of success — begins with what we call an affirmative inquiry. We interview senior leaders and then ask them to nominate sales professionals who consistently perform at top levels. The goal is to determine what » Continue Reading.
Aligning Key Stakeholders in Rolling out Global Sales Training Programs
“Not invented here” is probably the leading challenge facing the rollout of global sales training programs.
What happens in too many cases is that someone or some group in corporate headquarters says, “We need a training program for all our locations. We will develop it here, in our home country, and then roll it out around the world.”
It doesn’t matter where that corporate headquarters is located. If a training program comes solely from any one place, the rest of the world will say, “That won’t work in our country.” It could even be that the proposed program is exactly what they themselves would recommend, but the fact that it came from somewhere else makes it tainted.
The resistance to a program developed in Country A being implemented in Country B, C, or D is high and often justified because the targeted customers — their communication styles, their customs — are different. Overcoming this resistance is possible and can be relatively easy. It just takes collaboration and alignment of stakeholders.
The people in Country B, C, and D should be considered stakeholders, not recipients, of the proposed training. Taking the time and effort to ask their input may not significantly change the construct of what the program would have been without their involvement, but it will make a huge difference in adoption.
The stakeholders will feel » Continue Reading.
5 Key Elements for Rolling out a Global Sales Training Initiative
I am an American who has lived outside the US for 27 years. I’ve worked in 42 countries, lived in the Far East for eight years, in Europe for the last 19 years, and am now based in the UK. At Richardson, Europe Limited, I am a consultant, facilitator, trainer, and coach. I work with European firms, FTSE 100 global companies, and many, many foreign subsidiaries of US companies around world.