Category Archives: White Papers

September 27th, 2016

Content Innovation: New Modalities for New Learners

New Sales Training Content for New Learners Perferences

I often talk about today’s multi-generational sales organizations and the challenges presented by millennial learners. I ask clients:

“What will it take to engage your learners?”

From London to New York to San Francisco, the answers are surprisingly similar, and whether I’m talking with sales leaders or corporate learning leaders, there is broad consensus about what is required:

To engage today’s learners, training has to be flexible, personalized, bite-sized, relevant, provide meaningful data, and be accessible on demand across a wide range of platforms and devices.

As I discussed in the first post in this series, The Future of Sales Training: Innovation for a Salesforce in Transition, there are more millennials in the U.S. workforce than any other generation. They have a very different relationship with information and technology than previous generations, and they want relevant content delivered to them in ways they recognize and can access easily and quickly.

New Learners Expect Higher Levels of Quality

The answer to accelerating learning across generations is to meet learner’s expectations when it comes to the types and quality of content in training programs. Younger learners have higher expectations about the quality of video content, course materials, and the online learning experience – the same stale training materials won’t cut it for the new generation.

Meeting the expectations of these new learners doesn’t mean throwing away all past » Continue Reading.

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September 22nd, 2016

The Future of Sales Training: Innovation for a Salesforce in Transition

The Future of Sales Training

Whenever I speak at conferences or with clients their training needs, I ask this question:

“What will it take to engage your learners?”

From London to New York to San Francisco, the answers are surprisingly similar, and whether I’m talking with sales leaders or corporate learning leaders, there is broad consensus about what is required:

To engage today’s learners, training has to be flexible, personalized, bite-sized, relevant, provide meaningful data, and be accessible on demand across a wide range of platforms and devices.

Significant innovation is necessary in corporate training in order to meet these expectations and address the changing needs of today’s sales organizations.

Not only are learners changing, but the business environment has changed significantly as well. Over the 37 years that Richardson has been helping organizations improve sales performances, the pace of business has grown faster, ultra-informed buyers come to the table having already researched their desired solutions, and productivity demands on sales professionals are considerably greater. Time has never been a more precious commodity, and sales professionals must spend it wisely, maximizing interactions with customers and minimizing days away from the field sitting in training classrooms. This makes it more important than ever to deploy the latest technology to efficiently train sales people and drive rapid, sustained, and measurable behavior change.

A Salesforce in Transition

A driving force behind the need for change is an emerging multi-generational salesforce increasingly comprised of members of the » Continue Reading.

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January 11th, 2013

Top Needs Identified by B2B Sales Reps for Success in 2013

Sales Reps

Top Needs Identified by B2B Sales Reps for Success in 2013

What are the top concerns of business-to-business sales reps this year? What do they think will help them to meet their numbers and achieve their targets? As we closed out 2012, we wrote about nine trends in sales force effectiveness and learning and development for 2013. We also surveyed over 300 B2B sales reps to learn more about their top challenges and improvement opportunities to help them hit their numbers in 2013. With strategic planning in full force, it is important for sales managers and learning and development functions to know what’s on the minds of their force in the field.

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November 21st, 2012

Free Benchmarking Report: Be More Thankful for Your Strategic Accounts!

Strategic Accounts

Free Benchmarking Report: Be More Thankful for Your Strategic Accounts!

As we all know, farming additional business is always desirable, but renewing existing business is essential. Planning, developing, and executing an account strategy requires skills and abilities that need to be kept current. As we head into the Thanksgiving break, Richardson is excited to offer you a complimentary report from CSO Insights called Account Management Analysis. Here is some data that you might want to read more about in this report:

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October 26th, 2012

Survey: Top Sales Improvement Priorities

Sales Performance

Top Sales Improvement Priorities

Let your voice be heard!

Richardson is conducting a short survey of sales professionals to help companies determine where they should invest in 2013 to improve sales performance. We would appreciate if you could take about 5 minutes to answer a few short questions. The information will be very useful for helping sales leaders align and prioritize initiatives. Your response will be kept strictly confidential.

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October 15th, 2012

4 Ways Sales Leaders can Better Leverage L&D Teams

Sales Leaders can Better Leverage L&D Teams

4 Ways Sales Leaders can Better Leverage L&D Teams to Execute Strategic Initiatives

Working in harmony will almost always yield better results than constantly working at odds. Everyone can agree that Sales and Marketing are at their best when they work together, hand-in-glove style. Leaders of both business units are on the same page, working toward the same goals and on the same timeline. Conversely, when the relationship is contentious, there’s a lack of faith and respect toward each other, which is bound to yield subpar results that not only do each unit a disservice but the organization as well.

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October 4th, 2012

Predicting Success in Sales Roles – Lessons from Moneyball

Predicting Success in Sales Roles – Lessons from Moneyball

This post in an excerpt from the Chally Group’s white paper “Challenging the SEC’s Challenger Selling Model,” by Howard P. Stevens, Chairman, Chally Group Worldwide.

 

What makes a salesperson successful? Is it charisma? Product or industry knowledge? Experience? Tenacity? Ability to “challenge” customers?

If you’re going to improve your business, it’s not enough to know that some people are successful — you need to know specifically what has the greatest (and least) impact on success so that you can apply that when managing talent among your sales force. Simply guessing or relying on generalizations based on “Survey Monkey” research leaves too much room for risk.

Success in sales roles is predicted based on the presence of the salesperson’s capacity to deliver specific skills, abilities, and competencies associated with the requirements of a very well-defined sales role. Even within the same sales organization, a strength in one sales team could be immaterial in another if their roles and targets are different.

The best-selling book Moneyball presents a valuable lesson for sales organizations regarding effective talent management. Billy Beane, the GM of the Oakland A’s, knew the traditional metrics for selecting players wouldn’t cut it. Scouts had long employed subjective, nonquantitative measures like, as one of the scouts put it, “he has an ugly girlfriend, and that means no confidence.” He evaluated his players and potential trades using specific dispassionate metrics rather » Continue Reading.

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August 22nd, 2012

Complimentary White Paper – Six Best Practices for Leveraging Strategic Accounts

Strategic Accounts

Complimentary White Paper – Six Best Practices for Leveraging Strategic Accounts to Consistently Achieve Annual Sales Success

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