Category Archives: sales training sustainment
Philadelphia, PA — April 24, 2015 — Richardson, a leading global sales training company, announced today the launch of a new and improved, back-end, real-time reporting analytics platform that will further enhance the effectiveness of their award-winning, mobile sales training reinforcement tool, Richardson QuickCheck® powered by Qstream®.
Richardson QuickCheck is an e-mail-based program that leverages salespeople’s mobile devices in order to deliver daily, bite-sized learning that is designed to help reinforce and sustain the knowledge and skills taught in Richardson’s sales training programs.
The new reporting analytics platform includes real-time performance heat maps that continuously analyze and present data, enabling a real-time understanding of how users are adapting to the desired behavior change and where additional coaching and skill development may be needed. QuickCheck analytic data is now able to be filtered, analyzed, and exported in many different ways through Qstream’s flexible tagging system.
The platform provides management and administrators with a set of new and standard sales management dashboards that feature hierarchical views that drill down on individual reps, team, and region performance. These new dashboards also provide weekly snapshot reports that display performance and engagement summaries, as well as proficiency comparisons within and across groups.
“At Richardson we regularly counsel our clients that training cannot be an event; it has to be bigger than three days of relevant learning and great facilitation in order to get behavior change back on-the-job. It » Continue Reading.
Get Post-Sales Training Visibility with Learning Analytics
Your salespeople are effusive in their praise of the new sales training. Sales Managers are feeling confident that the new sales training will help their teams achieve (or exceed!) their numbers. The Senior Vice President (SVP) of Sales, the sales training initiative’s executive sponsor, is publically calling the program a “game changer” for the sales organization. Your learning and development staff is feeling great — all of their hard work has paid off with an amazing three-day event.
As a seasoned Learning and Development Leader, you are glad that the training was so well received within the sales organization. However, you know that the initiative has now entered its riskiest phase. One question haunts you: What will salespeople actually do differently in their day-to-day interactions with customers as a result of the training? The sales organization’s whole investment in behavior change will be made or broken in the next three to six months — either behavior change takes off, or it does not. In nine months, when your CFO begins to ask the SVP of Sales, “What did we get as a result of all that sales training?” you need to ensure that you and your executive sponsor have a fantastic story of success to tell. That story began as soon as the salespeople left the new sales training.
At Richardson, we see the scenario described above play out over and over » Continue Reading.