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Sales Training and Consulting for B2B Companies
Why invest in Sales Training and Consulting?
There are normally two reasons companies invest in our Sales Training and Consulting services. Firstly, they are often in a hurry to find sales growth and are looking for a short cut, a growth hack.
Often these companies would eventually find the right strategies and tactics themselves, but they may be keen to capitalise on their first mover advantage or satisfy the needs of external investors.
For these companies we provide a shortcut, we help them avoid the pitfalls and roadblocks that every growing business experiences.
When you engage with Klozers your team has access to over 70 years experience in B2B sales and marketing.
Our sales training can help you get the best out of your team, alongside our consultancy services that will help you deploy the changes identified by our consultancy
Let’s take a closer look at why it makes so much sense to use sales training and consulting services together.
1. Why sales consulting compliments your sales training?
Many companies make the mistake of rushing into training as the solution to improving sales performance.
Indeed, training may be part of the solution, but it is never the whole solution. Before any training takes place it’s important to understand the root causes of the challenges within the sales department and only when we truly understand the problems can we prescribe the best possible solution.
By rushing into training we would be assuming that everything else that affects sales is 100% perfect, and that is simply never the case.
As with anything, the greater the investment upfront in terms of the diagnosis, the more effective the training will be.
This is because the training can then be customised to meet the exact needs of the business which makes it much more impactful.
2. Why is Sales Training so effective?
Sales training builds both skills and confidence, and those are simply unbeatable in front of a customer.
The best salespeople are like athletes and they are hungry to learn more and stay at the top of their game.
The reason they are so good is that they are constantly looking for an edge, an advantage, and this keeps driving them forward.
These are small but important things that make the difference and gets more deals over the line. Our training is designed to keep your team at the top of their game and help them benefit from the very latest insights and industry best practice.
Our sales trainers work hard to keep your team engaged and motivated during training sessions, using a range of mediums to maintain their attention and inspire them.
Your sales trainer will help your team sell more effectively whether that be over the phone, in-person or online.
They can help them improve their lead generation, closing and account management skills, and provide indispensable mentoring services.
3. What happens before training takes place?
Before your training sessions begin, it’s important to identify what you want to get from them. As a sales training provider we offer bespoke services that are based on your specific needs and challenges.
We can provide a full sales consultancy service in advance of any training. This would typically include an evaluation of your current sales unit in relation to sales maturity and best practice.
We can also provide full training needs analysis so you can gain a better understanding of your requirements before staring any training course.
For sales training to be effective, they need to be delivered in a way that maintains your teams’ attention, which means your sessions will include a great deal of interactivity.
Our sales training sessions include a range of demonstrations, exercises, games and roleplay.
4. What is the aim of Sales Training
Our goal as a provider is not to deliver sales training, but to deliver results.
Therefore we believe the goal of Sales training is to help you meet a range of sales goals faster than you would if you were to continue without any intervention.
Not every company’s needs are the same, but businesses often invest in sales training because they want to improve their staff’s sales skills, close more deals, create more conversions, make their staff feel more supported, improve morale and boost the average value of their sales.
However, ultimately all of these lead to one overall benefit – an improvement in results. Some companies invest in training because they have identified a particular problem that needs addressing which is being caused by a skills gaps within their businesses.
Training may also benefit your team if they seem to be lacking direction, or are feeling unmotivated. A lack of motivation can often occur because staff are unclear on what their roles are, or because the current strategies they are using are not working.
In many occasions this is why Sales consultancy is a perfect fit alongside sales training as it can also help you identify and deal with additional challenges.
5. How can a Sales Consultant help our business?
A sales consultant will help your business by taking a close look at your current situation, identifying strengths and weaknesses, and helping you make positive changes to drive revenue growth.
If you are not currently meeting your sales targets, our sales consultants can help you find out why this is happening and develop strategies to address the issues.
Our experienced consultants can help with optimising your sales processes and ensuring you get the maximum conversion ratios from the leads you are generating.
With our years of experience in B2B sales our sales consultants can introduce you to specific resources that will support your business.
These can include lead generation, marketing, sales tracking, and training programmes and software that will give you a better insight into how your sales team are performing.
6. Adding Sales Experience to your Leadership Team
When you are immersed in the day-to-day running of your company, it can be hard to assess your situation objectively.
It’s often impossible to find anyone around you who is not objective as your team all have a role which in some way will make them subjective.
Our sales consultants aren’t just there to identify problems that you weren’t previously aware of, we are completely hands on and happy to work alongside your team to implement any solutions.
Where applicable we will highlight your strengths and help you make the most of the resources that you currently have. In most cases this revolves around the creation of a sales plan, which we work with you to develop and if required are happy to help with executing against the plan.
Our consultants will work with you to help you improve relationships between departments and colleagues. For instance, we are often called upon for detailed advice on aligning sales and marketing departments so you’re delivering coherent messages to your customers.
Indeed aligning sales and marketing is one of our most popular services.
7. Which Companies benefit the most from Consulting Services
We typically have two types of customers of our consulting services. The first are larger organisations who already have a Sales Plan in place.
They need help executing and delivering against the plan as they simply lack the internal resources to do this themselves.
The second group are those looking for external and objective advice. In some cases they have seen a substantial decline in sales recently or aren’t meeting their targets they need to reach and hence are reaching out for support.
These businesses hire us because we have a track record of turning companies around. Alternately you may need external support if you have experienced changes in your industry and you’re struggling to keep up with your competitors.
Companies also may hire us because they feel missed sales targets are starting to affect morale and staff retention rates.
By investing in training and consultancy services, you can show your team you’re determined to improve and start achieving more.
8. Build a Selling System
It’s also common for companies to invest in sales consultancy services because their sales processes are confused and unclear, with team members pulling in different directions.
We are a huge advocate of having a selling system. Finance has a system, operations have a system so why not sales. Building a repeatable scalable selling system is simply a must for any business.
By mapping this out we can help your salespeople to understand how and where they can influence buyers and sell to people on different parts of their journey, helping you secure more sales.
Our consultants can also help you gain a richer understanding of the data available to you, from both your marketing automation and CRM platforms.
In many cases our clients either don’t have enough data or they are overwhelmed by data, and miss out on the most important parts. Either way we can help.
In Conclusion
Sales is an ever changing environment and more and more businesses are improving their performance, staff retention rates and workplace morale.
For most of use this means competition is tough and by investing in our sales training and consultancy services we can give you that edge you need to not just compete, but win.
Sales consultants and trainers can provide invaluable mentorship, help you identify and eradicate weaknesses, and help you make the changes that you need to not only survive but prosper.
Our team can breathe new life into your organisation and inspire people throughout your company. Whether you’ve been missing your targets or are simply ready to build upon recent success and take your business to the next level, there are many great reasons for hiring sales training and consultancy professionals.
If you are ready to hire a sales trainer, sales consultant or both, come and talk with us.
Sales and Service Training Courses
If your business is typical, up to 80% of next years revenues will come from this years customers. Despite this many organisations give little or no thought to customer service, viewing it merely as a cost to the business.
In many cases customer service is a cost to the business, however, survey after survey shows customer service as a core component of your brand. In certain cases some brands who understand the commercial value of great customer service, use it as an opportunity to cross sell and upsell, thus driving additional revenue into the business.
There are so many great statistics for investing in sales and service training once you look into it, it’s difficult to ignore. As an example studies show that 82% of customers leave because of a poor experience and of those 73% leave because of a reaction to rude staff.
Structured and well supported training can help your team meet your customers expectations and even exceed them. The right sales and service training can make your team more adept at winning customers’ trust, whilst boosting your teams confidence.
The best sales and service training programmes are designed to help companies move away from customer service and towards customer experiences.
How can Sales and Service Training help my team?
Often the biggest challenge in business is winning new customers. Given that’s the case it surely makes sense to do everything possible to not only keep those customers, but to maximise the revenue from them.
Most service issues have a simple root problem, for example, 55% of customers are leaving because of delays in resolving a dispute and 51% are leaving because of poor staff training. What’s possibly most important to note, is that all these problems can be easily remedied.
Sales and service training can give your team a system to measure, track and consistently improve your customer service and sales. This will help change the mindset of your team, enabling them to make a real impact by being able to identify what matters most and take action to improve.
When done correctly training can enhance your workplace culture substantially and provide your sales team with additional skills that can benefit them personally throughout their careers.
Close More Deals and Learn New Skills
Most companies are unaware of the potential sales opportunities they have with existing customers. With repeat customer spending up to 67% more, sales and service training is more than just handling complaints and returns.
A big part of resolving customers problems should be finding new solutions to the problems customers encounter. In most cases the problems that customers experience are actually the best opportunities for cross selling and upselling.
Training can introduce your team to new strategies and tactics that they may simply never come across before. In addition to external input, there are often great lessons that can be shared internally, and these should be captured and documented for the benefit of others.
Training will help your team become more familiar with your own company’s best practices. In a well structured sales and service training programme, your staff will not only learn new techniques, but also find out why they are so effective and which situations they should be deployed in.
Benefit from External Sales Specialists
Often a key benefit of sales and service training is that it gives your team a chance to take onboard new ideas and strategies from outside the business. In many cases they are more open to learning from external facilitators with an in-depth knowledge than from internal colleagues.
Sales and service specialists can give your team more than just the skills they need to engage potential customers in meaningful conversations. They can help you explain on your customers terms why your products and service may be a good fit for them.
Sales and service training will help your team use the product knowledge and information that they have about your products and services, and turn this into powerful questions that make the buyer want to buy rather than them having to sell to them.
Retain the Best Staff
Many companies are now switched on to the fact that it’s easier to retain quality staff when you invest in training courses for them.
If your team members feel you aren’t investing in them, there’s a high possibility that they will move to a company that will. Investing in training shows your employees that you are eager to help them improve.
When staff receive quality training, they tend to feel more supported, which in turn boosts their confidence. Recruitment costs to replace team members can be incredibly expensive and take up an inordinate amount of management time.
It’s therefore important to try and keep hold of the employees that you have already invested in and continue to develop them.
Should Managers attend Sales and Service Training?
Your Managers set the bar in terms of what is acceptable performance and what is not. With this in mind, it’s important that sales managers attend every sales and service training along with their staff so they can hear the information first-hand.
When managers know exactly what’s covered and agreed during training, they can ensure their staff apply this knowledge to real-life scenarios and coach them if they are struggling.
Sales training often includes an element of goal-setting, which is yet another reason why it’s so important for managers to attend. It’s important for the managers to set realistic, yet achievable goals, rather than targets that are out of your team’s reach.
Failure to do this will simply harm the confidence of the team and demotivate them.
Increase your Customer Satisfaction Ratings
Training like everything else in your business needs to deliver a return on your investment. Whilst not everything should be judged by customer service scores, any service training should ultimately improve your customer satisfaction ratings.
Customer expectations are arguably higher than they have ever been and today’s customers expect to receive high-quality service more than ever before.
If they have a bad experience with a member of your team, they’re likely to make their opinions public and Social Media can amplify bad news like never before.
Customer Service training will not only teach your team to deliver the best customer experiences possible, but also turn your happy customers into advocates for your brand, thus generating new business referrals.
Omnichannel Customer Support
Modern customer service training often starts before your customers have even made a purchase. In most cases your customers first interaction with your brand is either your website or social media pages.
It’s important to include these as part of your wider customer experience strategy. This is supported by many statistics for example, using three channels instead of one for marketing campaigns results in a 287% higher purchase rate.
Providing Omnichannel customer support helps your team keep your clients happy across a range of channels and mediums. It can help them communicate with your customers better not only over traditional channels like the phone, but also via live chat, email, social media, SMS and other platforms.
The most successful customer service teams around today adopt an omnichannel approach with research showing that companies with an omnichannel approach experience a 23 fold increase in customer satisfaction.
We believe it’s really important to include these areas in your service programme. Many companies are failing to meet their customers’ expectations which makes it easier for you and your team to stand out from the crowd and win business from them.
Build Expert Product Knowledge
No matter the industry customers want to deal with experts and not agents who are simply following a call centre script.
If sales reps don’t have the knowledge that they require, they are more likely to leave customers feeling frustrated, with the customer going on to air their feedback publicly.
The more your reps know about your products and services, the better they can address customer pain points and explain why your solutions are the answer to their problems.
Enhance Customer Loyalty
Repeated studies show that customers tend to be much more loyal to companies that offer outstanding customer service. Many of today’s customers say that customer service is more important than price when they’re deciding who to do business with.
By investing in sales and service training, you can attract and retain more customers and gain a real edge over your competitors. Part of your overall programme should include how you plan to collect and share customer reviews.
With 70% of people taking action based on customer reviews this is an essential component of every sales and customer service training.
Resolve Disputes Quickly
Delays when resolving complaints can often be the straw that breaks the camels back with 55% of people leaving a brand because of delays in resolution.
Sales and service training can help your reps resolve complaints quickly which is important when dealing with angry and frustrated customers.
Training can help them show tactical empathy when they are dealing with an angry customer and enable them to steer the conversation in the right direction, no matter which medium they are communicating on.
Understanding active listening skills can turn your team into better, more helpful listeners that pay close attention to what your customers have to say and then use the skills and information they have to deliver the best outcome possible.
Customer Service Training
Unlike traditional customer service training courses, Klozers provides the latest in business simulation software, that allows your team to experience a 2 year customer experience transformation program in 1 day.
Our state of the art business simulation goes way beyond basic communication skills and helps your sales team understand customer expectations, sales process, and what truly drives sales performance across the organisation.
Designed specifically as a holistic cross departmental our customer service courses are designed to engage everyone from your front line sales team, product and services teams and company management.
The customer service training includes two options as follows:
Enterprise Customer Service Training
SaaS Customer Success Training
Please contact us for further information.
In Summary
How important is retaining your existing customers?
How valuable would the extra revenue be if your customer service team were actively cross selling and upselling throughout their day?
Investing in sales and service training will make your staff and customers much happier. If you look after your staff they will in turn look after your customers.
If you feel you need to make improvements in these areas, please give us a call. We would love to work with you and make the sales and service goals you have in mind a reality.
12 Critical Objectives of Sales Management
The Objectives of Sales Management
There are many objectives and goals for sales management and the importance of each will vary from business to business.
Business to business sales can be complex, with many variables and whilst the obvious objectives of revenue, profitability and growth are important it’s easy to argue a case for the plethora of other objectives such as customer satisfaction, team morale, employee retention.
Effective sales management is the key to running every successful sales team. When sales management is executed correctly, the rest of your enterprise benefits.
Sales managers are responsible for inspiring teams, leading by example, maximising profits and providing customers with the best experience to make sure they return for more.
We’ve resisted the urge to include the all to common piece around smart goals, because we assume your past all that and looking for something more meaningful.
So, we’ve listed below what we believe to be the main objectives of sales management, enjoy.
1. Sales Plan
We’ve listed sales plan at the very start because of it’s importance. Without a plan it’s difficult to track progress, meet or exceed your goals and align your sales team around those goals.
Quite simply, the sales plan ensures that not only is everyone on your company boat rowing in the same direction, it ensures that the boat itself is going in the right direction.
As with any objective or goal, the sales manager should be measured on the execution of the sales plan.
For some reason the majority of companies do not have a sales plan and miss out on the many benefits they bring.
2. Sales Strategy
Strategy is listed in the dictionary as “an approach” and although it sounds simple coming up with the best approach or strategy to how you gain maximum market penetration with the budget available to you is never easy.
At best if you nail your sales strategy sales will take off and at worst you will find that sales become like wading through treacle. An eternal hardship that consumes any profits you dreamed of as it sucks the life from your business.
Once you’ve agreed on a strategy you need to review this on a monthly basis and adjust as required.
Beware however, of changing your strategy before it has had a chance to mature or you might just end up going round in circles.
Once you’ve decided on your sales strategy the next challenge is aligning all your resources including the sales team and executing on that strategy.
3. Reporting and Metrics
Before you start to implement and share your strategy and sales plan you will need to give some thought as to how you are going to measure your progress.
Data is the new oil and Sales reporting is an essential part of the modern sales managers day to day activities.
Your reporting system should tell you everything from how well your reps are performing on a daily basis, to the cost of customer acquisition on your latest sales campaign.
Reports will tell you which areas you are succeeding in and areas need your attention. You should draw up a list of baseline sales metrics and then from there you can measure progress towards your targets.
In almost every scenario, you will be asked to generate Management Reports for your board and these will include things like your current sales funnel/sales pipeline which will provide information such as how many live deals you currently have in your funnel, the average size of each deal and the average length of the journey through the funnel.
It’s critically important that you not only can generate the right reports, but that you can interpret the results in a meaningful way.
4. Sales Performance
There is no one individual who has as much influence over sales than the sales manager.
Every day the Manager sets the bar between what is acceptable and what is not, in terms performance from their team.
They are responsible for not just managing, but also the training, coaching and development of the sales team.
Every salesperson wants to sell, every salesperson wants to be part of a winning team and the sales managers that succeed are those that focus on 2 things:
- They do everything they can to help salespeople sell more
- They do everything they can to develop their salespeople.
Unfortunately, as the manager has the power to make everything a success, they can also be architects of their own failure.
5. Key duties of the Sales Manager
Sales managers are tasked with developing sales teams, coordinating all operations within sales departments and identifying and implement the right sales techniques to deliver success.
Although the aim is to meet sales targets, it’s not uncommon for these aims to be surpassed.
The right sales management processes can give you a substantial edge over your competitors and ensure your company is thriving rather than simply surviving.
As a minimum the sales manager should address the following areas in their plan. Strategy, Process, People, Channels, Technology, Customers and Leadership
6. Team Morale
Morale is extremely important when it comes to building a winning sales team. The more inspired and confident your team are, the more they will achieve.
This is why it’s so important to ensure each member of your team feels listened to and respected. The easiest way to do this is by including them in the sales planning wherever possible.
Provide real-time information on as much as possible including things like the exact costs to the business to employ them, the profitability of your sales and how many deals they need to close to breakeven in terms of their own cost to the company.
Transparency is essential, so make sure each member of your team knows how well you’re currently performing.
What’s also important in terms of morale is being completely fair and not having any personal favourites in the team.
It’s normally easy for managers not to have favourites, however, many find it more difficult to deal with disruptive sales reps and often ignore them rather than look to resolve the problem.
Often times the most disruptive sales reps can be a top performer but you will still need to let them go if you feel they are damaging the overall morale and productivity of the team.
It’s incredibly important to foster a positive workplace culture where workplace friction is addressed as soon as it arises.
7. Setting realistic but ambitious targets
When it comes to setting your sales targets it’s vital to strike a balance between being ambitious and being realistic.
If your targets are unrealistically high, your sales team and your sales team fall so far behind that they don’t believe they can hit those targets, they will quickly become demotivated.
We recommend that you include your sales team as part of the planning process to help you set your sales targets.
By doing this you are much more likely to get buy in from the sales team and as the manager, you can still guide the team to create targets that are challenging.
Unrealistic targets will only serve to damage morale substantially and in turn, this will lower the overall performance of the team.
Managers should guide and coach their team members through the entire period of the targets to help ensure they remain on track and re-motivate them if they begin to lose confidence.
Managers typically have lots of experiences and skills that they can draw on from when they were a salesperson that will support their sales reps.
8. Building a sales funnel
Creating a sales funnel that continually is topped up with new, high quality sales leads is one of the most important objectives of sales management.
A sales funnel, also known as a pipeline is used to outline each step a customer takes throughout their journey towards making a purchase.
In B2B sales the salespeople are responsible for moving the deals or opportunities through the sales funnel.
There is nothing more demotivating to sales reps than the struggle to fill the sales funnel with new leads. It’s therefore important that you work with your marketing team to ensure a continuous flow of good quality sales leads.
If you are using Sales Development Reps (SDRs) to generate their own sales leads then you must give them the strategies and tactics to generate those leads.
Tactics like cold calling and cold email campaigns do work but they on their own it is a slow way to scale your business. As the sales manager it’s your responsibility to break the entire sales process down into easy, manageable stages.
Sales funnels enable salespeople to remain organised and in control, especially when used in conjunction with a good CRM system.
With the right CRM dashboards in place Sales reps can easily see the progress they have already made towards their sales targets.
This in turn will inspire them to continue focussing on moving deals through the sales funnel.
9. When can I expect results?
In our experience every overnight success has taken years of hard work to get there. With that said, you should see early indications of success in months, not years.
It’s important to manage expectations and collectively agree what success looks like in the initial phases.
This is why we are such advocates of creating a sales plan that everyone can align themselves behind.
Your sales plan should identify what we call the lead indicators rather than the lag indicators for success and you can start tracking them immediately.
It’s unlikely your sales management will deliver exceptional results immediately but with planning, patience and persistence you will slowly turn the ship around.
Trial-and-error can play a big role in helping you create the right sales process for you.
Even when you start seeing the results that you’ve been aiming for, you should always be prepared to make amendments as customer behaviours and requirements, technology and markets change.
10. Motivating your Sales Team
As a sales manager, you will be tasked with overseeing things like data, technology, processes and sales pipelines which you may or may not find easy.
However, often the biggest challenge is people management and listening to your team is very important.
It’s essential to ask your team what drives them and what their personal goals are and then tie them into your own business objectives.
Not every member of your sales team will be motivated by money alone, so try to find out what else drives them and why they were interested in a career in sales in the first place.
It’s also essential to deliver additional support for those members working remotely during any lockdown period.
Some team members will be comfortable working from home, whilst others will prefer to be out in the field visiting customers and working in a busy office environment.
11. Do great salespeople make great sales managers?
One problem many companies encounter is that not all great salespeople make a fantastic sales manager.
Being a sales manager requires a whole host of different skills not required by salespeople, and it may take time to start seeing success once you’ve moved from making sales to overseeing them.
Most of the key tasks assigned to sales managers are strategic versus the tactical skills required by salespeople.
For example, data analysis is hugely important for every sales manager, as is planning, strategy and people management.
In addition, identifying realistic goals, hiring the right salespeople, creating incentives, arranging ongoing training and learning and matching the right kind of guidance to specific individuals in your team are all important.
12. Learning & Development
It’s easy to overlook training as a Sales Manager because there never seems to be any free time for developing your team or indeed yourself.
Training falls into the category of important/not urgent and because of this it often gets overlooked. In nearly every case the salespeople who don’t want training are those that need it the most.
Learning and development starts by hiring the right salespeople and only recruiting those who are driven and determined with great people skills.
The team that you inherit may be very different from this and it’s your objective as the sales manager to improve the team that you’re working with over the coming months or years.
It’s also important to seek out coachable people as these people are great learners and will continuously improve given the right support.
You will encounter people that already have good sales skills but seem unwilling to continue learning or taking feedback and this can become a problem.
These people not only don’t want to learn but they don’t want others to learn either and can sabotage and undermine your leadership.
Under these circumstances, as long as you have done everything possible to try and support these people if they still refuse then you will have no alternative to letting them go.
If you’re able to offer real-time information that you can display in the workplace, you should certainly do this as this creates incentives and keeps your salespeople’s eyes on the ball.
Transparency is essential, so make sure each member of your team knows how well you’re currently performing.
In conclusion
Sales managers are arguably the single most important part of your sales team and the right manager will help you achieve outstanding results when they build an exceptional and focussed team that they take the time to support.
They will ensure the organisation has the right people, structures, technology and sales processes in place progress which can be tracked and clearly visible for all the stakeholders.
By ensuring team members remain willing to learn and committing to learning more themselves, sales managers can deliver real success, even in the most competitive markets.
Sales Negotiation Training
Key Negotiation Skills – Introduction
There is a common misconception that sales negotiation skills are only required towards the end of the sales process. The part in every sales process where costs and terms are agreed. Whilst this is undoubtedly true, it’s also true that the best salespeople are negotiating all the way through the sales process. In fact every Professional salesperson negotiates, every single day which is why it’s an important part of any training programme.
From negotiating with their children on what to have for breakfast, to negotiating with a Partner on where to go for dinner. In between times they will negotiate workloads with their line managers, negotiate meeting times with co-workers, negotiate dates & times for appointments with prospects and lastly negotiating sales contracts, project delivery and aftercare contracts. In short, Negotiation is actually unavoidable, and the ability to Negotiate is a core skill for every Salesperson.
Planning for Sales Negotiations
Like most things in life when it comes to Negotiation knowledge is power. The more information you have and better prepared you are then the more likely you will achieve a successful negotiation. Follow the information below to discover how to research and plan your next negotiation.
Sales Negotiation Goals
These are the needs, wants and desires of the parties involved in the negotiation. In business this can be complicated as not only may both sides have differing goals, but parties within each side may have differing and even conflicting Goals.
Goals can be subjective for example “We need to increase the confidence of our people.” or they can be more objective like “We need to reduce our overheads by 10 this quarter”. Either way it’s important to know both your own Goals and that of the other side. Important questions you must ask are:
- Have we identified all the Goals?
- What are the Prioritised Goals?
- What are the Business Goals?
- What are the Personal Goals?
- Are there conflicting Goals?
| Business Goals Examples | Personal Goals Examples |
| Strategic | Security |
| Change | Satisfaction |
| Growth | Peer Pressure |
| Improvement | Financial Gain |
Please note Goals are NOT the same as outcomes.
Example:
Goals – George is 65 years old and would like to retire (Goal). In order to fund his retirement he needs to sell his business but no one wants to invest a large sum of capital. Mike would like to buy a business (Goal) but does not have any capital to invest.
The Outcome is the Negotiated agreement that they come to.
Negotiation Options
These are all the possible solutions that satisfy the goals of both parties. They are all possibilities that both parties agree or say Yes to.
By investing time to explore all the Options then you are more likely to find:
- Alternative solutions
- Enable both parties to achieve their goals
- Reach the Best Possible Agreement (BPA)
Example:
Goals – George is 65 years old and would like to retire (Goal). In order to fund his retirement he needs to sell his business but no one wants to invest a large sum of capital. Mike would like to buy a business (Goal) but does not have any capital to invest.
Option – George can sell his business to Mike but rather than invest a lump sum he agrees to pay George on a Monthly basis from the profits for the next 5 years and hence fund his retirement.
Criteria for Negotiation
Criteria are the “terms” of any possible Option
Example:
Goals – George is 65 years old and would like to retire (Goal). In order to fund his retirement he needs to sell his business but no one wants to invest a large sum of capital. Mike would like to buy a business (Goal) but does not have any capital to invest.
Option – George can sell his business to Mike but rather than invest a lump sum he agrees to pay George on a Monthly basis from the profits for the next 5 years and hence fund his retirement.
Criteria – George needs to guarantee a minimum payment every month regardless of the profitability of that month. Mike needs to ensure ensure he will not be liable for any warranty, liability or compensations claims from the period before he take responsibility/ownership of the business.
Get expert Sales Negotiation Training from our Sales Coaches
CNA – Cost of No Agreement
Not all Negotiations end in an agreement, it is therefore vital before entering into any Negotiation that you first work out what the Cost of No Agreement is for both parties. The costs of no agreement can be both Objective and Subjective.
Example:
Goals – George is 65 years old and would like to retire (Goal). In order to fund his retirement he needs to sell his business but no one wants to invest a large sum of capital. Mike would like to buy a business (Goal) but does not have any capital to invest.
Option – George can sell his business to Mike but rather than invest a lump sum he agrees to pay George on a Monthly basis from the profits for the next 5 years and hence fund his retirement.
Criteria – George needs to guarantee a minimum payment every month regardless of the profitability of that month. Mike needs to ensure ensure he will not be liable for any warranty, liability or compensations claims from the period before he take responsibility/ownership of the business.
CNA – George does not have the financial resources to retire (Objective) however he has been trying unsuccessfully to sell his business for three years and is now desperate (Subjective) for a solution. Mike is keen to buy a business (Objective) but knows there are hundreds of businesses for sale and he is pretty relaxed (Subjective) if this deal doesn’t go through another one will come along.
The Subjective Cost of No Agreement can be more powerful than the Objective ones as people make decisions emotionally and then justify their position intellectually afterwards.
BATNA – Best Alternative to No Agreement
Not all Negotiations end in an Agreement, it is therefore vital before entering into any Negotiations that you first work out what the Best Alternative to No Agreement is. In some cases you may well experience that the other party is so entrenched in their position that they have no desire to Negotiate. BATNA is typically but not always, an alternative course of action that can be taken if no agreement is reached.
BATNA helps you prepare for a Negotiation by:
- Helps prevent you from agreeing to something you will regret
- Defining your Minimum Possible Agreement (MPA)
- Provides you with a Plan B
- Helps prevent you from over or underestimating the your own and the other party’s position
- Helps you understand where the leverage is
- Identifying alternative Options
Example:
Goals – George is 65 years old and would like to retire (Goal). In order to fund his retirement he needs to sell his business but no one wants to invest a large sum of capital. Mike would like to buy a business (Goal) but does not have any capital to invest.
Option – George can sell his business to Mike but rather than invest a lump sum he agrees to pay George on a Monthly basis from the profits for the next 5 years and hence fund his retirement.
Criteria – George needs to guarantee a minimum payment every month regardless of the profitability of that month. Mike needs to ensure ensure he will not be liable for any warranty, liability or compensations claims from the period before he take responsibility/ownership of the business.
CNA – George does not have the financial resources to retire (CNA) and has been trying unsuccessfully to sell his business for three years and is now desperate for a solution. Mike is keen to buy a business and has spent £3,000 with Solicitors and Accountants thus far completing his due diligence on the company.
BATNA – George is in discussion with his Lawyers to explore the possibilities of a Management Buyout for the business. Mike knows there are hundreds of businesses for sale and he is pretty relaxed if this deal doesn’t go through another one will come along.
Concessions for Negotiation
A concession is something given to the other party in furtherance of the agreement. These concessions should be identified in advance and segmented for both parties in terms of:
High Value – High Cost
High Value – Low Cost
Remember – Never give anything away without receiving something of equal or greater value in return.
Example:
Goals – George is 65 years old and would like to retire (Goal). In order to fund his retirement he needs to sell his business but no one wants to invest a large sum of capital. Mike would like to buy a business (Goal) but does not have any capital to invest.
Option – George can sell his business to Mike but rather than invest a lump sum he agrees to pay George on a Monthly basis from the profits for the next 5 years and hence fund his retirement.
Criteria – George needs to guarantee a minimum payment every month regardless of the profitability of that month. Mike needs to ensure ensure he will not be liable for any warranty, liability or compensations claims from the period before he take responsibility/ownership of the business.
CNA – George does not have the financial resources to retire (CNA) and has been trying unsuccessfully to sell his business for three years and is now desperate for a solution. Mike is keen to buy a business and has spent £3,000 with Solicitors and Accountants thus far completing his due diligence on the company.
BATNA – George is in discussion with his Lawyers to explore the possibilities of a Management Buyout for the business. Mike knows there are hundreds of businesses for sale and he is pretty relaxed if this deal doesn’t go through another one will come along.
Concessions – George is prepared to spend 3 months of his time ensuring during the handover period which is Low Cost to him as he will be retired but High Value to Mike as he is new to the industry and recognises the benefit of George’s experience.
Mike is prepared to move quickly which has no cost to him however this is High Value to George as the last thing he wants is a long protracted sale.
Negotiation Strategies
Aggressive Tactics
- Shoot the hostage
- This strategy is extremely aggressive as it involves an immediate offer to walk away with no deal which is designed to throw and unsettle the other party. This is often delivered in a reluctant tone “we don’t want to do this but…”,
- Delaying tactics
- When time is clearly on one parties side the process can often be deliberately slowed which is extremely effective when there are cost implications if talks over run. This tactic also applies if the other party has another meeting or needs to leave. The negotiator deliberately talks around the subject to delay the real conversation and then uses time to put pressure on the other party to come to an agreement.
- Poor Me
- This strategy is used to play the false victim that needs rescued by the other party.
- Last Minute.com
- As the name suggests this strategy involves the Negotiator agreeing to a solution right up until they are required to sign and then withdrawing. The withdrawal is usually followed up quickly with a counter offer at dramatically reduced terms.
- Misleading/lying
- Often Negotiators will make exaggerated claims or even lie so without hard data to support them you should discount these. They may also issue warnings and threats or make matters personal to unbalance you.
- Missing People
- Everyone knows the importance of having all the Decision Makers in the room but Negotiators may even turn up with complete strangers. In sales some companies will remove Sales People from the final negotiations. If the Sales People have a relationship with the other party they could be more empathetic and weaker negotiators. Turning up without warning with complete strangers also unbalances the other party.
Co-operative Tactics
- Agree on the Process
- Spend time up front agreeing the process and format of the Negotiations including what’s in scope and what’s not.
- Win Win Agreements
- Most professional Negotiators accept that any final agreement must be fair and sustainable for the life of the time period. In most business scenarios it should never be win at all costs as this destroys relationships.
- Matching Rights
- Offer the other party the right to match any solution that you receive. For example if one of two business partners decides to sell their shares to another party they may have the agreement that the other party gets first refusal if they match the offer.
- Contingent Agreements
- These are simply agreements based on future events. Financial Bonus may be tied to Performance. Football transfer fees can be include Contingent Agreements that provides the selling club additional revenue if a player is sold on and or if a player is capped by their country or simply makes a certain number of appearances.
- Multiple Offers
- When multiple offers are placed on the table this allows both parties to indicate preferences and encourages creativity as a winning hybrid offer can be formed. Placing one offer on the table often leads to a refusal and a stall in the process.
Sales Negotiation Checklist
1. Be prepared to walk away. Sales Negotiation is 70% Mindset and 30% Strategy and unless you are prepared to walk away, no strategy will help you.
2. It’s not what you charge it’s what your worth. Thoroughly research the market and discuss with the buyer the Value you bring to the table?
3. Take council from colleagues and external advisors and agree a pre-meeting strategy for the negotiations then PRACTICE.
4. Never give anything away without receiving something of equal or greater value in return.
5. Never enter a Negotiation without first providing your price and outline terms in advance, to anchor the prospect to a higher number and terms.
6. Where possible in high value deals do not include your sales people in Negotiations, as they will be emotionally involved in the sale and not objective.
7. Ensure everyone in your team have agreed in advance your trade-offs, your concessions, and your best alternative to a negotiated settlement.
8. You must be comfortable with silence and at most only talk 30% of the time, as the more you talk the more information you are giving away.
9. If it’s not Win Win then you run the danger of the prospect backing out or failing to implement your agreement, then the lawyers are the only winners.
10. Negotiation is between human beings, you must therefore be familiar with Human Psychology, DiSC, Neuro Linguistic and Programming.
Como construir um Funil de Vendas SaaS
1. O que é um Funil de Vendas?
Um funil de venda é uma sequência de acções, eventos ou fases que um utilizador atravessa antes de comprar um produto ou serviço. Os funis de venda são concebidos para permitir aos marqueteiros acompanhar, registar e optimizar o processo de venda para melhorar os resultados.
Pode saber mais sobre a nossa formação em vendas SaaS aqui.
2. Como construir um Funil de Vendas SaaS
O seu funil de vendas SaaS é uma parte essencial do sucesso das suas aplicações. Se estiver a oferecer aplicações SaaS então a criação de um funil de venda repetível, escalável e rastreável é um dos passos importantes que precisa de dar.
Parece fácil? Então pense de novo. O funil de vendas é onde muitas start-ups transitam para a luta pela geração de receitas, e em muitos casos falham.
Antes de começar a construir o seu funil, vale a pena considerar primeiro onde se encontra na sua viagem de aplicação.
3. As três fases principais do desenvolvimento do SaaS
Infelizmente, nas vendas nunca há uma solução de tamanho único, e o ponto de partida para a construção de um funil de vendas SaaS depende de onde se está, em termos das três fases principais de um negócio SaaS?
Está em:
Fase 1: o início da viagem em que o Fundador e a equipa principal ainda estão a tentar estabelecer a adequação do produto/mercado.
Fase 2: onde o fundador e os membros da equipa principal provaram a sua adequação ao produto/mercado e estão a provar que podem implementar sistemas e processos que outros podem utilizar para vender.
Fase 3, o último obstáculo onde tem um mercado de produtos comprovadamente adequado, identificou e comprovou os sistemas e processos certos para escalar e está agora pronto para escalar as suas vendas, concentrar-se na aquisição de clientes e construir o seu MRR.
As estratégias que utiliza para construir um funil de vendas SaaS variarão dependendo exactamente do que aprendeu no Passo 1 acima.
Por isso, para efeitos deste exercício, assumirei que se encontra na etapa 1. Se ainda estiver a lutar para construir um funil de vendas nos passos 2 e 3, então ou lhe escapou algo no passo 1 ou algo mudou que fez com que tudo o que aprendeu no passo 1 parasse de funcionar.
4. Construa um funil de marketing antes do seu funil de vendas
Com qualquer negócio é importante que forneça as condições ideais para que a sua equipa de vendas seja bem sucedida. No mundo SaaS não basta ter um grande sítio web, é preciso um sítio web que:
a) pode ser encontrado pelos seus produtos e serviços nos principais motores de busca – Google, Bing, Yahoo & YouTube
b) pode ser encontrado pelos problemas que resolve nos principais motores de busca – Google, Bing, Yahoo & YouTube
c) pode converter o tráfego web em leads qualificados de marketing
Muitas empresas ignoram isto e apressam-se a construir uma equipa de vendas de saída. O facto é que todas as potenciais perspectivas que a sua equipa de saída fique interessada irão então para o seu website para fazer mais pesquisas.
A menos que a experiência com a web seja igual ou superior à experiência com a sua equipa de saída, esta irá desligar-se imediatamente.
Para construir um funil de marketing é necessário criar “conteúdo convincente primeiro do utilizador”. Este é um conteúdo que o utilizador procura activamente e não o conteúdo que a sua equipa de vendas e marketing quer impulsionar.
O seu funil de marketing SaaS é uma parte essencial da sua estratégia de vendas Inbound. Para o fazer com sucesso, terá de criar conteúdos de alta qualidade em cada fase da viagem do comprador, como se mostra abaixo.
O conteúdo deve contar subtilmente a história da sua marca e o sucesso que trouxe a outros utilizadores. Transforme os seus primeiros adoptantes em Heróis, não em si.
TOFU – Cimo do funil
A primeira parte do seu funil de venda, também conhecido como TOFU, é a fase de sensibilização do funil. A perspectiva está consciente dos problemas que tem e está a investigar soluções.
O seu sítio web deve ter conteúdos que falem destes problemas e posicionar a sua empresa como os Peritos em Assuntos Temáticos. O conteúdo mais popular aqui seria:
Como orientar
Vídeos explicativos
Publicações no blogue
Ímanes de chumbo
Nesta fase, a perspectiva está em modo de pesquisa, não em modo de compra e está simplesmente a recolher informação.
A sua perspectiva pode nem sequer estar interessada em soluções nesta fase, uma vez que ainda estão a tentar auto-diagnosticar com precisão os seus próprios problemas. É pouco provável que o seu potencial cliente queira falar com as vendas nesta fase.
Recomendamos que utilize a automatização do marketing para localizar quais os artigos/páginas em que os seus potenciais clientes entram no site, pois este é o problema que está no topo da sua mente. Saber isto pode facilitar as vendas a ter uma conversa relevante com eles.
Poderá também ter algum sucesso envolvendo a perspectiva com chatbots no seu site, por muito que muitos queiram permanecer anónimos nesta fase.
Meio do Funil
O meio do seu funil de vendas é quando os potenciais clientes começam a avaliar soluções específicas com base no que aprenderam na fase 1. O meio do conteúdo do funil incluiria:
Apresentações
Manifestações
Estudos de casos
Em termos práticos, terão criado alguma forma de lista restrita de potenciais fornecedores, e depois irão aprofundar os detalhes de cada solução potencial.
Nesta fase, a perspectiva pode ainda não se envolver consigo, uma vez que muitas vezes estão simplesmente a pesquisar em nome de outras pessoas dentro da sua própria organização e a sua prioridade continua a ser a recolha de informação.
Fundo do Funil
Quando o seu potencial cliente já chegou ao fundo do seu funil de marketing, em muitos casos já “compraram” um determinado fornecedor ou solução.
Tomaram a sua decisão em grande parte sobre a sua experiência da marca na Internet, as suas mensagens de vendas e a sua capacidade de se posicionar não só como um líder de pensamento mas também como um líder de pensamento que compreende os seus problemas.
O conteúdo do fundo do Funil incluiria coisas como
Fixação de preços
Tabelas de comparação
Testemunhos
Comentários
Para soluções mais simples e de preço mais baixo, descobrirá que estão agora prontas a experimentar se oferecer um forte Call to Action (CTA), enquanto que para as soluções mais caras e complexas, elas irão agora envolver-se em vendas.
A imagem abaixo mostra onde um simples funil de marketing transita para um carrinho de compras e as mais complexas transições de venda B2B para um chumbo de vendas.
O sucesso não reside na escolha do modelo certo, mas na construção do seu próprio modelo com base em dados e tentativa e erro.
A maior parte do software de marketing rastreia agora o comportamento do utilizador no seu website e pode utilizar a pontuação de chumbo para alertar os vendedores quando for a melhor altura para chegar proactivamente aos potenciais clientes.
A partir da nossa própria experiência, o timing é quase sempre precoce e um programa de nutrição de chumbo bem definido é igualmente eficaz.
Para o fazer, deve incluir no seu marketing pelo menos três ímanes de chumbo diferentes que o ajudarão a transformar os seus visitantes da web num assinante para que possa manter-se em contacto.
5. Publicidade para encher o seu Funil de Vendas
Muitas empresas enchem com sucesso o seu funil de vendas através de publicidade. A publicidade digital amadureceu a um nível que permite um rastreio e um relatório significativos, permitindo-lhe compreender, em poucas semanas, qual será a sua Taxa de Conversão e CAC.
Em primeira instância, defendemos “Campanhas de redireccionamento”. Este é simplesmente o processo de colocar adições em frente de pessoas que já visitaram o seu website.
Estudos mostram que a reorientação é sete vezes mais eficaz do que novas campanhas e é por isso que defendemos isto como ponto de partida.
Esta estratégia funciona extremamente bem com uma forte campanha de marketing de conteúdo. O canal de adição mais popular para B2B seria o LinkedIn, no entanto, muitas empresas também se têm saído bem com o Facebook e Instagram.
Escusado será dizer que isto seria definido pelo seu público. A publicidade pode ser utilizada em funis simples para conduzir as vendas e em funis mais complexos para conduzir novas consultas para os representantes de vendas.
As vendas mais complexas podem necessitar de uma sequência definida em que os utilizadores clicam e anunciam para receber um íman de chumbo com cada chumbo a custar $3.
Se posteriormente conseguir converter 5% destas novas pistas poderá então atribuir 60 dólares por venda de publicidade ao seu CAC.
Pode construir uma sequência ou modelo rastreável a partir de qualquer actividade e não apenas de publicidade. Por exemplo, eventos, webinars e televendas permitindo-lhe compreender quais são as actividades mais rentáveis não só para encher o seu funil, mas também para se converter em encomendas.
6. Como construir um Funil de Vendas SaaS
O seu funil de vendas irá variar dependendo da sua estratégia de vendas. Está a vender a sua aplicação directamente ou está a vender através de parceiros? Em que canais decidiu concentrar-se inicialmente?
1. Identificar o seu Perfil de Prospecto Perfeito. Esta é a versão de representantes de vendas de uma pessoa de marketing. Inclui tudo o que uma pessoa de marketing incluiria, mais alguma informação adicional que ajuda as vendas a compreender e a comunicar a um nível mais profundo com o potencial cliente.
2. Construa as suas mensagens de vendas. Parte da adequação do produto/mercado é compreender que problema comercial e ou pessoal o seu produto resolve.
Na nossa experiência, os serviços SaaS de maior sucesso são soluções empresariais que resolvem problemas empresariais.
Quando compreender como isto se relaciona com o seu próprio produto/serviço a um nível profundo, poderá começar a construir as suas mensagens de vendas.
Estas são as palavras e a linguagem matizada com que provou que as perspectivas se relacionam. Não basta conhecer os seus próprios negócios e soluções, deve conhecer os seus clientes.
Deve saber exactamente como a sua solução ajuda o seu cliente a poupar dinheiro, a ganhar dinheiro e a facilitar-lhes a vida.
3. Lead Generation Campaign (Campanha de Geração de Líderes).
Uma vez identificados os seus potenciais alvos e construídas as suas mensagens de vendas, terá de começar a trabalhar numa campanha de Geração de Líderes.
Existem duas abordagens principais à Geração de Chumbo, como se segue:
a) Geração de chumbo de entrada. As campanhas de geração de leads entrantes são onde o potencial cliente em perspectiva o contacta primeiro. Pode preencher um formulário na sua página web, telefonar-lhe ou enviar-lhe um e-mail. A fim de gerar leads de vendas de entrada, terá de fazer alguma forma de criação de conteúdos, campanhas publicitárias, webinars, programas de referência ou SEO.
b) Geração de chumbo de saída. As campanhas de geração de leads de saída são onde se chega aos potenciais clientes através do telefone, correio electrónico, correio directo, eventos ou marketing baseado em contas. Campanhas de saída significa invariavelmente que terá de construir uma equipa de saída que pode ser cara.
A maioria das empresas SaaS utiliza uma combinação de entradas e saídas, no entanto, quase sempre têm ênfase em mais uma do que na outra.
Como um guia muito aproximado, os serviços SaaS que são de menor custo e dirigidos às PMEs são liderados pelo marketing e têm um enfoque predominantemente Inbound.
Os serviços SaaS que são mais dispendiosos e visam organizações de Mid Market to Enterprise terão uma abordagem mais orientada para as vendas através do Marketing Baseado em Contas.
7. Quais são as etapas de um Funil de Vendas SaaS?
As fases do seu funil de vendas são simplesmente uma série de passos pelos quais os seus potenciais clientes se movem para fazer uma encomenda.
Estas fases podem variar muito e não há nenhum funil que se possa aplicar a cada aplicação. Mesmo que as etapas sejam as mesmas, o método pelo qual se movem as perspectivas através do funil pode variar.
O seu funil de vendas é um óptimo local para começar a recolher dados, a fim de medir o desempenho e fazer melhorias ao longo do tempo.
Em geral, os potenciais clientes devem passar pelo funil de vendas o mais rapidamente possível – a isto chama-se o ciclo de vendas ou a velocidade do tubo.
Medir a velocidade que as perspectivas se movem através do ciclo permite-lhe identificar bloqueios no seu funil e áreas onde as perspectivas abrandam.
Estes pontos de “colagem” são onde se deve procurar fazer melhorias.
8. Quando é que faço a demonstração do meu produto SaaS aos clientes?
O timing das demonstrações de aplicação SaaS no âmbito do processo de vendas tem sido objecto de discussão para muitas empresas.
Infelizmente, a resposta à pergunta é “depende”. No entanto, muitas empresas fazem uma demonstração bem sucedida da sua aplicação no início do processo de vendas, mas há igualmente muitas que fazem uma demonstração no início e depois as suas perspectivas desaparecem no buraco negro do correio de voz e dos e-mails não respondidos.
Em suma, quanto mais barata e simples for a solução, mais cedo no processo se pode fazer uma demonstração e quanto mais cara e complexa for a solução, a demonstração deve ser empurrada o mais atrás possível no processo de venda.
A realidade é que há uma tendência para os Empresários e vendedores se apressarem a demonstrar a sua aplicação, esperando que a demonstração convença o potencial cliente a inscrever-se.
Mesmo que o potencial cliente em perspectiva seja qualificado e tenha um bom ajuste, uma demonstração sem qualquer forma de diagnóstico da dor do potencial cliente em perspectiva corre o risco de perder o potencial cliente em perspectiva.
A sua perspectiva precisa de saber que você sabe e que compreende o mundo deles. Isto só pode ser conseguido através de interrogatórios inteligentes e direccionados. Se quiserem acelerar a venda, abrandem a venda.
A demonstração é normalmente o maior ponto de alavancagem dos vendedores e, se a entregarmos em breve, perderemos a vantagem e, com toda a probabilidade, o potencial cliente.
Como regra geral – empurre a demonstração da aplicação o mais longe possível no seu processo de vendas.
As demonstrações custam tempo e dinheiro, especialmente para vendas complexas onde, na maioria das vezes, é necessária uma demonstração por medida.
Qualquer demonstração por medida deve ser entregue apenas aos decisores seniores da equipa de potenciais compradores. Se for apropriado, pode mesmo ter duas demonstrações dentro do processo de venda – não há regras a não ser se funcionar, faça-o.
A maioria dos representantes de vendas comete o erro de utilizar esta parte do processo de venda para explicar os benefícios do produto com mais detalhe.
Quando se está a dizer que não se está a vender. Use perguntas inteligentes de sondagem para que o potencial cliente lhe diga como a solução resolverá a sua dor comercial.
Deve-se evitar falar de características que se considere relevantes para eles. Se não descobriu isto na fase de descoberta do processo de vendas, é inerentemente arriscado introduzir algo de novo mais abaixo no processo.
Para soluções mais simples e de preço mais baixo, descobrirá que estão agora prontos para fazer um teste, enquanto que para as soluções mais caras e complexas, irão agora envolver-se com um representante de vendas.
A fim de demonstrarem que empreenderam a devida diligência, falarão sempre com dois ou três potenciais fornecedores.
Isto não é necessariamente para bater um fornecedor no preço, mas por vezes precisam de validar ao grupo de compras mais vasto dentro da sua organização porque é que têm uma preferência.
Os ensaios de aplicação são também uma boa forma de conseguir que os utilizadores se inscrevam, no entanto, a taxa de conversão dos ensaios para fechar é geralmente fraca na maioria dos casos SaaS.
Dependendo do preço, poderá oferecer um teste gerido, para que eles possam avaliar o seu software enquanto você os gere mais abaixo no processo de vendas.
Durante um ensaio, o potencial cliente pode ver como o produto irá funcionar para eles na prática. É importante cronometrar sabiamente o julgamento e assegurar-se de que concordou antecipadamente com o que acontece se o julgamento for bem sucedido.
Criámos o gráfico acima para tentar explicar visualmente como isto poderia funcionar para a sua organização.
Vale a pena notar no exemplo, a maioria do seu CAC será marketing, enquanto que no funil mais complexo, os seus custos incluirão marketing, vendas + embarque de clientes.
9. Exemplos do Funil de Vendas SaaS
Os funis de venda abaixo são exemplos. NÃO os deve replicar a menos que se enquadrem no seu processo de vendas.
São concebidos para serem um ponto de partida para quem procura desenvolver um funil de vendas.
Como se pode ver no gráfico, existem muitas alternativas às fases que compõem o seu funil de venda, dependendo do tipo de funil que está a criar.
Para funis puramente digitais, poderia ter:
Lead Magnet Landing page – onde os prospectos chegam depois de clicar no seu anúncio
Página de confirmação – confirmando a sua oferta gratuita, teste ou compra
Página Upsell – onde os potenciais clientes têm a oportunidade de acrescentar serviços adicionais ou actualizar
Página de checkout – onde os potenciais clientes pagam pelo serviço
Página de parabéns ou de agradecimento – onde pode assinar os prospectos de correio com os próximos passos apropriados.
10. Métricas de funil de venda SaaS
Quando se trata de métricas, acreditamos que estas são as métricas comuns das operações de vendas e KPIs com as quais a maioria das pessoas está familiarizada. Escusado será dizer que estas métricas são importantes e que deve registar e relatar sobre elas.
LTT – Conduzir à conversão experimental
Este é o número de pistas que se converteram a um julgamento.
DCR – Taxa de conversão de demonstração
O número de demonstrações que se convertem com sucesso para a fase seguinte do processo de vendas.
TTS – Conversão de ensaio para venda
Este é o número de clientes potenciais no teste gratuito que se converteram em clientes pagantes.
LTV – Valor Vitalício de Vida do cliente
Este é o valor total médio que um cliente irá gastar antes de deixar o serviço. Ironicamente, isto pode ser mais difícil de medir quanto melhor for o seu produto porque, sem que os clientes o deixem, não saberão quanto tempo ficarão e o seu valor total para o negócio.
Churn – Número de clientes que saem
Os clientes irão embora e isso nem sempre é uma coisa má. Se os clientes que saem se adequam ao seu PIC (Perfil de Cliente Ideal) então tem um problema. Os clientes que saem que não se encaixam no seu PIC podem estar a libertar recursos valiosos que podem ser gastos no seu PIC.
MRR – Receitas mensais recorrentes
As receitas mensais recorrentes dão-lhe uma visão geral do seu sucesso, no entanto, é apenas uma visão geral e precisa de olhar para os detalhes dentro dos dados para obter uma imagem mais precisa.
ARR – Receitas anuais recorrentes
As receitas anuais recorrentes dão uma boa visão geral do negócio, mas tal como o MRR deve estudar todos os dados para obter uma imagem mais precisa da saúde do seu empreendimento.
Ciclo de vendas – O tempo desde o contacto inicial até uma encomenda fechada
Isto é tipicamente curto para soluções mais simples de menor valor e mais longas para vendas complexas de empresas. Por exemplo, uma venda a um banco Tier 1 pode demorar 18 meses desde o contacto inicial até ao fecho.
CAC – Custo de aquisição do cliente
É importante compreender quanto custa a aquisição de um único cliente. Num mundo ideal, descobriria isto nas fases iniciais do negócio quando estiver a provar a proposta de valor. Sem este número é impossível colocar os sistemas e processos à escala do negócio, pois não se saberá quanto se pode gastar no marketing e vendas front-end.
Churn Negativo –
A rotatividade negativa é uma poderosa métrica de crescimento que indica que as receitas provenientes da venda em alta e da venda cruzada dos clientes existentes tiram as receitas perdidas quando os clientes saem.
11. Apresentação de propostas SaaS
Após a demonstração final, nunca se deve oferecer para enviar uma proposta.
As propostas custam tempo e dinheiro e, se o seu potencial cliente estiver interessado, ele irá pedir-lhe uma proposta.
Se o seu potencial cliente não lhe pedir uma proposta, então diz-lhe que não está interessado em trabalhar consigo e que precisa de voltar a subir no processo de vendas para compreender onde errou.
Quando o processo de vendas pára, raramente é devido a algo que se fez mal nesse momento – mais frequentemente, é algo que se perdeu mais cedo no processo de vendas.
Certifique-se de que está confiante de que todos os benefícios do software lhes foram claramente explicados e mapeados contra as suas necessidades declaradas.
Sempre que possível, peça sempre ao seu Cavaleiro Branco que o ajude a co-criar a proposta e sentido verificar uma versão preliminar com eles antes de enviar a cópia oficial.
Antes de enviar a sua proposta deve ter uma compreensão clara de quais são os próximos passos, se ganhar ou perder.
Sem isto é muito provável que passe os próximos três meses a perseguir fantasmas no correio de voz.
12. Fixação do preço dos seus contratos SaaS
Muitas empresas fornecem preços limitados ou nulos no seu website porque não querem que os seus concorrentes vejam os seus preços, ou pensam que isso afugentará potenciais clientes.
Deve estar orgulhoso do seu preço e do valor que traz. Deixe que a concorrência o subcotar e amarre todos os seus recursos em negócios não lucrativos.
As pessoas raramente compram a solução mais barata, por isso permita que os seus prospectos o subcotuem.
Se ainda está ansioso por ter os seus preços no seu website, então pense em como se sente quando está a pesquisar uma solução em que está interessado apenas para encontrar a página de preços está repleta de POA.
Se for como a maioria das pessoas, acha isto realmente irritante e passa rapidamente para o próximo fornecedor potencial.
Finalmente, outra vantagem de exibir orgulhosamente os seus preços é que qualifica qualquer pessoa que não esteja preparada para investir a esse nível.
Isto pode poupar-lhe muito tempo e recursos com perspectivas que simplesmente têm um nível orçamental diferente.
Existem numerosas estratégias de preços à sua disposição, no entanto, pela nossa experiência, a única coisa que é garantida, é que irá alterar os seus preços.
Como regra básica, se os seus preços forem fixados demasiado altos para um contrato a curto prazo ou um ensaio pago, a perspectiva pode não conseguir usufruir de todos os benefícios do software antes do contrato chegar ao fim, e podem decidir não renovar.
Sempre que possível, deverá recompensar os potenciais clientes durante o período experimental por acrescentarem informações e utilizarem o serviço.
Por exemplo, oferecer um ensaio mais curto e incentivar os utilizadores se completarem o seu perfil/contabilização.
Oferecer um período gratuito adicional encoraja-os a utilizar o produto, por exemplo, se carregarem dados para o sistema.
A ideia é “entrar” passo a passo nos seus novos utilizadores e tornar o seu produto tão pegajoso quanto possível.
Se o potencial cliente em potencial quiser avançar, deve utilizar contratos com assinatura digital para acelerar o processo de venda.
Nunca enviar contratos em e-mails ou links para contratos digitais, pois estes podem ser facilmente ignorados.
Providenciar para que o prospecto seja contactado ao telefone e falar através do contrato com eles. Uma vez que tenham concordado com tudo no contrato, basta pedir-lhes que assinem enquanto o cliente os tem ao telefone.
Desta forma, mantém o controlo do processo de venda.
13. Porque é que o funil de venda é tão importante para os fornecedores de SaaS
Muitas empresas falharam após terem lutado para implementar um funil de vendas. A comercialização e venda de produtos SaaS pode ser incrivelmente desafiante, e as probabilidades de os seus clientes alvo já estarem sobrecarregados com ofertas de fornecedores de software concorrentes.
Pense em que parte do orçamento existente dos compradores vai ganhar receitas. A que concorrentes directos ou indirectos retirará o orçamento?
Pode estar a competir com algumas das maiores e mais poderosas marcas do mundo que estão a fornecer soluções genéricas para os mesmos problemas que resolve.
Isto significa que precisa de oferecer algo distinto que os seus clientes realmente exigem.
Um estudo da CB Insights disse que 42% das start-ups SaaS falham porque estão a oferecer produtos de que os seus clientes alvo não precisam.
Convencer potenciais clientes o seu software oferece um valor genuíno é essencial.
14. Gerir as expectativas
A criação de um funil de vendas tem tudo a ver com a construção de uma viagem desde o visitante da web, até ao assinante, passando por demonstrações e trilhos e terminando com a assinatura do contrato.
O seu funil de vendas deve enfatizar cada uma das fases-chave pelas quais os seus potenciais clientes viajarão no seu caminho para um acordo a ser feito.
Esteja aberto, com antecedência e partilhe as fases do processo com as suas perspectivas.
Deve prestar muita atenção a quaisquer pontos de fricção que possam ocorrer à medida que os seus potenciais clientes viajam através do seu pipeline de vendas.
Isto dar-lhe-á a oportunidade de fazer melhorias no seu funil, avançando.
O mais importante é que registe todos os pontos de dados no seu funil de vendas.
Isto irá ajudá-lo a tomar decisões sobre factos e não sobre os seus sentimentos instintivos. Pode levar tempo para que o seu funil de vendas se torne totalmente eficaz, e pode precisar de fazer vários aperfeiçoamentos antes de ter um funil de vendas verdadeiramente optimizado.
Muitos clientes não têm uma compreensão rica do que precisam quando o encontram pela primeira vez. Fornecer soluções e não apenas produtos, ajudando os potenciais clientes a fazer a ligação entre os dois.
O que também é verdade é que os utilizadores compram frequentemente o que querem e não o que precisam.
É por isso que é tão importante fazer perguntas específicas para que possa determinar com precisão quais são as suas necessidades, para que possa posicionar o seu software da forma mais favorável.
Estas perguntas também lhe dirão quão perto ou distante estão de tomar uma decisão.
15. A Ascensão das soluções SaaS
Parece que tudo no mundo é agora alimentado online por Aplicações SaaS. Desde Netflix e Amazon Prime até LinkedIn e Microsoft M365 estamos agora rodeados de soluções SaaS de uma ou outra descrição.
Financeiramente SaaS faz sentido, uma vez que evita despesas de capital pesadas à partida e desrisca a solução.
Afinal de contas, se não funcionar, normalmente só se fica trancado dentro de um máximo de 12 meses. Outras vantagens do SaaS incluem a forma como é normalmente rápido de implantar e não requer manutenção por parte do cliente.
As actualizações são normalmente entregues automaticamente, sendo geralmente oferecidos níveis garantidos de serviço aos clientes.
Os backups e a recuperação de dados são geralmente realizados em nome do cliente, para que se possam concentrar no que fazem melhor, seguros de que tudo está a ser tratado pelos próprios programadores de software.
Bloqueio tem turbo SaaS carregado
O trabalho à distância estava em ascensão mesmo antes da pandemia, pelo que o facto de os produtos SaaS permitirem que os indivíduos trabalhem e colaborem a partir de qualquer lugar só serviu para incorporar o SaaS ainda mais profundamente na nossa vida quotidiana.
Há milhares de novos produtos SaaS a serem desenvolvidos em todos os países do mundo, pelo que a concorrência é feroz, no entanto, não há um fim aparente para o apetite dos consumidores e das empresas por soluções SaaS.
Um funil de venda coerente poderia ser a diferença entre o seu produto ser um sucesso viral e ser forçado a regressar à prancheta de desenho.
10 Reasons Why Sales Training is Important
Here's the short answer
Why Sales Training is Important. Sales Training is important because sales provides revenue which is the lifeblood of business. A well trained sales team will outsell your competitors and build relationships for future business. We would never hire a Lawyer, Accountant or Trades person if they hadn’t been trained and sales is equally important.
Why Sales Training is Important
Salesmanship training can benefit your business in a myriad of ways. Chances are you have a great deal of competition to gain an edge over, and sales training can help with this.
In many cases products and services can appear similar to customers and often when this happens companies try to compete on price.
Rather than try to compete on price in Business to Business sales people still buy from people so it makes more sense to have a well trained sales force than simply keep discounting your selling price.
Regardless of the advances in technology and social selling B2B sales is still a people to people activity and an experienced sales team can help you develop more leads and convert more prospects into customers.
There’s a new way to deliver sales growth…
Don’t buy Sales Training until you’ve watched this video…
1. Return on Investment
Businesses across sectors invest vast sums of money into sales training each year, seeing exceptional returns on their investment.
As an example, when a salesperson learns how to sell without discounting their price, they can use this skill for the rest of their career.
Most companies recover the cost of training between 1 month and 6 months after completion. The time is largely dependent on the profitability and volume which is unique to every business.
2. Changes in your Market.
The internet has and continues to create huge changes in the way people and companies buy which makes the continued upskilling of your salespeople more important than ever.
All markets are dynamic by nature and training is an important part of keeping your salespeople up to date.
Changes in technology, legislation, customer needs, all serve to make you and your business less relevant unless you change with them.
Salespeople form a vital conduit between the customer and the business feeding back these changes to the business.
As a simple example, the use of Social Media in selling has now become a critical sales skill in modern selling.
3. Building Brand Loyalty
Most sales professionals will connect with your customers and clients not only on a business level but a personal level too.
They can help you strengthen your credibility and position you in the eyes of your customers as Thought Leaders in your industry.
Sales Training helps your sales team accurately diagnose the root cause of your customers’ business pains and circumstances before offering solutions that match their requirements perfectly.
The better your customer experience is, the more likely it is that those customers will return to you to purchase more products and services, time and time again.
The vast majority of sales decisions are based on how much trust customers have in a brand and salespeople are an extension of your brand.
4. Business Growth
It’s simply impossible to grow any business unless you grow the people in the business. In it’s simplest terms every business has a strategy to grow.
A large part of that strategy will involve sales and unless your salespeople are trained then they may struggle to execute your strategy.
As an example, part of your growth strategy may be to start selling to larger companies. The sales strategy, tactics and skills required for this can be very different from selling to SMEs.
Quality sales training and coaching can give your team the knowledge that they need execute you growth strategy and take your business to the next level.
Technological advancements mean companies now need to do so much more to engage with their customers than before across multiple platforms.
This means queries need to be met with swift responses and pre-sales support needs to be easily available.
5. Optimise the Customer Experience
If a customer has a bad experience with your brand, there’s a big chance they will let others know about it and in the worst case use social media to tell everyone.
Whilst customer experience (CX) was once exclusively the domain of Account Managers companies have expanded their CX to include the very start of the sales process and the very end in the hope of converting existing customers to high value brand ambassadors.
Whilst more common in B2C more and more B2B companies have developed bespoke programmes to optimise the customers experience journey.
With the lifetime value of B2B deals worth considerably more than B2C ones, it’s no surprise that sales training in this area has become more and more relevant.
One customer’s horror story can quickly go viral and impact on your industry reputation. This is why sales training is important to your sales team to help them communicate quickly and effectively whilst resolving issues as soon as they arise.
Customers are also likely to let others know if they have an incredibly positive experience when dealing with your brand.
This can generate much more interest in your website, products and services. Sales training is important for any brand that wishes to improve and deepen its relationships with its customers.
6. Knowledge is Power
Sales training can also give your team a richer understanding of your products, services and the industry they serve.
The more your sales team know about what you do and what you sell, the more effective they will be when informing others and positioning your brand.
Prospective customers are unlikely to be swayed if the sales rep they’re talking to lacks sufficient knowledge about your company, products and services.
The best sales training tells your team how to sell from within the context of your brand, makes them more knowledgeable about your history and the benefits your products offer to your customers.
In B2B, sales training isn’t just about learning how to answer your prospects questions. What’s much more important is learning the right questions to ask.
The modern sales professional is as much a detective hunting down answers than simply answering the prospects questions.
At the most basic level, have you set a budget aside for this project yet, who else is involved in the purchasing decision, what timeline do you need your solution in place by?
These are all important questions that B2B companies need answers to before even qualifying a sales opportunity.
7. Learning from Mistakes is Expensive
Unfortunately like every other profession and skill in B2B sales mistakes can happen. These mistakes can be painful and expensive.
Sales training and coaching is there to reduce the mistakes and help salespeople learn from them.
One mistake repeated once a month over the course of a year is an expensive way to learn, when an experienced sales trainer and coach could help the sales team avoid the mistakes in advance.
Whilst failure can be costly in sales what’s worse is the often debilitating effect it has on salespeople who don’t understand why the mistakes are happening or what they can do about it.
Most training programmes will help the sales team develop guides on best practice that can be shared to make sure the same mistakes are not being repeated across the organisation.
We’ve developed our own best practice guides over the years and made them available in our Sales Playbook which you can download for free here.
8. Versatility and Flexibility
No two businesses are the same, and even when businesses may appear similar, the needs of the business and the buyers can be hugely different.
Sales training helps sales professionals adapt their approach when working with different types of industries, businesses and buyers.
Sales training improves communication skills in a way that helps your team enhance their relationships when working with people both internally and outside of your company such as those with different DiSC profiles.
Training can also help your team turn unhappy customers into satisfied ones, allowing them to overcome obstacles more effectively. Given the Lifetime value of clients in B2B this is hugely important.
9. Increase Leadership Skills
Sales training can also help you boost leadership skills within your company as it helps people become more effective communicators and teaches them to think more strategically.
In addition to increased knowledge and skills an often overlooked and reason why sales training is important is the increase in personal confidence it provides.
Confidence in B2B sales is crucial part of success given the number and variety of differing scenarios salespeople can find themselves.
From simple 121 discussions in the boardroom through to delivering presentations to large groups of people from a stage, confidence is a key ingredient of the success of every sales person.
Training helps your team to understand your colleagues needs which is an important part of teamwork.
The best sales training courses enable delegates to develop high-quality communications skills that are essential for leadership roles.
10. Building Resilience in your Sales Team
Salespeople who have undergone sales training are more likely to become more resilient in the face of adversity.
Whilst rejections can hinder performance, trained sales professionals can overcome rejection and become more effective at winning customers over.
In sales you will always receive more No’s than Yes’s and to survive, let alone thrive in sales, it’s important to have skills and coping strategies to deal with this.
The excitement and highs of winning big deals inevitably come with the downs of losing large deals.
Whilst it’s important to always reflect after a loss, all to many times salespeople become overly self-critical and take the rejection and loss personally.
This kills confidence and in the worst case forces good people who could be succesful out of the industry, as they never had the support they needed to succeed.
Sales training is an important part of building resilience which will repay many fold when the business is confronted by the inevitable recession, lockdown or other crisis that is sure to come at some stage in the future
In Summary
When you evaluate all 10 points we’ve raised you will see Sales Training is important and an integral part of the growth of any business.
It’s also worth noting the importance of sales and marketing working together and breaking down any silos.
Sales and Leadership is all about taking action and that’s why sales training is so important. In addition Sales Management training is equally important has training a sales reprsentative.
There will always be a million reasons not to invest in training, however, sales are unlikely to improve unless you take action.
If you haven’t invested in sales training recently, it may well be time to take action. Klozers have a wide range of the best sales training programs available for delivery both in person and live online.
How to Sell to BIG Companies
How to Sell to Big Companies
Discover how to Find, Kloze and Grow Large Enterprise Accounts
Next FREE session – Tuesday 2nd Feb 2021
We’ve got all the templates & tools to make it easy for you
How to Sell to Big Companies. In order to sell to big companies you need to first create a shortlist of targets that meet your perfect prospect profile. Next, focus all your sales and marketing resources to research and create a unique sales approach for multiple contacts within the big company you are selling to.
What’s Inside
SESSION 1
The WHO
Introduction to Enterprise Selling
Selecting the right targets
Segmenting your accounts
Mastering the complex sale
Prep for Session 2
Get this session FREE
SESSION 2
The WHAT
The Door Opener
Right content, right contact, right time
How to write persuasive copy
The cadence of big account selling
The profitable, easy to deliver and replicate offer
SESSION 3
The HOW
What to say to Big Companies
How to control the sales conversation
The Contact Plan
Listen & Learn LIVE over the coaches shoulder
Your personal Action Plan
Course Author
Iain Swanston
Founder, Klozers
After 35 years in B2B sales Iain just loves solving sales problems.
If you’ve ever attended one of his live events you’ll know, even during the breaks and after the event he always likes talking about sales. Iain is an Author, Speaker & our Lead Sales Coach.
Iain is on a mission to make sales easier for B2B companies and their salespeople.
“In the short time I’ve been working with Klozers I’ve used his guidance to develop positive new sales activities, techniques and a mindset that has significantly helped my sales confidence. As a results I’ve already seen excellent performance benefits that are directly attributable to working to the coaching.”
Alan Wood
Scotland Director
Salesforce Marketing Cloud
“This was my first ever sales training and genuinely still the most pertinent in my sales career. Iain taught us how to take leads through the sales journey from lead to opportunity to closure, I still use these skills today and encourage my colleagues to do the same. My earnings have more than doubled since Iain gave that pertinent training and his latest blogs have been shared internally between our sales and marketing teams as the advice rings true to what we are currently working on as a department”
Lynne Hall
Strategic Accounts Manager
E-On Energy
“My coach was really flexible and was happy to talk in between my scheduled coaching slots, especially when I had burning questions and needed support fast. The debriefing calls we had after my sales meetings not only helped me understand where I could improve, they also gave me the right words to say, in the right sequence and at the right time.“
Elliott Boll
Enterprise Learning Consultant
Docebo
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your first session FREE
Get all the templates
you need to sell more now
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Get the coaching you want, when you want it, at your desktop
“The first session was full of useful and practical sales information. I took so many notes and have come away with exercises I will carry out to help further clarify our approach to sales. I would highly recommend”
Rebecca Pick
Founder
Pick Protection
“Great training session with so much information packed into an hour. Looking forward to completing sessions 2 and 3. “
Max Anderson
Director
SuperBot Experts
Very insightful content from Klozers this afternoon. Thank you Iain Swanston for the invite to attend. This shall be hugely beneficial for our business moving forward and I am looking forward to putting my learning into practice
Laurie Wilson
Regional Sales Manager
CMP Products
Learn How to Sell to Big Companies
If you are new to sales at some stage you will want to learn how to sell to big companies. It’s common for most ambitious sales people and businesses, yet this can be a challenging or even, a near impossible experience.
For example, finding the right people to talk with (yes there will also be more than one decision maker) can be like finding the proverbial needle in a haystack, and then trying to coordinate all these decision makers can be like herding cats.
The longer sales cycles that inevitably arise from having multiple decision makers in a complex sale, then frustrate most sales people as time drags on.
The large revenues that Enterprise sales can deliver, more often than not, prove so elusive that the salespeople give up and focus on smaller opportunities, they know they can convert.
However, in some circumstances it can take the same amount of sales resources to convert a small opportunity as it does when selling the same product or service to a big company, so don’t give up just yet.
Learn More, Sell More, Earn More
How to Sell an Idea to a Big Company
Maybe you don’t have a product or service but instead you have an idea that you want to sell. It’s the sames process and the fact is, it is possible to sell to big companies and large enterprise organisations, although it does need a slightly different approach.
The first FREE 60 minute session in this course walks you through the preparation and planning required before you approach big companies.
When you sell to big companies you may also need some additional sales resources that are not as commonly used when selling to smaller organisations, such as a Business Case, a Cost Benefit Analysis – don’t worry we’ve got templates you can use for all of these.
If this sounds like lots of work, then Yes it is, and because of this many companies will not rely on any one individual, instead they will work as a team to win large accounts. Part of that team should include Marketing in order that you can target the right people in the buying organisation, with the right messaging, at the right time.
Run the sales campaign as a mini project with scope, roles and responsibilities, costings, objectives and milestones. Needless to say that it usually makes sense to be targeting more than one big company if you are going to do this professionally, but don’t make the mistake of having too many, as the campaign can then turn into a marketing initiative which by their very nature are more generic.
The key to success is that all the messaging must be bespoke and relevant to every target which takes time, which is time that you won’t have if you have too many targets. Again this course covers everything you need.
Before you start selling to big companies there are however two important considerations you should address as follows:
1) Does your company have the capability to successfully deliver a project on the scale that a big company will require?
In most cases you will only get one chance to sell to a big company and delivering success for your first big company will also give you a reference point that will help you sell to other big companies.
2) Does your company have the financial resources required to sell to a big company?
If you buy materials in January to create stock for February and have agreed 90 day payment terms this means you have to run 150 days without being paid. Some small businesses are not sufficiently funded to do this, so be careful what you wish for.
Selling to big companies can transform your business, but like most things in life that are worthwhile it’s usually not easy and doesn’t happen overnight, but it certainly can be worth it.
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your first session FREE
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need to sell more now
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The Definitive Guide to Sales Training
Introduction
We’ve written this guide based on the most common questions we are asked by companies considering purchasing Sales Training, those who have bought sales training from us, and those who are considering implementing their own sales training programmes.
Our goal is to give you as much information as possible to make an educated decision on Training for you and your business.
If there are any questions we have missed then please leave a comment below and we will add them in for future visitors.
Sometimes the answers to these questions may lead to other questions which are unique to your situation and if that’s the case you can reach us via the contact page.
Related Content on Sales Training
Bespoke Sales Training and Coaching
Group Sales Training and Coaching
Enterprise Sales Training Course
Advanced Sales Training Course
Sales Training for Unemployed Salespeople
Sales Training Programmes for Entrepreneurs
Sales Training and Coaching for Consultants
Discovering Why Sales Training Fails
Sales Training for Exhibition Sales
Sales Training Courses in Bristol
Sales Training Courses in Liverpool
Sales Training Courses in London
Sales Training Courses in Manchester
Sales Training Courses in Scotland
Sales Training Courses in Birmingham
Sales Training Courses in Northern Ireland
Sales Training Courses in Newcastle
Sales Training Courses in Leeds
Sales Training Courses in Bournemouth
Sales Training Courses in Southampton
Sales Training Courses in Milton Keynes
Sales Training Courses in Cardiff
Sales Training Courses in Sheffield
1. Sales Training Prices
How much does Sales Training Cost?
We have an open and transparent pricing policy and you can view the prices of all our sales training programmes.
Larger organisations can make savings by volume purchasing and Facilitator costs are between £3,500 and £15,000 per day, however, in most cases they will restrict class sizes to circa 15 to maintain a good learning environment.
As most companies move away from Impact Training (one-day events with no follow up) more and more companies are adopting a longer-term approach to developing their salespeople and using regular weekly and monthly sales training and coaching sessions.
Is Sales Training Effective?
As a minimum, the follow-through would include sales coaching but may include further training and personal development.
If you consider the Sales Reps are in effect learning new skills for life as long as the training is relevant, well delivered and receives follow through training easily delivers a strong ROI.
2. Designing Sales Training Programmes
What is Sales Training?
Sales Effectiveness can be measured in many different ways, however, the main KPI’s may include Total Sales, Cost of Sales, Sales Margins, Sales Conversion ratios, Length of Sales Cycle and Lifetime Customer Value.
Training may include Skills Training which can also be referred to as Sales Competencies or Learning Competencies. These refer to the practical activities that salespeople undertake on a regular basis. This could include skills such as Prospecting, Rapport Building, Active Listening, Questioning & Planning.
What is a Sales Training programme?
Training programmes often include a number of sales training courses that form part of the wider training programme.
What is a Sales Training process?
An example of this would be when a new person joins a company they will go through a Sales Training Process that may include training on the company’s history, products and services, target markets, case studies, skills training and sales management training.
The sales training process often needs to be flexible to allow learners to join at different points in the process and allow them to progress at different speeds which is called self-paced learning.
What Sales Training ideas do you have?
Training ideas are the start of the learning process as they need to be developed into structured programmes with learning objectives and learning outcomes that can be assessed and measured.
If the Training is not needs-based then there is a real danger that the training will have no relevance to the Salespeople. When this happens learners switch off and even important components within the training are missed.
How do I create a Training curriculum?
We recommend:
1. Identifying the Sales Competencies required for success in the Sales role from a business perspective
2. Identify the sales competencies that make your Top sales performers stand out
3. Prioritise the competencies based on your KPI’s for success
4. Understand what Best Practice is for each Competency in your organisation and document it
5. Create appropriate learning content with learning objectives and measurable outcomes
6. Train Salespeople on the Sales Competencies and measure the outcomes
7. Use Sales Managers and Top Performers for follow-through coaching that reinforces the training.
8. Link financial rewards to learning goals as much as revenue goals
What Training Competencies should I consider?
1. Finding new customers
Why Prospects Buy, How to target prospect, Making Cold Calls to Prospect, How to Uncover Business Pain, Uncovering Where Prospects See Value, Using Social Media to Sell, Building a Personal Brand, Qualifying Sales Tenders, Listening Skills
2. Closing new customers
Building Trust, Consultative Selling Skills, Handling Stalls & Objection, Maintaining Sales Pipelines, Differentiating your Products and Services, How to Beat your Competition, Selling Value Not Price
3. Growing existing customer revenues and
Selling through Customer Service, Key Account skills, Maximising Meetings with Prospects, Preparing for Sales Negotiation
4. Development or Learning Goals
Managing Personal Time, Improving Self Performance, Understanding Human Behaviour, Leading Others, Coaching and mentoring, Mindset
The relevance of each Sales Competency can be different from one business to another and one industry to another however the main competencies we work with are
Will you help us design our own Bespoke Sales Training programme?
Who needs Sales Training?
In reality, anyone who has contact with customers, whether that be via chat, phone or face to face can benefit from Training. More and more companies are asking for formal training as part of the interview process, as they only want to hire new salespeople who can hit the ground running so to speak.
Changes in Buyer behaviour means that where previously customers were served by humans either face to face or telephone are now purchasing the same products and services by shopping carts online. If anyone in Sales wants to future proof their career they should invest continuously in themselves.
Do you provide Learning Management Systems?
There are many LMS applications to choose from that have different features and if you have specific requirements you will need to undertake some research. For most companies over 80% of their LMS requirements can be met with Microsoft applications that they are already paying for.
We use MS Teams as the base platform which we customise to include Needs Analysis, Sales Playbooks, Training Courses, Learning Assessments, Coaching Programmes and Content Management Systems.
What Different Sales Training methods are available?
1. Self Study. As a training method self-study is difficult to measure in terms of effectiveness. Without any design or structure or support there will be a limit to how effective this method is however all training and learning is good training so this should not be discounted.
2. Role Play. This is not always popular, however, when Roleplay sessions are designed and conducted well they are not only very powerful, they are also enjoyable for the participants. Roleplay continues to be the most effective way to build the muscle memory required to make real changes in sales behaviour.
3. Observation. Many companies monitor and record telephone calls to ensure Salespeople are following their sales process and complying with any regulatory requirements. For Field Sales Teams “ride-alongs” whereby a Sales Manager or Sales Mentor accompanies a Sales Rep to observe and provide feedback.
4. Workshops. Sales Workshops are a great way to facilitate peer learning amongst your Sales Team however their success lies in the design and facilitation of each session. Workshops are usually focussed around a single topic and would last between 1 hour and 1 day.
Training Courses. Despite the move away from Impact Training, Sales Training courses are still a powerful sales training method. In most cases training courses are now highly interactive, activity-based sessions that engage and inspire learners.
5. Self-Directed Sales Training. When people have ownership of anything they tend to have a higher rate of engagement so allowing Sales Teams to Self Direct and in effect choose their own training can be very powerful. In order to be effective Self Directed training needs to have a framework that guides and challenges learners.
Sales Playbooks. Sales Playbooks are digital repositories that contain everything on how and organisation sells. The “Books” are divided into chapters that contain different information such as products and services, sales plays, the companys sales process, product and service information, technical data, case studies and testimonials. Playbooks are great tools that every organisation should have.
3. Types of Sales Training Available
What types of Training programmes do you offer?
1. Online via our Learning Portal
2. Open Courses, where anyone can attend from any company
3. In-house Courses where we deliver courses exclusively for one organisation
4. Bespoke Sales Training programmes where we co-create learning content with you
Once you have chosen your course delivery type sales training programmes are further categorised by their content:
Product Training & Sales Skills Training.
In terms of Sales Skills Training the most popular skills bases sales training programmes are:
1. Telephone Sales Skills
2. Key Account Management Training
3. Consultative Selling Skills Training
4. Sales Management Training
Many Training programmes now include an element of Sales Coaching to ensure follow-through which makes every training programme more effective.
Do you provide Online Sales Training?
The most common area for this is the adoption of online training as part of a Sales Enablement system which are one-stop repositories for everything connected to sales inside an organisation.
Online Training is also widely used for onboarding new salespeople, both graduates and experienced salespeople as it allows them to quickly learn the fundamentals of selling within that organisation without tying up more senior salespeople to deliver this.
We provide Online Training both as a stand alone service and to compliment and support our face to face delivery. Our training programmes are delivered via Microsoft Teams and prices start at £97 + VAT
Do you provide Training courses for beginners?
You can’t teach someone how to make a pot without at some stage, them getting their hands dirty and practising on a pottery wheel. Selling is a hands-on activity that needs to be learned on the job.
Do you provide Sales Training Videos?
They are especially helpful for Remote training and coaching and really lend themselves to product, process and technical training. Whilst it is possible to use video for Skills training it can be difficult to include every context and therefore needs to be used as part of a wider blended learning programme.
Do you provide Sales Webinars?
Our webinars include the facility to ask the presenters questions and in most cases these webinars can be recorded and accessed offline.
These can form the basis of a lunch and learn where you need to stimulate a conversation around a particular sales topic.
Do you provide PPT (PowerPoint) presentations on your Training?
Blended learning is an approach to training that includes a mix of different content such as Training PPT’s and quizzes, worksheets, templates, guides and most importantly, activities and interactions with the sales trainer and their peer group.
Furthermore, studies have shown that people learn and retain knowledge and skills more by doing than training. This is more relevant in Sales than most other topics.
Do you provide post course support for Training?
Do you provide Sales Coaching?
