How to Succeed in Catering

You’ll have seen it time and time again. Those empty premises in town are suddenly a hive of activity, as workmen come and go, creating a new café, bar or restaurant – seemingly with no expense spared. Within a short space of time, trendy new décor is in place along with chic furniture and an impressively large menu is posted at the window. To a fanfare of publicity the new business is opened – only to close abruptly within the space of a few months.

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Many people believe – wrongly, as it turns out – that they could run a successful catering business. Just because friends and family praise their culinary skills it doesn’t necessarily follow that a person has the necessary skills to make a success of a business venture. And catering businesses are more likely to fail than most other startups, according to SmallBusiness.co.uk.

Research your market

A lack of preparation is one of the principal reasons for such a high failure rate. Catering seems to be an area in which talented chefs, cooks and hosts simply fail to undertake the necessary research and plan ahead. High street and out-of-town retail parks are awash with cafés, restaurants, sandwich bars and mobile catering enterprises all eager for business. Is your proposed venture offering something different? Is it something that people will actually want?

Customer service is key

Marketing Restaurant has produced a helpful guide outlining some of the most common pitfalls in the catering industry. Heading their list of reasons why caterers fail is the failure to provide excellent customer service. Not average, not good, but excellent service. A happy customer is likely to give good word of mouth reviews and, most importantly, will come back. Never forget that the customer is king.

Add value

Upselling is one of the key components in many catering businesses. When your customers have enjoyed a great meal they are more likely to linger over coffee and drinks, which gives you a chance to increase their total spend. Look for inventive ways to persuade your customers to spend more than they initially intended.

A good example is an artfully lit chilled display cabinet of refreshing drinks to tempt them into ordering extra drinks. Check out online catering equipment suppliers, such as Fridge Freezer Direct, which offer a wide selection of commercial bottle coolers. Never waste an opportunity to encourage your customers to spend more.

Constantly overhaul your budgets

Caterers should know better than anyone not to put all their eggs in one basket! Yet time and again a degree of complacency creeps in when it comes to sourcing ingredients. A great supplier last year may not still be such a competitive player this year, so never stop checking for alternatives.

Don’t stop assessing the exact cost of each item on your menu. You should know to the penny how much a plate of food, or sandwich, or snack has cost to produce, and how much profit you make from it. Failure to keep check of spiralling costs will cost you dearly in the long run, so a regular budgetary overhaul should be at the top of your monthly checklist.

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How Sales Training Consultants Empower Sales ForcesSales coaches and sales

training speakers are veterans in the field of sales. Equipped with years of hard on-field experience these pundits know how and what works in sales. They enrich their knowledge derived from higher education in business or sales and marketing administration with a liberal dose of practical wisdom. Staying up-to-date with the evolving technologies that relate to sales, they provide the best sales skills training. From macro to micro level, these astute sales coaches are adept at dealing with all sorts of problems dogging the sales department of an organization.

Their deep insight and practical suggestions help businesses improve their overall sales performance. Sales management consultants are great psychologists too and can easily read the body language and attitude of sales people and suggest remedies if need be. They come loaded with tons of motivational and positive energy to charge up a sluggish and lackluster sales force.

Sales training speakers lift up the sagging morale of the sales force of an organization. Sales management consultants zero in on the problems bothering the sales team. Out of the box thinking and uncritical way of suggesting solutions endear them to the sales team and their ideas are accepted without much resistance. Sales training consultants also lay down flawless sales processes for businesses. Sales management consultants check each and every step of the sales process of a business and track down flaws. Their latest ideas and methods help in overhauling faulty sales processes completely. They identify the strengths and weaknesses of the sales force and suggest ways to overcome the weaknesses and capitalize on the strengths.

Sales training speakers empower sales teams with their insightful advices. Their sales tips change the attitude of the sales people of an organization. They teach the sales staff to take control and be in charge. Ideally, sales can happen in a situation where the prospect has a problem or a need and the sales person provides a solution to the problem or addresses the need. That means the solution provider, the sales person should be in control, and not the solution seeker. Productive sales training consulting is based on this and trains sales persons to operate from a point of strength and not weakness. Sales training speakers from good sales training institutes motivate and prepare winners. And most importantly they do it in the most pleasant and inoffensive way.

Business and Motivational Sales Training – Target Areas

A professional sales trainer identifies what ails the sales department and then he sets about his job of fixing things. The aim of the sales management consultant is to identify weak areas and suggest remedies to fortify them. It could be the lack of proper co-ordination between the sales and the customer service department that’s resulting in a lot of communication gaps and giving rise to confusion in the minds of the customers. Or it could be the poor after sales service that is fetching less repeat business.

A reputable sales training institute and its trainer will pin down the causes of low performance with thorough analysis of every aspect of sales and related issues of the company. A simple thing as an unclear product description brochure could confuse the sales staff. The sales staff may be following an ineffective or a sales process that they view as “too theoretical” or “management’s fantasy”. A professional sales training consultant would detect the flaws and suggest remedial measures.

Doug Dvorak helps companies and professionals achieve results through customized, creative and non-traditional sales training systems that are “one size fits one” and developed to the unique business needs and “sales pain points” of each client. He is available to speak on these topics.

Permission is granted to reprint this article in print or on your web site as long as the paragraph above is included and contact information is provided

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Does Your Sales Training Program Address Your Sales Performance Issues?

Part 1 Sales training programs encompass a variety of necessary components; things like company policies, sales paperwork, CRM/sales force automation orientation, sales processes, company services, sales skill training and product features and benefits.

But when I ask Sales executives and Sales trainers how their current sales training program is aligned with their sales performance issues I get the look of “No speak English’.

Let’s first categorize ‘Sales performance issues’. There are (4) distinct sales performance silos that will effect the overall outcome of any sales team, year in and year out. They are:

o % of Sales reps to Quota

o Average New-hire Ramp-to-Quota in months

o Sales Employee Turnover rate

o Time spent versus Result achieved

This is a good place to start in determining what sales skill training to implement to achieve a measurable return on investment. But here’s what will set you apart when you walk the request up to the front office. Start out with the NUMBERS.
That’s right. Take a diagnostic view of your current sales performance silos, one by one.

Let’s look at a real sales performance issue example of ‘Average New-hire Ramp-to-Quota’. I recently conducted a ‘Sales Performance Improvement Blueprint’ web-cast for this sales organization.
The company was hiring 155 sales reps per year. The ultimate objective of any new-hire sales training program is to ramp the new sales rep to Quota. Simply, give them everything they need to effectively reach their monthly sales goal.

So how was this company doing? They were obtaining this ultimate sales training program objective in 7 months. So how does one determine if that training outcome is a ‘Sales Performance Issue’? Let’s take a look.

Step 1: ‘Run the Numbers’ for any realistic ROI opportunity

o Each new-hire rep had an ultimate quota of $3500

o Sales Cycle was 17 days

o Average customer term agreement of 36 months

o Average ‘Sub-Quota’ revenue per month during ramp of $1300 (This number reflects the average monthly revenue a new-hire achieves before they achieve quota attainment)

Step 2: ‘Run the Numbers’ hypothetically for a ‘Specific’ improvement

In this case, I showed the sales management team what return on investment they would get by helping just 1 sales rep achieve full sales quota in 6 months versus 7 months. Based on their numbers my diagnostic X2 Evaluator(TM) system showed them a ROI of $79, 200 just by trimming off 30 days. If they did that for all 155 of their annual new-hires, they could realize $12, 276, 000.
And that got their attention. So, is it now a worthy sales performance issue to attach pin-point sales training to? Not quite yet.

Step 3: ‘Run the Numbers’ for a ‘Reality Check’

The most successful businesses — and certainly, sales departments — have identified their Key Performance Indicators (KPI); individual gateways that directly effect the outcome of a particular process. Then they measure the competency ratios in line with them.

A good KPI example in the sales process might be how many times you advance the first sales appointment to the next phase, whether that’s a demonstration, a site visit, a survey or a proposal. Another KPI is how many times you gain a new customer once the first gateway is passed. And when you do gain a new customer, what’s the average revenue you achieve? And how long does it take to gain a new customer on average; i. e. sales cycle?

How about how long it takes you to gain 1 new sales appointment, defined by sales prospect ‘conversation’? And as a by-product of all this, how many new appointments are needed each week?

We ran these numbers in the X2 Evaluator(TM) system to see ‘if and where’ there were some leaks in the ‘KPI ship’. And here’s what we discovered; not a leak, but a big ‘ole fire hose.

Two ‘KPI issues’ were apparent. First, why does the ramp-to-quota for a new-hire take 7 months when the average sales cycle is 17 days? Second, they were only setting 3 new appointments per week when they needed to set 6, based on their other KPIs. So their sales appointment ‘activity barometer’ was only running at 50%. And that will dictate a longer ramp-to-quota.

Dig a bit deeper in the X2 Evaluator(TM) system and out popped a 6% conversation-to-appointment ratio; they had to conduct 15 prospect conversations to get 1 new appointment.

OK, back to the ‘Reality Check’. Is it realistic to focus on reducing the new-hire ramp-to-quota from 7 months to 6 months for a sales training ROI of $12, 276, 000 or $79, 200 per rep?

You bet it is. These folks needed to address the front-end of their sales process; setting targeted sales appointments. To do that, they needed (1) establish an activity standard to reach quota by month six and (2) develop a sales prospecting methodology and supporting X2 Evaluator(TM) system to spend less time in achieving it.

Then they needed to plug their sales prospecting ‘system’ into their current sales training program and work to a weekly sales appointment activity goal to assure a monthly revenue result by month 6.

Step 4: Set the Goal and ‘Train to It’

A sales training ROI goal of $12, 276, 000 or $79, 200 per rep is for sure a worthy one. And the diagnostic system showed us they would meet this goal just by setting 3 additional sales appointment per week per rep; 6 appointments versus 3.

Actually, I lied. The X2 Evaluator system showed an even brighter picture if the sales appointment activity standard of 6 new appointments per week was met. If they could support their new-hires with a sales prospecting system that could help them achieve 6 new sales appointments per week, they would actually cut their new-hire Ramp-to-Quota by 4 months; from the current 7 months down to 3 months.

And that sales training ROI would be $316, 800 per rep or a whopping $49, 104, 000.

One of the reasons why sales training fails is a failure to define a useful objective. In this case, our diagnostic method has defined a single useful objective for them to train to. And this same diagnostic method can be utilized if you have a ‘Sales Performance Issue’ of an unacceptable percentage of Sales reps reaching Quota each month.

In Part 2, we will take a look at (2) other sales performance issues, ‘Sales Employee Turnover rate’ and ‘Time spent versus Result achieved’ with this same sales management team and see what our diagnostic method to sales performance improvement and ROI turns up.

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Car Sales Training on How to Close a Sale at an Unconscious Level Car sales

training focused on giving an attention grabbing sales presentation that closes the sale at an unconscious level.

Many car sales people hit the buyer with feature after feature. How boring. Is the customer going to buy a car because of a technical feature? How many of your buyer’s can even identify engine parts, or care about the technical features? They are going to buy that car from you because you have shown them what the car will do for them. You have presented the benefits of the car, that match their wants, needs, and deep desires.

You know all the features of your cars. You want to show off your great knowledge in order to build credibility with your customer. But if you lose their attention you will not get them to that magic buying state. To move your customers to an emotional place where they are ready to buy you must know what they want, and give it to them in a way that fits into their view of the world.

They don’t want a car

They want what the car will do for them. For some it will be a gleaming fashion accessory to attract admirers, and a sound system that is more important than the safety features. For others the car is a necessary tool, or a reliable means of transport. The buyer that cranks up the miles enjoying their leisure time will see a car from a different viewpoint than the daily commuter. The caring parent wants a safe way for the family to travel, and will benefit from in-car entertainment. While the rebelling student may want a unique statement on wheels that says who they are.

How are you going to meet that multitude of needs, wants, and desires, with technical features about a machine made of plastic and steel? The answer is, you’re not. The features of the car are only ways of proving how the car gives the buyer the benefits. You have to relate those features and show how they will make real the pictures and feelings they have about the car they are going to buy.

Never assume to know what they want

The above examples are only possible buyer needs. Use your skills as a sales person to learn your customer’s real needs. An important car sales training point is, the buyer may not be conscious of their real desires. Will that middle age man really admit to himself why he wants the sports car? He will tell you it’s because he always wanted one, and only now can he afford it. The customer that tells you they are concerned about the environment may really be more worried about the cost of fuel. How many 4 X 4 off road owners ever drive over anything more than a speed control hump? Even with technical evidence that the gas guzzling 4 X 4 is not a safer vehicle to drive, many buyers still give safety as a reason why they drive one.

Great automotive sales training is about matching features of the car to the benefits the buyer really wants. The buyer wants to achieve an emotional feeling from their purchase. To understand those feelings, and identify how they will achieve them, the buyer makes internal pictures and holds internal dialogue. You find the surface needs, wants, and desires of the buyer, at the questioning stage of the sales process. But there are car sales techniques that help you get the deeper emotional triggers, and very few sales people become competent at using them.

Find the customer’s real desires

What the buyer tells you they want may be only what they are willing to tell you, and are not their real desires. Beneath the surface communication will be deeper wants the customer has. For example, consider the business manager that wants a car that will project their high status to their staff. On the surface they may give you many reasons why they want a certain class of car. Reliability, image to customers, able to afford it, and many other reasons specific to them. The deeper reasons, of which they are consciously aware, could be that they want others to be envious, or to promote their own position. It could even be that they want to show off their wealth. It is unlikely that they will tell you this when you ask them what they want from a new vehicle. At an even deeper level there will be emotional benefits the buyer wants that are not fully within their conscious awareness. There will be benefits they want, their innermost desires, that they do not want to admit to themselves.

Back to the business manager that tells you they want a car that’s reliable, looks appropriate for visiting customers, and is within their budget. They are not telling you about how they want to display their wealth and position to others at work. If we go even deeper into their wants needs and desires, we could find other benefits that will close the car sale at an almost unconscious level. What if you felt the business manager was really very insecure about their position. That the image they want the car to project was to build barriers with their staff. By asking about previous cars they have owned you feel they have come from a much lower income background. You read from their verbal, and non-verbal, communication that they need to be constantly proving themselves to others. Displaying a picture of their wealth and position to overcome their insecurities.

Take a new look at your car sales training

Now imagine the sales presentation you could give if you had that sort of knowledge about your customers. Take a new look at your car sales training. Yes, you need to have an expert knowledge about the technical details of the vehicles you sell. But you also need to know what questions to ask your customers, and how to read the deeper levels of meaning in their answers. What you are really looking for is their view of the world, their map of reality. Then you can show them how your car will fit into that view.

Let me give you a starting point. Why do you really drive the car that you currently have? Be honest with yourself. Look for some deeper thoughts and become more self aware. Then study family, friends and colleagues. Talk to them, look for inconsistencies. You’re a sales person, you can read people. What is it about what the car does for them that lights up their face? Watch for the topics that leave them bored, or bring out the negative signs. This is a few simple paragraphs about people, not cars, and it could be the start of a whole new way of selling for you.

For more information on sales training focused on Car Sales Training go to http://www.sales-training-sales-tips.com/car-sales-training.html

Stephen Craine is a working sales manager and trainer for a major UK company. He uses his experience of sales, motivation training, NLP, and personal development coaching to achieve results for himself through the achievements of others in a sales environment.

All the sales training presented here, and on the website, has been tested and proved by working sales people in real sales situations. There are no acronyms, buzz words, or complicated techniques to market training courses. The focus is on practical sales training that achieves results.

Stephen has recently teamed up with a successful clicnical hypnotherapist in Manchester uk to offer sales and career coaching to private clients and small businesses. Combining the power of hypnosis to make personal changes and overcome obstacles, with the practical experience of a professional sales coach, offers a unique training resource.

The aim is to help anyone looking to increase sales results, develop their career, or prepare for job interviews. The coachng program can also be tailored for small businesses to give them access to resources usually only avialable to large organisations.

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5 Keys To Ensuring A Spectacular Sales Training Experience You woke up this

morning and decided that today is the day to get sales training for your team. But what is driving that decision? What makes you think you really need sales training? Before setting out to find a sales trainer, the next best step may be to assess the sales team since there are a lot of options out there. Do they meet your profile for your ideal salesperson? If not, training becomes secondary to finding sales talent that meets your needs.

In this article, I will share with you five important steps in making a sales training decision.

Trainer Type. The spectrum of sales trainers is very broad. At one end of the spectrum is the motivational speaker. These are folks that excite the troops, but provide few actionable tools. The team walks away feeling great, but needs to have a process to follow for this to be an effective venture. This type of trainer makes sense for companies with morale issues or if the organization has undergone significant change.

In the middle of the spectrum are those trainers who have some personality flavor and present a comprehensive sales methodology. These engagements are ideal for companies that do not have a selling system and are trying to bring energy and focus to their sales team.

At the other end of the spectrum is the sales skill trainer. Oftentimes, the trainers in the middle of the spectrum can deliver this type of training as well. These trainers focus on specific areas of the buying process and work on skill development with the team. These are not “rah-rah” sessions, but are usually structured as workshops. From these sessions, the salespeople walk away with actionable tools that they can implement into their selling system. This type of trainer is beneficial in support of a new corporate strategy, with newer salespeople, or to tackle problem areas in the buying process.

Expectation Setting. The key to success in any relationship is defining the realistic expectations upfront with the trainer. The magic word here is realistic. Going into the engagement thinking that one day of sales training will help your team double their sales in the next month is unrealistic. While working with the trainer, objectives should be established that allow for a measurement of success.

Sometimes, the sales training initiative is driven by the C-suite (CEO, etc) which can create a feeling of uncertainty for the sales management team. Engaging the sales management team in the scope of the training is a key to a successful engagement. Leaving them out will make them resist the program. If they resist the program, so will the salespeople.

Expectation setting is also important for participants. Unlike many other professional occupations, sales training is not often greeted by the team with open arms. Tell an IT professional that you are sending them for additional skill training and they jump for joy. Not the case with salespeople. Since many are type “A” personalities, there is a feeling of knowing it all. Thus, it is important to work with the sales training participants to ensure their needs and goals are heard and understood.

Area of Focus. The operative word here is focus. If the training need is specific, the session(s) needs to zoom-in on the specific areas of the buying process that need improvement. An oxymoron is to say that the training is going to focus on the entire process from prospect to award. This isn’t focus, it’s everything! Sometimes a consulting engagement is needed prior to the training to help identify the right area of focus for the training. If there is a need to train the team on the entire process, the training time and approach should be adjusted to accommodate for it.

One of the other important reasons for the concentrated focus is that adult learning is very different from child learning. For one, it is well-documented that adults cannot absorb as much information, nor as fast, as children can. The training needs to be structured in a way that accommodates for that style. In addition, salespeople are not individuals who can sit for a long period of time in a lecture. These are movers and shakers that want to be out selling. How will the trainer engage the team while teaching them new skills?

Reinforcement Plans. Thinking back to high school science class, there is an experiment where the fire from a Bunsen burner is applied to water. The purpose of the experiment is to show what happens when heat is applied to atoms. The experiment shows that the atoms get excited and bounce off the walls while the heat is applied. Once the heat is removed, the atoms move back to a static state.

One of the worst things that can happen following sales training is that the team walks away excited but doesn’t know how to implement the tools. Just like in the science experiment, they are like heated atoms, but quickly return to the static state due to a lack of reinforcement of the program. If the company and sales management is not committed to a follow-up program that reinforces the training, the dollars invested become wasted. If the issue is resources, some trainers offer follow-up programs.

Budget. One of the biggest disconnects in procuring sales training is price. A President will say to the trainer that the objective of the training program is to help the sales team selling high value/high price products. The company positions itself at the top of the market from a price perspective. When it comes to contracting for sales training, price becomes the main issue. Wait a minute! High value must meet high value. If you don’t want your prospects buying based on price, don’t short change your sales team that is tasked with accomplishing that goal.

Oftentimes, the way this comes out is by expanding the size of the class to reduce the number of sessions needed. Coming back to the point on adult learning, there is a diminishing return in class size. Based on the method the course is delivered and the subject matter, the class size can range from ten to twenty-five.

One of the great questions to ask yourself as you look to buy sales training is how many new sales does the team need to make to cover the cost of the investment.

Sales training is a great investment for a business if done prudently. Consider these five points and you are well on your way to a successful engagement.

Lee B. Salz is President of Sales Dodo and author of “Soar Despite Your Dodo Sales Manager. ” He founded Sales Dodo with the fundamental purpose of helping companies remain competitive in the ever-changing business world. Adapt and Thrive! Those who fail to adapt become extinct, just like the dodo bird of ages ago. Many laugh at the use of the word “dodo, ” but there is nothing funny about a business losing its competitive edge due to unmanaged change.

Salz has spent over 15 years helping companies adapt and thrive. He has successfully differentiated seemingly commoditized products and services in a wide array of industries resulting in record revenues and profits for companies ranging from Fortune 1000 to small start-up ventures.

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How to Sell Your CFO on Sales Training Ask any CFO what their first

impression is when they hear the words ‘Sales Training’ and they might communicate back their ‘Real world’ vocabulary of ‘un-accountable’ and ‘un-measurable’. Simply put, they know they’re wasting at least half their sales training budget dollars; the problem is they don’t know which half.
And from a sales management perspective, if you don’t use your training budget, you’ll lose it.

One effective way for a sales executive to approach the fiscal level of their organization is with an offer a fiscal person can’t refuse. Not the ‘Godfather’ type of offer, but a business offer tied to a measurable revenue outcome and accountable to the overall profit objective of the organization.
Doing so effectively can take the ‘budget constraints’ out of the equation.

If you’re in sales, you already understand how to speak to a potential customer in line with their personality type, business needs and personal wants. But many of us don’t know how to effectively sell internally to our own organization. Let’s take a look at a diagnostic way to go about it.

Step 1: Diagnose your current sales Key Performance Indicators (KPI’s)

Sales executives and Chief Financial officers have one thing in common.
Both are accountable to the bottom of the scorecard at month-end, because numbers don’t lie. They can be your best friend… or your worst enemy.
When preparing a sales training proposal for your upper management, put on your CFO hat and speak to relevant Key Performance Indicators (KPI); individual gateways that directly effect the outcome of your process.

A KPI example in the sales process might be how many times you advance the first sales appointment to the next phase, whether that’s a demonstration, a site visit, a survey or a proposal. Another KPI is how many times you gain a new customer once the first gateway is passed. And when you do gain a new customer, what’s the average revenue you achieve? That’s certainly an important KPI. Because if your average revenue per sale is 40% less than the average peer KPI, you might want to find out why and take focused action to improve it, as you’re leaving money on the table.
Sales cycle in days and 1st appointment generation are 2 additional KPIs to measure.

Never rely on a subjective approach when promoting a sales training program to Upper Management. Define and determine where to ask for training dollars by identifying your Key Performance Indicators and finding out where you’re the weakest in line with your established revenue goals. That takes the guesswork out of it and will report back the quickest way to a measurable training return.

Step 2: Propose ROI sales training systems to turn traditional Cost Center expenses into revenue generators

From a CFO’s perspective ‘sales training’ is within the spreadsheet of Cost Centers, those departments that incur expenses but don’t generate revenue. That’s why most sales training departments fall under the Human resource (HR) jurisdiction, as HR is traditionally a Cost Center line item.

Sales management can lead by taking an objective approach to diagnosing where to put their annual training dollars and articulate the CFO language of turning traditional Cost Centers into profit centers that create measurable returns in ‘Hard’ dollars.

Here’s a good example as it relates to a new sales employee; New-hire sales training programs. CFO’s think of new-hire sales training as a necessary evil, not a profit generator with a specific Delta and ROI. That’s the opportunity.

Because when I ask sales and training executives “What is your #1 objective in line with your new-hire sales training program? “, I seldom get a definitive answer.
So I rephrase my question and ask them “Does your new-hire sales training program provide a successful ramp-to-Quota in a Pre-determined amount of time? ” The answer normally is ‘Not really”.

Because if you can reduce the time it takes a new-hire sales rep to Ramp to quota it will provide a measurable ROI, something you and your CFO can actually put your finger on. You’ll be talking the same language. And you have your KPI data to support your decision on the type of pin-point sales training.

For instance, let’s take a look at a sales organization that hires 50 new reps per year with a quota of $5, 000 per month, an average term agreement of 24 months and the average ‘Sub-Quota’ revenue per month during ramp of $2000.
Reducing the time it takes to achieve Quota by just 1 month will provide an annual ROI of $3. 6 M.

All you need to do is to back out the training costs for the bottom line ROI.
(See Resource box below to calculate your Ramp-to-Quota numbers)

Step 3: Recommend training initiatives for only one sales competency at a time, with a defined training goal in ‘measurable’ terms. Individual competency training versus all encompassing ‘soup-to-nuts’ training will lead to the best overall result and the quickest training ROI. And it will continue to place deposits in the CFO relationship Bank.

Are you willing to state to your CFO and CEO:

(1) The total cost of developing or outsourcing an effective learning system?

(2) A benchmark competency improvement as the training objective?

(2) The time in calendar days it will take to attain the benchmark objective?

(3) The estimated training Delta/ROI based off of current KPI’s?

(4) The projected annual Delta/ROI based off benchmark competency improvement?

(5) The risk factors and contingency plans

Because if you’re not, go find an outsource company that trains to your relevant KPI improvement objective that will.
Because sales performance training should provide a measurable ROI… Just ask your CFO.

The most successful businesses — and certainly, sales departments — have identified their Key Performance Indicators (KPI); individual gateways that directly effect the outcome of a process. Then they measure the competency ratios in line with them.

And if an individual sales KPI is below a satisfactory level, applying timely sales training to it alone, first and foremost will provide the quickest path to a measurable training result.

Remember that ‘Trust’ is reliability over time.

Develop or outsource a single KPI training system, coach the skill-set to work the system, lead the Discipline to routinely do it and measure and report the results. That will permit you to sell future pin-point KPI sales training effectively and routinely to the folks on the top floor holding the purse-strings.

Jeff Hardesty is President of JDH Group, Inc. and the Developer of the X2 Sales System®, a blended training system that teaches sales professionals the competency of setting C-level business appointments.

Jeff’s sales performance improvement articles has been featured in numerous National publications such as Business First, Dartnell’s SELL! NG, Chief Learning Officer and Training Magazine with reference to ROI Blended Learning Systems and improving sales teams Key Performance Indicators. He travels the country conducting live X2 Appointment setting ‘Boot Camps’ and Train-the-trainer sessions helping sales organizations get more reps to Quota in less time, shorten new-hire ‘Ramp-to-Quota’, accelerate

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