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Accelerating New Sales Hire Ramp UpStrategies & Best Practices
Agenda
• Top Challenges Facing Sales Organizations • Growing Sales Organizations • Today’s Selling Environment & The Gap in Sales Execution • Why Organizations Struggle With Sales Ramp Up• Areas for Improvement • Conclusions
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Top Challenges Facing Sales Organizations
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13% Unadaptable Sales Process
16% Poor Sales & Marketing Alignment
20% Difficulty
Establishing ROI
24% Common Sales Process Across Organization
33% Difficulty
Presenting Differentiation
33% Sales Cycles
Too Long
Executive Management Viewpoint
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Shortening sales cycles
Greater visibility
Increasing deal sizes
Improving overall quota attainment
Increasing win rates
0 10 20 30 40 50 60 70 80 90 100
Most Important to Executive Management
2014
94%
87%
83%
82%
75%
Top Sales Objectives
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Increase reorder & renewal rates
Reduce ramp-up time for new sales people
Reduce sell cycle time
Optimize deal size via up-selling & cross-selling
Improve customer loyalty & satisfaction
Increase sales effectiveness & performance
Increase penetration into existing accounts
Capture new accounts
0 10 20 30 40 50 60 70
Top Sales Objectives for 2014
2014
58%
#2 Increase
Penetration into Existing
Accounts
#1 Capture New
Accounts
46%
25%
20%
20%
14%
7%
6%
Polling Question
How much do you expect to grow your sales organization this year?
Not at All
Less Than 10%
Between 10%-30%
Greater than 30%
A.
B.
C.
D.
Slide 6
7
plan to expand sales team
between 10%-30%
Growing Sales Organizations Key Priority
Challenges and obstacles for ramping new sales teams:• 87% of training is forgotten within
weeks when not embedded in selling process• 58% of new sales rep time is spent
not selling
29%
7-12 months to effectively
onboard new reps
40%
The Complicated Selling Environment
60%
of buyer’s journey completed before ever interacting with sales
90%
Selling content is never used in selling because sales can’t find the right
resources
58%
Pipeline ends up in “no decision” (stalled) because value has not
been effectively presented
88%
of missed opportunities were because sales
couldn’t find resources
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Sales process not adaptable
Lack of alignment to buyer stages
Salesforce not agile
enoughInconsistent sales
methodologies
x
misaligned to buyer stages not presenting right value can’t find resources poor performance
The Gap in Sales Execution
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Strategy
Sales Execution
The Gap in Sales Execution
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Strategy
Sales Execution
• Buyers more savvy• Sales process more complex• Reps have not transformed• Sales onboarding too long
Gap
The Gap in Sales Execution
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Strategy
Sales Execution
Typical Actions to Close Gap:
• Buyers more savvy• Sales process more complex• Reps have not transformed• Sales onboarding too long
Gap
More Training
however, 87% is forgotten within weeks
The Gap in Sales Execution
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Strategy
Sales Execution
Typical Actions to Close Gap:
• Buyers more savvy• Sales process more complex• Reps have not transformed• Sales onboarding too long
Gap
More Training
however, 87% is forgotten within weeks
More Content
70% are halfway to decision
before Sales is engaged
The Gap in Sales Execution
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Strategy
Sales Execution
Typical Actions to Close Gap:
• Buyers more savvy• Sales process more complex• Reps have not transformed • Sales onboarding too long
Gap
More Training
however, 87% is forgotten within weeks
More Sales Reps
9 mo avg ramp up time
58% of time not selling
More Content
70% are halfway to decision
before Sales is engaged
The Gap in Sales Execution
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Strategy
Sales Execution
Typical Actions to Close Gap:
• Buyers more savvy• Sales process more complex• Reps have not transformed• Sales onboarding too long
Gap
Reasons Why Actions Not Closing Gap:
More Training
however, 87% is forgotten within weeks
More Sales Reps
9 mo avg ramp up time
58% of time not selling
More Content
70% are halfway to decision
before Sales is engaged
The Gap in Sales Execution
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Strategy
Sales Execution
Typical Actions to Close Gap:
• Buyers more savvy• Sales process more complex• Reps have not transformed• Sales onboarding too long
Gap
Reasons Why Actions Not Closing Gap:
More Training
however, 87% is forgotten within weeks
More Sales Reps
9 mo avg ramp up time
58% of time not selling
More Content
70% are halfway to decision
before Sales is engaged
The Gap in Sales Execution
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Strategy
Sales Execution
Typical Actions to Close Gap:
• Disconnected activities• Misaligned with buyer
stages• Not specific to each
selling situation• Can’t keep up with rate
of change• Value not presented
• Buyers more savvy• Sales process more complex• Reps have not transformed • Sales onboarding too long
Gap
Minding the Gap When Hiring New Sales Reps
Hiring Alone Does Not Solve Growth Challenges
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Slower Time-to-
Productivity
Out-of-DateOnboarding
Process
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Financial Impact of Accelerating Ramp Up
Current State Improvements Proposed State
Number of new sales reps 25 25
Average annual revenue per Rep $1,000,000 $1,000,000
Time it takes to ramp up (months) 9 20% 7.2
Effectiveness during ramp up 50% 50%
Lost revenue per rep ramp up $375,000 $75,000 300,000
Annual Revenue Lost $9,375,000 $1,875,000 $7,500,000
Polling Question
How long does it currently take to onboard a new sales rep?(time to productivity)
Less than 3 Months
3 to 6 Months
6 to 9 months
Greater than 9 months
A.
B.
C.
D.
Slide 19
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Sales Execution Challenge: “Sales Ramp Up Too Long”
• Fire Hose Onboarding = “It’s About Us”
• Typically Tactical Implementation • Missing Context Which Creates New Gap
Why Organizations Struggle With Sales Ramp UpFire Hose Effect
Our Messages
Our Value Proposition
Our Capabilities
OurFeatures
Our Benefits
Our Differentiators
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Context is Key
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Context is Key
Situational Selling
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Accelerating New Sales Rep Ramp Up
Doing Today
• New Hire Orientation• Incremental Training• Adhoc Coaching • Mentoring• Case Studies• Collateral
Need To Do Differently
• Well Defined Sales Process• Integrating Activities
(onboarding, training, coaching day-to-day job activities, all while working deals)
• Intelligent Guidance (deal specific)
• Just-in-time Information (Push vs Pull)
• Getting reps involved in real deals sooner (context)
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Integrated Activities
Work Deals SoonerGreater context by getting reps involved in real deals sooner
CoachingEmbed coaching in situational selling scenarios to reinforce training
GuidanceDeal-specific contextual guidance to drive sales behavior
Aligned ResourcesAlign content and resources to buyer stages
Working Live Deals
cont
ext }Within the
Selling Process
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Intelligent Guidance to Reinforce Best Practices & Process
Leverage formal sales methodologies
Share tips from the field
Roundtable discussions
Assign a sales mentor
Open dialogueSelling
Documents
Best Practices
Training
Coaching
ProcessContent
Resources
Tools
Contextual Details
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How do your reps get the information they need?
Just-in-time Information
Seek advise
Try Searching
Ask Sales Operations
Ask Marketing
SME
Marketing Sales CRM
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Just-in-time Information
Contextual Resource Center
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Just-in-time Information
Case Study on Large
Manufacturing Organization
Contextual Resource Center
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Just-in-time Information
ROI Calculator with speaking points for CFO
Contextual Resource Center
Case Study on Large
Manufacturing Organization
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Just-in-time Information
Contextual Resource Center
Case Study on Large
Manufacturing Organization
ROI Calculator with speaking points for CFO
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Accelerating Time-to-Revenue
Fully Productive New Sales Reps
Integrated Activities
Reinforce Best Practices
Just-in-Time Information
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Key Take-Aways
• Hiring along does not solve the growth challenge• Sales readiness starts with a well defined
sales process• Disparate & siloed activities inhibit
onboarding success• Integrating training, coaching, mentoring
leveraging technology can better guide sales behaviors• Pushed just-in-time information can help
to better present value to buyers
E
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SS
CC
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PR
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New White Paper:Accelerating Rep Ramp-Up
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About Qvidian
• 15 Year Proven History• Loyal Customer Base • 1,200+ Customers• 100% Cloud-based• End-to-End Solution• Constantly Innovating
Customers increasewin rates by 28% and improve productivity
by 40%.
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Contact
• North America: +1 513-631-1155• Europe: +44 (0) 870-734-
7778
#SalesExecution #Qvidian
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