You Know You Have a Sales Problem, Now What?

Know you have a problemYou run or support a large sales team, and you’ve got a problem. It could be missed top line, perhaps shrinking margins, maybe the wrong product mix, or inaccurate forecasts, but you definitely have a problem. So now what? You analyze the problem, looking for THE root cause only to find a cornucopia of underlying issues:

  • Your people don’t qualify well
  • They aren’t even attempting to sell the full portfolio
  • No one puts anything into the pricey CRM until the last possible minute and even then only when coerced
  • Forecast accuracy is really forecast inaccuracy

So you decide you are going to do something about it; you are going to train them! They’ll be trained on everything from how to bring insightful ideas to customers to how to develop buying criteria. You’ll set some standards for what goes into the CRM and start holding people accountable. And, maybe most importantly, you are going to emphasize coaching so that your managers play an active role in driving better skill, better knowledge, and better selling.

Investing in a Solution

So what will all this cost, and what return will you get? Well, the typical sales training event will run a large enterprise customer anywhere from $500 per person to $1,200 per person just to conduct the event. Then, of course, for most enterprise sales teams, attending the training will require travel at approximately $300 per person per day. So, just getting this thing started for a 500 person team and a two day event requires an “investment” of somewhere between $550,000 and $900,000. And don’t forget the logistics of scheduling all this. Chances are if everything works out right, you can get everyone through the training sometime in the next six months, and hopefully the CEO will give you that much time.

Why Training Won’t Work

All this would be reasonable, of course, if the training actually worked. However, there is mounting evidence that it won’t. In fact, a cursory Google search of “sales training doesn’t work” returns more than 4,000 hits. The fact is your training event MAY provide all the right information about all the skill and knowledge your people need in order to be successful. However, within 30 days most will forget the majority of what they learn and precious few will use, let alone master any of it as illustrated by the now famous Ebbinghaus Forgetting Curve shown below.

Forgetting Curve

Ebbinghaus Forgetting Curve

Of course there is an option to overcome the forgetting curve: pay the training provider to keep coming back or trickle follow-on training out to your team. This may actually help IF they have everything you need (or ever will need), and your entire team has a single homogenous development path. Unfortunately, neither is true.

An Alternative Approach

Believe it or not, there is a better way. For about the same amount of money you would spend on a single training event, you can now invest in a Sales Development Platform that will seamlessly integrate learning into your normal business cadence via your existing CRM. Instead of depending on sales training events, sales skill development can happen on the job, one skill at a time, when learning can actually be applied to real selling scenarios. The result will be more productive sellers and managers that are actually coaching. While this approach isn’t for everyone, for many larger sales teams, combining online micro-learning with applications for opportunity management, account management, and sales coaching can facilitate faster, more dramatic, more sustainable business results than any other alternative.

Change Curve

Overcoming the forgetting curve with a better way to continuous, sustainable learning

In addition, the right solution should:

  • Provide a platform for all sales learning and development, compounding the return on your investment year after year
  • Reduce or eliminate the need for classroom learning
  • Enable sales managers to become highly effective sales coaches
  • Provide tremendous insights on how your team is acquiring new skills and knowledge
  • Support improved accountability in the organization
  • Drive CRM adoption

Next time you have a sales issue, don’t settle for the same old solution riddled with the same challenges. Take a new approach, and gain a sustainable competitive advantage for your sales team. If you would like to see the first Sales Transformation Platform, visit us at www.axiomsfd.com.

Why Your Sales Stages Don’t Really Matter

Sales Stages

It seems like everyone is talking about sales stages these days. Triggered learning, content delivery, playbooks, and activities all associated to the opportunity stage.  But is that really meaningful? In many cases, the answer is no.

Static Selling Vs. Dynamic Buying

Even in the most thoughtful organizations, sales stages represent a linear progression of an opportunity. Generally this means moving it from the earlier stages of identifying the opportunity to the later stages of proposing, negotiating, and closing. But is that really the way in which buyers are evaluating your solutions?  In many cases it is not. In today’s environment, it may be necessary to find a way to deliver meaningful impact even BEFORE you have a chance to begin qualifying.

Similarly, many of us have progressed an opportunity to the negotiating stage only to have another evaluator enter the mix, or some other event force us back to the qualifying stage. Now certainly, most CRM deployments will allow sellers to move an opportunity back and forward among stages. However, this in and of itself may well point to the futility of an overactive focus on sales stages.

Why Have Sales Stages?

Now, it may appear that in writing this I am advocating the complete abandonment of sales stages. However, I am not. There are some clear reasons why sales stages can be important, such as forecasting. For example, in a typical sales organization, prospects won’t buy something that hasn’t even been proposed. That said, looking over a sales person’s committed forecast only to find opportunities projected to close this month that haven’t been proposed yet could set off red flags; assuming of course it isn’t simply an oversight on the part of the seller. In addition, there are certain selling environments where critical documentation must be completed as an opportunity progresses through various stages, and these gates help make certain this information is not forgotten.

An Alternative: Information Equals Opportunity

That being said, stages rarely reflect the likelihood a seller will win a given opportunity, despite the fact that in most CRM implementations EVERY opportunity that progresses through the selling stages automatically gets a higher win probability. In reality, the likelihood we will or will not win a specific opportunity has far more to do with what we know about the customer (including their business issues, alternatives and buying criteria) than what stage we assign to the opportunity. Given the strong correlation between knowing how to win and winning, why not provide tools, training and tips to aid buyers based on what they do and do not know rather than what stage they select for a given opportunity?


For example, a seller who doesn’t yet demonstrate a clear understanding of a prospect’s buying criteria may need dramatically different coaching and support from a seller who fully understands this, despite the fact that both of their opportunities are at the exact same selling stage.

While it is certainly easy to create triggers, content, and workflows based on sales stages, it may be doing little to help sales people better engage customers and win more business.  If you’re not sure, just answer two questions:

1.     How often do we lose opportunities because we fail to change the sales stage?

2.     How often do we lose opportunities because we fail to properly understand the customer and/or their buying criteria?

If the answer to question #2 is greater than the answer to question #1, it may be time to stop tying triggers, tools, playbooks, etc. to selling stages and start tying them to information.

If that’s the case for your enterprise sales team, give us a call.  Our Salesforce.com native solutions will help your team learn better, coach better, and sell better. www.AXIOMSFD.com

Why Do Your Sales People Need Motivation?

 As I was skimming through Zite earlier today, a blog by Mark Hunter (or The Sales   Hunter as his website bills him) caught my attention. The headline: “Sales Motivation Video: Just Go For It! Stop Second Guessing Yourself!” Now, in all fairness, I don’t know Mr. Hunter. I find him to be an engaging speaker, and based on the video, I suspect he is genuine in his desire to help sales people.

You can check it out for yourself here>>

What struck me is the sheer volume of motivational material there is for sales people. In fact, my Google search for “Motivational Videos for Sales” returned 7,000+ links, and that’s using the exact phrase search. Clearly, sales people need motivation. That got me thinking: I wonder if doctors, lawyers and other professionals are equally in need of motivation in order to do their jobs? So I did my own, albeit highly un-scientific study, and here is what I found.

Motivation Video for… With Quotes Without Quotes
“Sales People” 7,030 21,000,000
“Doctors” 0 247,000
“Lawyers” 0 118,000
“Nurses” 0 219,000
“Dentists” 1 26,200

 

Clearly, sales people need much more help getting motivated than other professionals!

 

Professional Self-Help

I doubt many people reading this would be horribly surprised to learn that sales people, not doctors, nurses, or even lawyers, frequently struggle with call reluctance. After all, why wouldn’t we? How many people hang up on or no-show for meetings with their lawyer, doctor, or nurse? Relatively few, I suspect. Yet, even I find myself reluctant to talk with sales people who call my office wanting to enlighten me on the considerable benefits of their mind-blowing new solution to all my issues and challenges. Clearly there is considerable money to be made by delivering to the sales audience what amounts to the professional equivalent of self-help material. I am certainly not suggesting these videos and books don’t offer the reluctant, dejected, beaten-down sales person some much needed hope. What I am suggesting is that a more fundamental change is needed if we are to truly transform our profession; a change that if it takes hold will allow future sales people to experience the same respect other professionals enjoy AND get paid.

Selling as a Service

However, this change requires both a change in heart and a change in tactics. We have all seen the statistics about the power shift in the buyer/seller relationship, but just in case, I will illustrate the point that we don’t need sales people to tell customers about our products and services. So, does that mean, as Brian de Haaf noted in his blog “Why This CEO Will Never Hire Another Salesperson”  that the entire profession is dead? Absolutely not. What it does mean is that the sales profession can no longer support self-serving, glad-handing people who bring no real value to their customers and prospects while attempting to cajole them into buying things that bring little or no real value.

The future of selling is serving!

When sales people possess the skill and knowledge to SERVE their prospects and customers, not just with their solutions, but with the very engagement, we will earn respect, deliver real value, and earn good money ALL AT THE SAME TIME! Perhaps Brian is correct about the need for a different compensation model, or perhaps not. One thing, however, is certain. When sales people are helping prospects and customers by leveraging expertise that brings tangible value, the constant battle for motivation and the need to overcome call reluctance will likely be as outdated as overhead transparencies.

More a Journey than a Destination

To be fair, this isn’t a simple change to make. We have a long history of training sales people in everything from product hawking, to solution selling, to overcoming objections. Often times, this training has actually pitted sellers AGAINST the very people we should be serving: our customers and prospects. If I had a nickel for every time I heard an aspiring sales person utter the phrase, “buyers are liars”… wait, my age is showing. Anyway, we have some history to overcome, but it may well be that the very existence of our profession depends on our ability to transform into true trusted advisors. Frankly, transforming the profession will require the same commitment to continuous learning and development made by other professionals. It will require hiring the most talented people possible and ensuring that those people we hire actually possess key traits such as emotional intelligence and a servant’s heart.

The need for change is certainly not lost on the sales training industry. There is a crop of new training programs for selling that promises everything from making your people more insightful, to helping them challenge customers and prospects, to making them better at storytelling. And while many have merit, few if any are addressing the larger problem – sales training itself has very limited impact. We need to do more than just change the content; we need to transform the very model for how we develop people if we are going to transform customer engagement and business results.

From classroom training events to the standard Performance Improvement Plan, or PIP, we need to rethink our approach. This includes taking a new look at mature technologies such as CRM to find ways to integrate learning and development into the cadence of how people sell and manage. Implemented properly, even the CRM can enable people to get incrementally and continuously better, allowing them to compete FOR customers more effectively by better leveraging their ever-evolving skill and knowledge.

Naturally, this transformation comes at a cost. However, the potential payoff can be tremendous if we can evolve into a profession that actually attracts the best and brightest talent. For companies that take the lead in the transformation, there are tremendous advantages. These include better financial performance, more effective teams, lower turnover, and an improved culture. Even now, a number of forward thinking companies are seeing the shift happening and realizing a tremendous return on their investment.

Does Anyone Really Want to Become a Salesperson?

Not long ago, while attending a conference at a well-known university that offers a degree in professional selling, I was reminded of just how few people actually intend to work in sales. The university representative recounted a survey conducted for all students who enrolled in their introductory sales course. Can you guess what percentage of the students signed up for the professional selling course actually intended to become sales professionals after earning a degree? Zero percent! Amazing, isn’t it? Even the people taking a class on selling don’t expect to become sales professionals. And yet, a significant portion of a given graduating class will likely end up in sales, despite having earned a degree in marketing, engineering, art-history, or some other area of study.

Someday, this same survey will produce a dramatically different outcome. Someday, our most talented college graduates will compete for the chance to enter a profession known for ongoing learning and development, as well as the service it provides. And while this probably means a significant reduction in the number of motivational videos and books, it also means an unparalleled level of trust and respect for people who serve in the sales profession.

Information Defines Opportunities – 3 Steps to Radically Improve Sales Engagement and Business Results

Info Equals Opp

Here’s a quick test for you:

Pull a report of the top 20 opportunities in your organization.

Now, go to each of them and answer the following questions:

 

  1. What is the probability we will win this business? Is that based on the gut feel of the seller? Is it automatically generated by your CRM based on the sales stage, or is it based on what you really KNOW about the prospective customer?
  2. Who are the evaluators for this opportunity and what influence will each of them have on the outcome?
  3. Which alternatives are being considered, and which ones are presently favored by the various evaluators?
  4. What are the key business issues for this prospective customer that you may be able to impact with your solution?
  5. What criteria will they use to determine which alternative is best for their business?

For most sales organizations there is only one way to know whether or not a given seller has the information listed above, and that is to interview that seller. Not only is this approach so time consuming that it rarely happens, it requires the seller to either review pages of notes or leverage total recall in order to even get a clear representation of what he does and, more importantly, does not know about the opportunity. Frankly, it isn’t so much what we don’t know about an opportunity; we can always go back and get that. What kills sales performance is what we don’t know we don’t know!

How Bad Does it Hurt?

The question to consider next is this: Does it bother you that this kind of information, if it exists at all, lives only in the mind or in the notes of your seller. Does it make you ill to think that if this person leaves, so does all the information about that account and opportunity? Does it pain you to think that the only way anyone can help this person win the sale, let alone get better, is to go through the tedious process of having her recall everything she knows?

If knowing that critical information about your most important opportunities and accounts may or may not exist or if it does, you and your leadership team have no visibility into the information doesn’t bother you, then you should probably stop reading now – everything is just fine – no problems here.

However, if the prospect of such critical information walking out the door makes you nuts, if the idea that coaching conversations between managers and sellers are considerably more time consuming and less effective makes you absolutely nauseous, we are right there with you. Moreover, there are ways to address the root cause of this problem and in turn, radically improve your customer engagement and sales performance.

Step 1: Establish Common Information Objectives

If you’re still reading at this point, it is probably safe to assume that you agree with the core premise of this article: information defines opportunity. In other words, the more we know about our prospective customers, about what they want to buy, and about how they will determine who has it, the better our chances of winning business we can win and walking away from business we cannot win. Unfortunately, most organizations never even get to the point where they have agreement on what information is needed in order to fully understand an opportunity, and that dramatically reduces the likelihood they will develop individual and organizational effectiveness around eliciting the information.

The first step is to establish a shared set of information objectives. To be clear, this shouldn’t simply be anything anyone believes they want to know. Moreover, it shouldn’t be limited to just a few of the important things your management team believes your people need to know. What it should be is a single, comprehensive list of everything you need to know in order to fully understand a sales opportunity. It should be a static set of commonly understood terms and definitions that anyone can recite at any time – it must become a part of every conversation you have about sales opportunities. The good news is, it won’t take dozens of interviews and several months to compile a single list that everyone agrees on. In fact, we will give it to you for free in a couple of weeks in our upcoming blog, “Nine Things We Must Know in Order to Fully Understand an Opportunity”.

Step 2: Integrate Information Objectives into Your CRM in MEANINGFUL Ways

Once you have a common set of information objectives, they must be integrated into your CRM. However, this cannot be effectively accomplished by simply creating fields and forms where people can enter the data. If entering information into the system doesn’t help them work more effectively and efficiently, forecast more quickly and accurately, and win more business, your people will never get through the learning curve needed to become efficient enough at entering the information and you won’t ever get it. This means the information needs to be used to the benefit of the seller and manager.

By way of example, AXIOM clients are provided with the Opportunity Management Application that actually analyzes the information and uses a proprietary algorithm to predict the win probability, identify danger zones, and recommend solutions. In the future, this same information will be used to create customized proposals and recommend learning and development activities. The information about each opportunity represents a comprehensive list of verifiable outcomes based on understanding the customer better as opposed to simply completing a task or changing a stage. A couple of important caveats here; first, sellers must actually enter what they know about the opportunity, not check boxes that validate that they know information. When we give sellers boxes to check and then create expectations about which box to check at what point in the process, guess what we teach sellers? Correct, we teach them to check the right boxes but not how to have the right conversations. Don’t be fooled into thinking that easier is better.

Second, avoid the temptation of punishing people for what they don’t know about their opportunities. The purpose here is not to fill out each blank space for each information objective. The purpose is to create transparency and promote objectivity. If you beat people for what they don’t know, they are almost as likely to start making things up as they are to have better customer conversations. Always remember, it isn’t what we don’t know that costs us sales, it is what we don’t know that we don’t know.

Step 3: Provide Ongoing Learning and Coaching to Improve Skill and Knowledge

Once you have agreed on a common set of information objectives and used them to make your CRM a valuable tool for working and managing opportunities, you are ready to take the third step toward dramatically better results – coaching. In this step it is critical to understand the difference between the typical manager-seller conversations and truly productive coaching.

Consider this: most sales managers were promoted because they were great sellers. Their natural tendency is to do what they do best, which is sell for their people. This is why so many sales managers are really player coaches who rely on the members of their teams to bird-dog opportunities, while the manager is directly, and in many cases, deeply involved in working the deals. To use a sports metaphor, in this case, the manager is actually running the plays. More advanced managers have their sellers actually handling the bulk of the customer engagement or “running the plays” while the manager is actively involved in developing the strategy or “calling the plays”. Better play calling can absolutely help improve performance, and our two earlier steps can promote tremendous improvements in this area.

However, really maximizing results requires we move even beyond “calling better plays” to “developing better players”. In order for this to happen, managers need to be held accountable for diagnosing the root cause of performance gaps and determining what corrective action or learning can be leveraged in order to shrink the gaps. The graphic below provides a visual representation of the building blocks for sales performance. Notice that sales results are the byproduct of selling behaviors. However, selling behaviors are enabled by the skill and knowledge the seller possesses.

Finally, the foundation for skill, knowledge, behavior, and results is the capacity and commitment of the individual. When manager-seller conversations are confined to the top or even top two levels of this pyramid, we aren’t really developing better players. Instead, we are sending the same people into the same environment but expecting a different result.

In an ideal world, the CRM will enable these coaching conversations by:

  • Making it easy and efficient for managers to identify potential performance gaps even before they affect sales results.
  • Providing the manager with questions to ask or steps to follow in order to properly diagnose the root cause of any performance gap.
  • Presenting the appropriate learning activities based on the identified root cause and allowing the manager to assign these directly from within the CRM.
  • Allowing sellers to complete developmental assignments directly from the CRM so that their “system of record” is also the system that triggers, delivers, and tracks their learning and the degree to which it is applied and is impacting their results.

When we settle on clearly defined information objectives that are integrated into the CRM in meaningful ways and used to coach and develop sellers, we can transform our sales conversations and dramatically improve sales results.

If you run a large sales team, use Salesforce.com, and want to learn more about how you can improve your sales results, reach out to us – we are here to serve you.

Make Salesforce.com Your Most Effective Sales Learning Resource

Much has been written in recent years about the fundamental shift in how people buy and the corresponding need to change the way in which sellers engage with these buyers. Today’s buyers are using the internet and social networks to research alternatives BEFORE engaging sellers, meaning the sales professional must shift from being the primary source of information about a solution to a collaborative partner or trusted advisor. In this role, the sales person must be capable of helping prospective buyers analyze their situation more thoroughly, develop clear differentiating criteria and ultimately make a more informed buying decision.

So how will sales operations and learning and development professionals actually affect this important change in selling behavior. Unfortunately, this is an area where methods have not kept pace with the changing environment or seller profile. Despite the advances in neurosciences and technology, and the increased number of millennials entering the sales profession, companies continue to rely predominantly on traditional instructor-led sales training events to improve selling behaviors. In this document we will briefly examine the fatal flaws of this approach and describe an alternative approach that has the potential to radically improve sales force development.

Traditional Sales Training Doesn’t Work

It may well be the worst kept secret in business – just search on the phrase “sales training doesn’t work” and you will see several thousand articles, many written by sales training companies, about the reasons so few people adopt new behaviors after attending training events. From the forgetting curve to the lack of effective reinforcement and coaching, nearly every organization that has invested in sales training has experienced the disappointment of positive class reviews that only result in 20% to 30% adoption of new skills and behaviors.

So why do companies continue to spend billions of dollars annually on sales training? Two key reasons. First, some impact is better than no impact at all. While it certainly isn’t ideal, elevating the skills of 20% of the sales people can improve the performance of these people and in many cases to a sufficient degree to justify the cost of the training. Second, the profession as a whole is generally led by people who HAVE applied skills they learned in traditional training events – either because they participated in training programs that lasted much longer (IBM and Xerox built word-class sales teams by enrolling new sales people in six to twelve-month training programs) or because they were among the relatively small percentage of people that could effectively manage their personal development AFTER the training event ended. Unfortunately, it is their personal experience and associated success that often keeps these sales leaders from fully appreciating the underlying reasons why most people won’t change as a result of a training event. Armed with a better understanding of the root cause, it is likely many of these same leaders would work to drive the conventional sales training providers to deliver more innovative solutions.

How Time and Budget Constraints Destroyed Training Effectiveness

As mentioned above, there was a point in time, and an approach to sales training that did produce dramatically better results. Back when organizations such as IBM, Xerox and AT&T decided to bring the sales effort in-house and invest in developing professional sales teams, training programs lasted months. During this extended period, participants in the program could acquire new skills and behaviors using the proven learning cycle of LEARN – PRACTICE – APPLY – EVALUATE (LPAE).

As each new skill or behavior was introduced, sellers would explore it intellectually, practice it in a controlled environment and then apply it in real-world selling situations. In addition, these same sellers were working with sales coaches who were skilled at evaluating their performance, identifying any gaps and providing the feedback and corrective action to shrink the gaps and further refine their execution.

More recently, neuroscience has helped further explain the underlying reasons why this approach is so effective, including the critical role sleep cycles play in learning and development. Which leads us directly to the business change that destroyed sales training effectiveness – budget constraints.

Through the past four decades, businesses have been forced to cut costs in an effort to compete and deliver the returns investors require. As a direct result of this pressure, sales training programs that once lasted months are now relegated to days. In fact, many training and development professionals are hamstrung by their internal customers who demand comprehensive sales training programs but will only commit to “pulling the team out of the field” for two to three days. In this amount of time, even an exceptional instructor delivering the best training program will likely only be able to lead students through the LPAE cycle once or twice. No wonder training is less effective now than it was in the past – we have gone from dozens of LPAE cycles and continuous improvement over six to twelve months, to a couple cycles over two days with little to no effective follow-up after training.

In other areas of the business such as manufacturing, when budget constraints forced companies to find ways to do more with less resource or in less time, technology adoption helped bridge the gap. However, this hasn’t yet taken hold in the area of sales force development. Not that there isn’t a sea of new selling technologies, many of which will in fact help increase the EFFICIENCY of sales people who use them. From CRM to CPQ to intelligent content delivery solutions, when used these technologies can help improve selling efficiency. What they do not do, is actually help improve the EFFECTIVENESS of the sales professional. There simply isn’t technology to help sales organizations embed the LPAE model into their normal operating cadence so that sales teams continually improve while they work. Instead, we continue to rely on outdated methods and settle for marginal improvements.

It’s time for business leaders, sales operations professionals and workforce development people to demand more.

Bringing a High-tech High-Touch Solution

The advent of the CRM as the “system of record” for sales organizations presents a tremendous opportunity to leverage technology to embed learning and development into the normal cadence of the sales organization. Further, the growth of Salesforce.com and their investment in a development platform for outside parties has provided an ecosystem to support new solutions to this decades-old problem. Thanks to Salesforce.com, it is now finally possible to embed the LPAE skill development model into the normal cadence of sales operations. To do this, companies will need an integrated solution that includes:

  • Comprehensive models or methodologies for coaching and selling that are customized to their unique selling environment. The selling model should help sellers to become their best selves by building collaborative relationships with prospects and customers while the coaching model should help managers to deliver true value to their sellers by helping them realize their full potential.
  • Micro-learning content based on these models and built based on a consumption paradigm so that each module is independent and delivers value to the learner in 20 minutes or less. This content should also support both concept introduction and mental practice.
  • Learning technology and applications for selling, coaching and account management that trigger the need for learning, deliver learning at the point of need and track learning and behavior.
  • A partnering model whereby the solution provider is invested in helping the sales team drive sustainable change that gains momentum over time. The engagement team should be evaluated based on the same objectives as the client sales team to ensure this alignment.

This high-tech, high-touch model is already allowing some of today’s leading sales organizations to make the transition from training events to continuous learning and improvement. The rewards for making this shift can be significant. One global technology company was able to improve revenue per rep by nearly 16% over a two-year period while simultaneously reducing the travel expense and ramp time for on-boarding new hires.

Let’s Wait Until Everyone is Using Salesforce.com

Perhaps the most significant barrier to this new approach is the status quo. While the number of companies implementing Salesforce.com grows daily, many continue to struggle with adoption of their new high-powered CRM solution. Contrary to common perception, integrating a continuous learning solution into Salesforce.com should not be sequenced AFTER adoption, this solution will actually DRIVE adoption. The same company referenced above implemented the solution in coordination with their initial Salesforce.com deployment.

By doing so they were able to dramatically reduce implementation expenses and enjoy exceptional adoption of their Salesforce.com solution.

Sales operations and learning and development professionals finally have an alternative to traditional training events. This radical new approach has the potential to transform the sales organization through continuous learning and improvement, engaging coaching, improved selling behaviors and even greater CRM adoption. To learn more about the potential impact this solution can have for your organization, contact us today.