Sales Reps Spill: 5 Results from the Latest Research Report

Content

It's no secret that sales reps don't always make their quotas. In fact, according to some research, almost half of reps don't meet them (CSO Insights, 2010). It may still be fashionable to blame a sluggish economy and other external factors, and while you can't improve these situations, you can still be successful. Instead of focusing on the external factors though (what you can't control), what if you focus on internal factors (what you can control) to improve sales effectiveness?

It's no secret that sales reps don't always make their quotas. In fact, according to some research, almost half of reps don't meet them (CSO Insights, 2010). It may still be fashionable to blame a sluggish economy and other external factors, and while you can't improve these situations, you can still be successful. Instead of focusing on the external factors though (what you can't control), what if you focus on internal factors (what you can control) to improve sales effectiveness?  

Content

In this post we'll focus on one of the primary issues - the serious disconnect between Sales and the Learning functions. Part of this stems from the fact that salespeople simply see themselves differently compared to the rest of the company. They see themselves as the face of the organization, and that they're the largest influencers on customer perception.

In this post we'll focus on one of the primary issues - the serious disconnect between Sales and the Learning functions. Part of this stems from the fact that salespeople simply see themselves differently compared to the rest of the company. They see themselves as the face of the organization, and that they're the largest influencers on customer perception.

Content

Usually, they also have different motivations compared to others in the organization. All of this means salespeople typically end up with different learning/development requirements that aren't always met. Thus, the relationship between sales and learning in companies can be described as "reluctant" at best, and "nonexistent" at worst. This leaves the average salesperson with the tools and methods to succeed, but none of the training options to learn how to use them.

Usually, they also have different motivations compared to others in the organization. All of this means salespeople typically end up with different learning/development requirements that aren't always met. Thus, the relationship between sales and learning in companies can be described as "reluctant" at best, and "nonexistent" at worst. This leaves the average salesperson with the tools and methods to succeed, but none of the training options to learn how to use them.

Content

Here are five results from ASTD's Accelerating Revenue Through Learning: Developing Sales Teams that Win report that reflects how sales reps feel caught in the middle.

Here are five results from ASTD's Accelerating Revenue Through Learning: Developing Sales Teams that Win report that reflects how sales reps feel caught in the middle.

• Content

  Many respondents\[1\] said they are uncomfortable with the role of the salesperson as defined by their company and their management. Why do you think that is, and could training fix this?

  Many respondents\[1\] said they are uncomfortable with the role of the salesperson as defined by their company and their management. Why do you think that is, and could training fix this?

• Content

  More than 60% surveyed said they needed frameworks, approaches, and methodologies that they can customize in order to effectively leverage the sales training they received. In other words: what they learn needs to be relevant and relatable to what they're doing. That's not a big surprise, is it?

  More than 60% surveyed said they needed frameworks, approaches, and methodologies that they can customize in order to effectively leverage the sales training they received. In other words: what they learn needs to be relevant and relatable to what they're doing. That's not a big surprise, is it?

• Content

  Nearly half of the respondents feel they get little or no support at being agile, creative, or flexible with their clients and prospects. Here, it seems that there's an issue between not only effective training, but effective coaching.

  Nearly half of the respondents feel they get little or no support at being agile, creative, or flexible with their clients and prospects. Here, it seems that there's an issue between not only effective training, but effective coaching.

• Content

  More than half of the respondents believe that better selling and influencing skills are very important to their development, and relationship building, problem-solving, and listening skill continue to be critical . Hard skills and soft skills still have their place in selling, but a lack of training may cause a sales rep to not know when to use which.

  More than half of the respondents believe that better selling and influencing skills are very important to their development, and relationship building, problem-solving, and listening skill continue to be critical. Hard skills and soft skills still have their place in selling, but a lack of training may cause a sales rep to not know when to use which.

• Content

  Forty-four percent of the respondents indicated they learn by listening to digital content. It's important to note how salespeople are utilizing technology, especially when previous research has shown that most sales teams don't use e-learning (ASTD, 2009). On the other hand, this could be the individual's solution to the issue of lack of formalized training.

  Forty-four percent of the respondents indicated they learn by listening to digital content. It's important to note how salespeople are utilizing technology, especially when previous research has shown that most sales teams don't use e-learning (ASTD, 2009). On the other hand, this could be the individual's solution to the issue of lack of formalized training.

Content

Bonus: only 44% of respondents said they attended any kind of formal sales education. In other words, this means that 56% received no formal sales training. If that's not showing a troubling deficiency in learning and sales success, I don't know what is.

Bonus: only 44% of respondents said they attended any kind of formal sales education. In other words, this means that 56% received no formal sales training. If that's not showing a troubling deficiency in learning and sales success, I don't know what is.

Content

Interested in learning more about ASTD's Accelerating Revenue Through learning: Developing Sales Teams that Win report? Check back here in the upcoming weeks to get insights from one of the authors, Dave Stein.

Interested in learning more about ASTD's Accelerating Revenue Through learning: Developing Sales Teams that Win report? Check back here in the upcoming weeks to get insights from one of the authors, Dave Stein.

Content

Notes

Notes

1. Content

   The target survey population of the ASTD/ES Research Accelerating Revenue Through Learning survey consisted of an email list of sales professional contacts from ASTD that consisted of senior executives with sales responsibilities, sales managers, and sales people. In total, 322 usable responses were collected from the survey.

   The target survey population of the ASTD/ES Research Accelerating Revenue Through Learning survey consisted of an email list of sales professional contacts from ASTD that consisted of senior executives with sales responsibilities, sales managers, and sales people. In total, 322 usable responses were collected from the survey.