This tool can help increase the return-on-investment of most sales training initiatives. STRATEGIC ALIGNMENT MODEL Helps Determine Sales Training Investments By martyn Lewis Billions of dollars are invested into sales training every year. With more informed customers, fiercer competition, and the rate of new products introduced to the marketplace higher than ever, the need for effective sales training never has been more important. Yet we continue to see a desire to cut training expenses and the cry to reduce the time that salespeople are out in the field. ListeN to this Feature at www.astd.org/tdpodcasts 52 T+D DECEMBER 2012 Photo by Thinkstock
There is a continual need to defend sales training investments since the return from such investments is frequently hard to quantify and often disappointing. With this as the backdrop, the advisory committee to ASTD s Sales Enablement Community of Practice embarked on a research study about how sales training can better provide the expected business result. Developing the model After studying more than 100 sales training investments and having discussions with providers, developers, facilitators, and frontline salespeople, three themes emerged: Key to any successful outcome is active engagement by sales management. Sales training is successful when it is viewed by salespeople as both relevant to their immediate success and can be immediately applied. There is no single recipe to guarantee success. We saw how some small and tactical investments led to business returns that were many times the size of the investment. We also saw projects for which significant amounts of money were invested but led to little result. At this stage, we realized we needed a classification system for the different types of sales training investments so that we could determine what style of training investment best meets each situation. For each of the five categories we identified, we determined the critical success factors that will make the difference between gaining a clear business return versus a lackluster result. This led to the development of the Strategic Alignment Model for Sales Training Investments. It should be stressed that there is no intention to assert that one category is superior to another. It is, however, vitally important to align the type of investment to the business need. Level I (ad-hoc) The first level of the Strategic Alignment Model represents one-off types of sales training. Typically these are isolated activities that someone has undertaken in response to an apparent sales training requirement. It may be a sales manager dedicating time to role plays in a monthly meeting or a marketing manager training salespeople on a new product. By definition, they are not part of a larger sales training initiative. They rarely need funding but if they do require investment, it is both a small amount and approved locally. The initiatives in this category are those that have the highest payback in terms of business results. This is not simply due to the low level of investment usually associated with these programs but more due to the closeness of the sponsor of the program. The individuals who determine the need often are those who develop and deliver the training, and are usually right about what is required. Many of the investments at this level are highly responsive and meet particular training requirements in a highly specific, and often effective, way. This often means redundancy and wasted effort across an organization because more than one person is trying to address the same problem. It is usually difficult to capture and share best practices as a result of these ad-hoc sales training activities. DECEMBER 2012 T+D 53
Sales Competencies Sales competencies the critical skills and behaviors of sales professionals are a vital part of any attempt to align the sales training strategy. Without a consistent definition of what people must know and do, attempts to improve sales processes (such as opportunity management or sales coaching) or activate new initiatives (such as product launches and reorganizations) are left to rest on top of what is at best assumed to exist. ASTD does not recommend that approach, which is why it developed the Sales Competency Model as a benchmark that organizations can use to ensure that the foundation of professional selling is strong enough to support the greater business. To learn more about the Sales Competency Model, visit www.astd.org/salescompmodel. Level II (local) The second level defines sales training that is conceived, funded, and implemented at a local level. Such initiatives typically are a geographic or small component of the larger organization. They are not funded or sponsored at an organizational level, but rather conceived, funded, and implemented across a smaller team. This type of investment in sales training may be over time, typically contained within a matter of months. We saw relatively high levels of return on these investments, primarily as a result of the local ownership by the sponsoring, and often funding, management. As with the Level I programs, there is little way to capture best practices, and these sales training investments often can dilute overall organizational investments and, at times, even offer competing sales approaches to those that have been adopted more universally. These types of initiatives often are the skunk works that then grow into overall organizational programs. 54 T+D DECEMBER 2012 Level III (tactical) Level III represents the lowest level of maturity for an organization-wide initiative. Such an investment in sales training is across an organization (either the corporation or a division of a company), but is discrete in nature. It is not a component of a wider initiative and essentially is conducted in isolation of other factors. This type of investment typically is in response to a perceived need. For example, to address competency gaps such as negotiation skills, to provide information such as a new product launch, or to introduce or reinforce a selling methodology such as account planning. A Level II and a Level III initiative may be similar; however, the Level II program is sponsored by and completely implemented across one segment of the overall organization, whereas a Level III program is across the entire organization. At this level we noticed the most disappointing results, and yet also saw that a majority of the organizational sales training investments would be put into this category. These poor results are due to several factors. First, they are, in part, a result of a lack of local ownership. Another factor is that these sales training initiatives usually are implemented in isolation. Without an overall sales competency model adopted by the organization in which the specific skills and competencies are defined, and the gaps between existing and optimal known, the effectiveness of any sales training investment is going to be compromised. Third, the training is directed at a perceived need, and we often found that the real need is quite different. In most of these cases the training addresses a symptom and not a root cause. Negotiation training is a great example of this. Just because the salesforce is providing large discounts to customers does not automatically imply that negotiation skills are inadequate. Instead, there could be pricing pressures from new competitors, or more than likely the salesforce is entering the buying process too late and does not have the opportunity to build any value differentiation. A final reason that also led to poor results is that these training investments often fail to address factors upon which the successful adoption of new practices and skills was founded. Maybe the salesforce requires different technology or tools to successfully implement the new approaches that they were to be trained on, or possibly their compensation needs to be changed, or how they are managed. There were many instances of training that was sound within itself, but likely would never yield the expected results due to such dependencies. It is perhaps worthy to note that our research found that the greatest opportunity to increase the return on sales training investments is to carefully look at all sales training initiatives that would fall into this category. It may be best to push the initiatives down a level, where they can be owned by local managers, or move them up a level, so they are included in what we have termed an integrated program. Level IV (integrated) The fourth level describes a sales training initiative that is integrated with other factors in the organization. Such an initiative usually is in response to more rigorously defined need than a Level III initiative, and identifies other factors that will affect the business outcomes. A sales training initiative at this level has numerous different components such as a formal management coaching program to reinforce the training, tools, and technologies that support the new skills or application of new knowledge, or a change in the roles of the sales and sales support team. When designing a sales training initiative at this level, a more holistic approach should be taken to define the need and understand critical success factors. Change management factors also should be considered as part of a sales training initiative and, at a minimum, should isolate and address the elements that could inhibit or motivate the required change.
Successful sales training investments at this level always are built on a specific competency model that reflects the foundational competencies, areas of expertise, and roles of the organization. Such programs are developed after conducting thorough assessments of existing competencies and approaches, and when there is a clear understanding of the real issues that should be addressed to reach the expected business outcomes. Level V (strategic) Level V is the highest level for a sales training investment. Such a program always is based on a vision that defines the future selling model and a robust competency model that provides a way in which to define existing and requisite sales competencies. All sales training initiatives at this level are a component of an overall change model that defines both the current and optimal future state. There should be clear linkages between the sales training, the sales process, and sales enablers such as tools and technologies. Such sales training programs are considered as one component of an overall change management program. Investments being made at this level rely on the sponsorship and active engagement of the executive of the company and are viewed as transformational initiatives. This level of sales training investment in not cheap, it is not quick, and it rarely would be considered easy. Yet we saw this was the only way to achieve transformational change within a salesforce. When done correctly, the return-on-investment can be significant. Especially when companies are under new or changing market pressures, this level of sales training investment may be the only way to succeed. Sales training investments Our research revealed that not all sales training initiatives are, or should be, equal. Great results can be gained from a small and local program, but those results just will be local. However, if the organization needs sales transformation, this must be achieved through a Level V investment. By understanding the need, the appropriate level of sales training investment can be determined. And by adopting this level, an organization can focus on the critical factors (see sidebar on page 56) that will ensure success. Sales Training Investments Categories Level Name Characteristics Organizational 5 Strategic 4 Integrated 3 Tactical Training investment aligned to support a vision of the future state for the sales organization, including competencies and processes Considers systemic changes required to reach future state Training developed on an adopted competency model Linkages and dependencies to attain required outcomes addressed Discrete sales training program across an organization Implemented to meet a specific need Team 2 Local Local initiative Training to meet a perceived need Individual 1 Ad-hoc Individualistic Spontaneous and reactive DECEMBER 2012 T+D 55
Critical Success Factors Level V Strategic Create an agreed upon vision of the future state of the sales organization. Adopt a sales competency model that maps the future competencies, expertise, and roles of the sales organization. Create specific developmental plans of existing and optimal sales competencies. Develop a clear understanding of all dependencies and linkages to reach the desired future state. Address or mitigate the dependencies and linkages that are required to meet the business outcomes. Consider the sales training investment as a component of an overall change management plan. Communicate success stories. Support processes and organizational structures. Involve the executive sponsors. Level IV Integrated Identify and then address, or mitigate, the factors outside of the sales training upon which the success of the adoption of that training is dependent. Adopt a sales competency model. Identify and share best practices. Involve senior management. Maintain ongoing and active support, reinforcement, and coaching. Communicate the benefits of the sales training to the salesforce. Level III Tactical The training solves the right problem. Sales management provides coaching to reinforce the training. There is immediate application of the training by the salesforce. The salesforce easily sees the value and relevancy of the training. The salesforce quickly sees and gains results from the training. Local management is involved. LEVEL II LOCAL Identify links to existing organizational training. Determine if training already exists anywhere else in the organization. Identify and leverage existing best practices. Determine how to leverage the investment and capture best practices for other areas. Level I Ad-Hoc Create expertise and time to develop and deliver the training. Ensure the core problem is being addressed. Determine if there is another way to address the problem that is less ad-hoc. Identify if others in the organization have the same needs. We saw how some small and tactical investments led to business returns that were many times the size of the investment. We also saw projects for which significant amounts of money were invested but led to little result. What becomes clear is that there is a significant opportunity to increase the return-on-investment of most sales training investments. The Strategic Alignment Model should allow an organization to categorize any sales training investment to understand the factors that will affect its success set realistic expectations across the organization for what it will take for a sales training program to be successful, and the results that can be expected examine critically any proposed investment in sales training to question if it is appropriately aligned to deliver the expected business results understand the most critical success factors for maximizing return-oninvestment dependent on the nature of the sales training program determine the most appropriate type of investment to meet a specific training need. For the vast majority of organizations, there is a significant opportunity to directly increase business results through an investment in sales training. That sales training does, however, need to be aligned to the requirement, organizational constraints, and the expected business results. Martyn Lewis is chairman of the advisory committee to ASTD s Sales Enablement Community of Practice, for which he led the work that culminated in the Strategic Alignment Model for Sales Training. He has a 35-year career in sales and marketing, including founding Market- Partners, a sales consulting company; and 3g Selling, a company focused on the delivery of highly effective live virtual sales training; mlewis@market-partners.com. INTERESTED IN ORDERING E-PRINTS? Would a digital version of this article be a great fit for your next course, presentation, or event? Are you interested in e-prints of several T+D articles on a specific topic? Visit www.astd.org/td, and click on About T+D, for more information. 56 T+D DECEMBER 2012 Photo by Thinkstock
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