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1、1WIN THE MOMENT WITH JUST-IN-TIME SITUATIONAL ENABLEMENTyour t ra ining ca lend a r ca n t save you nowwin t he mo ment w i thjust-in-timesi tuatio nal sales enablementfro m j u s t-in-c a s e t ojust-in-timeToo many organizations plan their training and enablement with a“just-in-case”mindset.They l
2、ean on competency maps and learning paths to plot out a semi-annual plan,only to scrap those initiatives and start from scratch when faced with unexpected events.You cant plan for competitive moves,market changes,or global economic crises,but they happen all the time.And when your revenue is on the
3、line,you wont be able to wait six months or more to train and enable your organization to respond.These urgent situations call for a faster,more flexible approach to training and enablementone that doesnt depend on a long-term,“just-in-case”plan.You need to rally your team with a winning message,ski
4、lls training,and enablement content to respond quickly and effectivelyjust in time.Thats the power of situational enablement.In this e-book,youll get an in-depth look at a new,flexible model for just-in-time training and enablement that will equip you to respond with speed and precision,no matter wh
5、at obstacles or opportunities come your way.What does just-in-time situational enablement look like?Imagine standing up any new initiative you need,at the exact moment you need it:Strategically aligned programs rolled out in days or weeks,instead of months or years Tailored,needs-based training base
6、d on KPIs,instead of one-size-fits-all events Contextual messaging for the moment,instead of generic value propositions Demonstrated,“fit for duty”skills proficiency,instead of spray-and-pray launchesTim RiestererChief Strategy Officer,Corporate Visions1Win the Moment with Just-in-Time Situational E
7、nablement3WIN THE MOMENT WITH JUST-IN-TIME SITUATIONAL ENABLEMENTHow do you respond to conditions you cant plan for?Market changes,competitive moves,and global events appear almost instantly and evolve quickly.And your response needs to be equally fast and flexible so you can adapt and stay ahead.Ev
8、en strategic opportunities like product launches and expansion initiatives need to be tackled immediately.You cant wait around while competitors catch upyou need to rally your team around the new initiative right now,in the moment,before you lose your edge.Your training calendar?Its not fast enough.
9、Responding to urgent threats and opportunities requires you to operate effectively in the moment.And that means completely rethinking how you train and enable your team.By following these steps,youll equip your organization to skillfully respond to even the toughest challenges and biggest opportunit
10、ies that arise.DITCH YOUR TRAINING CALENDARBUILD SITUATIONAL FLUENCYRESPOND IN THE MOMENT2Win the Moment with Just-in-Time Situational Enablementw in t h e m o m e n t w i t h j u s t-in-t im esituational sales enablement4WIN THE MOMENT WITH JUST-IN-TIME SITUATIONAL ENABLEMENTw in t h e m o m e n t
11、wi th j ust-in-tim e si tuatio nal enab lem entditch yo u r tra i n in g ca len d a rt h e t h re e wave s o ftraining and enablement In his book The Third Wave,futurist Alvin Toffler explores societys transition from the Industrial Age(Second Wave)to the Information Age(Third Wave).The First Wave,i
12、n Tofflers progression,was the transition from hunter-gatherer origins to the Agricultural Age.You can think of training and enablement programs as similar waves along a continuum.As you move from left to right across the X axis,your enablement programs become more flexible and more situational.As y
13、ou move up the Y axis,those programs gain more executive altitude,becoming more strategic and immediately impactful to your companys growth agenda.To move up and to the right in this model,your training and enablement organization must be faster,more flexible,and more responsive,equipping the field
14、to address more acute,must-win business challenges and market opportunities with speed.learning pathsterritory planssituational programsEXECUTIVE“ALTITUDE”JUST-IN TIME4Win the Moment with Just-in-Time Situational Enablementt h e f i r s t wave:learning pathsThe first wave of training and enablement
15、is represented by Learning Pathsthe archetype of development programs.Like societys big First Wave,the Agricultural Age,the concept of Learning Paths was once a breakthrough.Programs like onboarding,competency map-based training,role changes,and tenure-based options,as well as the occasional global
16、rollout of a new process or technology,could separate one organization from another.Such Learning Paths follow a planned,catalogued,and calendared process,teaching people what they will need to know at some point in their daily jobs and career.These could take months or even years to completely roll
17、 out across an organization.Still,companies that executed Learning Paths better than other companies differentiated themselves in terms of market performance and became magnets for top talent.Over time,Learning Paths have become the standard at most companies,diluting their power to differentiate or
18、ganizations that implemented them.Nevertheless,they remain foundational to any good learning and enablement program.But,like agricultural society gave way to industrial society,Learning Paths transitioned to Territory Plan-based learning and enablement.5Win the Moment with Just-in-Time Situational E
19、nablementlearning pathsterritory planssituational programsEXECUTIVE“ALTITUDE”JUST-IN TIME Global Rollouts Role&Tenure Competency Maps OnboardingThe second wave of training and enablement,moving up and to the right,is what we call the Territory Planning wave.Programs in this wave are based primarily
20、on sales managers decisions about what their teams and territories need in order to make quota.For example,one manager may look across their team and territory for the upcoming year and see that their revenue number depends almost solely on acquiring new customers.Another manager may see their terri
21、tory and quota as relying most heavily on expanding existing customers.Once you know what each manager needs for their territory and you identify the cohorts of sellers who are lagging in each of these areas,you can provide programs that are more closely aligned to your companys revenue and growth t
22、argets.Now that CRM data is more prevalent,these programs also incorporate key performance indicators for individual reps to determine training needs.t h e s e c o n d wave:territory plans6Win the Moment with Just-in-Time Situational Enablementlearning pathsterritory planssituational programsEXECUTI
23、VE“ALTITUDE”JUST-IN TIME Key Performance Indicators Market Assessments Skills Assessments Manager PreferencesKey performance indicators can tell you which reps are struggling in which critical areas:prospecting and pipeline creation Identify reps with“starving funnels”who must get better at convinci
24、ng prospects to change and choose you.proposal and deal closing Find the reps with“constipated pipelines”lots of proposals,but too many stalled,no-decision dealswho need support building better executive-level business cases.negotiations and discounting Review deal profitability metrics to surface t
25、he“unscrupulous discounters”who can close business but give too much away,and help them protect your pricing and margins.renewals and price increases Determine which big subscriptions or contracts are coming due and pinpoint the“business defenders”whose year depends on avoiding churn and retaining k
26、ey clients.upsells and cross-sells Analyze existing customer data to identify white space opportunities for upgrades and add-on sales,then identify the“land and expanders”you can help to penetrate existing accounts.Imagine executing a plan for the year that directly addresses the biggest needs of ea
27、ch manager and rep relative to hitting their quota.a manageable approach to bespoke trainingBefore you assume an approach like this isnt scalable,look again.Territory Plans essentially require you to have a training and enablement curriculum available for the five main KPIs mentioned here.Having mes
28、saging,content,skills,and coaching synced to each of those five areas gives you the flexibility to assess who needs what and put them in those respective programs.The other benefit is that each of these five areas is connected to something measurable where most companies have access to data.You can
29、use the data to pinpoint weak areas,and then monitor that same data to see if the programs moved the needle on the desired KPI for that specific territory and/or rep.In this way,you can tie your training and enablement programming more closely to outcomes and overall company performance.This is why
30、we refer to it as the Second Wave of training and enablement:You are moving up and to the right toward more situational relevance and higher executive altitude.Rob PerrilleonSVP Delivery Services,Corporate Visions7Win the Moment with Just-in-Time Situational EnablementThe Third Wave in society was t
31、he move from the incredible breakthroughs of the Industrial Age to the mind-blowing possibilities of the Information Age.Similarly,training and enablement are now poised to break through to a third wave:Situational Programs.Situational Programs are tied to the most urgent and strategic needs of the
32、companyhigh-stakes situations that show up within a quarter and must be addressed immediately.You cant wait multiple quarters to stand up and roll out a program.By then it will be too late.These events are furthest up and to the right on this chart because they happen fast and carry serious conseque
33、nces.Often,they come from the most senior executive levels of the company with all eyes on the response and the outcome.Training and enablement at this level means thinking beyond a training calendar.It requires you to align the entire organization around the right story with the right skills to tel
34、l that story in weeks,not months.And it demands flexible,responsive content,deployment options,and“fit for duty”demonstrations of proficiency.How do you enable this kind of situational fluency?Read on.t h e t h ird wave:situational programs8Win the Moment with Just-in-Time Situational Enablementlear
35、ning pathsterritory planssituational programsEXECUTIVE“ALTITUDE”JUST-IN TIME Competitive Moves Business Strategy Shifts Market Changes Product Launches Renewals&Price Increases10WIN THE MOMENT WITH JUST-IN-TIME SITUATIONAL ENABLEMENTw in t h e m o m e n t w i t h j ust-in-tim e si tuatio nal enab le
36、m entfluency build si tu a tio n a le n a b l i n g t h edeficit learner People learn best when theyre in a deficita moment of need.In urgent,back-against-the-wall moments,you have no option but to learn,adapt,and either get yourself out of a tight spot or maximize an emergent opportunity.Salespeopl
37、e face varying degrees of deficit every day.It could be a KPI that reveals a gap or defect somewhere in the sales process.It could be the company asking them to learn a new product.Or it could be a major market change like a pandemic that requires them to instantly pivot their customer conversations
38、.Each of the three training waves solves a degree of deficit,but the immediacy and urgency of the deficit increases with each wave.At the highest level of strategic,executive altitude,sellers face more urgent deficits,which means they need to learn and execute more quickly.In these moments,theyre mo
39、tivated to proactively seek out learning the information they need.The more acute and pressure-filled the deficit is,the more ready,willing,and able your reps are to invest energy into learning new skills.situational enablement for inside salesWhat if your Inside sales reps could access situational
40、micro-learning content directly in their CRM?As sellers move an opportunity through each stage of the sales cycle,imagine having access to short,interactive training videos and coaching reminders that match the buyers situation.Thats the kind of situational enablement weve started to see with some o
41、f our clients.But thats not all.The more advanced sales enablement organizations also serve up cadences and content suggestions to match their sellers needs in the moment.Based on the buyers needs and motivations,inside sellers can access situational sales cadences,complete with suggested content,th
42、ats based on a specific message framework,initiative,or theme.When sellers are in a deficit,they dont have to worry about remembering messages or skills they learned six months ago.Theyll have micro-learning modules and situational content at their fingertips,so they can consistently respond with th
43、e right message,just in time.10Win the Moment with Just-in-Time Situational Enablementt h e n e c e s s i ty o ffluency coachingHeres how Fluency Coaching works.Once salespeople complete a set of online modules to learn a new message,they are then asked to complete online“missions”to practice and de
44、monstrate their proficiency in delivering that message.They record themselves presenting the new message,and that recording is then graded by an expert coach,who provides tailored,1:1 feedback on how the sales rep can improve.The rep then incorporates the feedback,practices some more,and re-submits
45、their recording.Once they reach your desired level of proficiency,theyre deemed“fit for duty”and are certified on the new message.Plus,your reps will have access to“best-in-class”examples of what great delivery looks like.Meaning,they can see firsthand how their performance compares to their peers,a
46、nd how they can personally improve based on individualized coaching and feedback.This might seem like a radical shift away from the“gold standard”of instructor-led classroom training.But if you step back and consider how sales reps best learn and gain proficiency,youll see that live classroom traini
47、ng has some serious limitations that Fluency Coaching can fix.11Win the Moment with Just-in-Time Situational EnablementWhen you reach the third wave of situational training and enablement,you trigger the conditions for deficit learning.But to get there,you need to rethink what learning can and shoul
48、d look like online.Enter Fluency Coachinga completely reimagined way of training your reps that leads to real,lasting behavior change.t ra d i t i o n a l“s t a n d a n d d e l i ve r”constraints The typical experience with practice assignments in an instructor-led classroom training looks something
49、 like this:PARTIAL ASSIGNMENTS Youre put onto a team of three or four people(triads or quads),which means you only perform a quarter of the assignment,not the whole assignment.LIMITED ATTENDANCE It takes an awful lot of time to run workshops to train thousands of sellers across the globe,especially
50、when attendance is often limited to just 20 people at a time.Thats assuming their manager doesnt decide to pull them from the training and“keep them in the field”when the day actually arrives.UNTESTED PROFICIENCY Since most learning stops at the end of the day,theres really no way to demonstrate or
51、certify levels of desired proficiency.You might receive a certificate of completion just for showing up,but that doesnt mean youve truly mastered anything.FUZZY COACHING When groups come back to present,the facilitator has to try to give each person actionable feedback and coaching.But its sort of f
52、ast and fuzzy.Its not written down anywhere,so theres no avenue for follow-up.And the participants are just relieved its over.INSUFFICIENT PRACTICE You might get 30-45 minutes in a hallway to practice.With several people in a group and only a small window of time available,each participant doesnt ge
53、t much time to practice their portion of the assignment.12Win the Moment with Just-in-Time Situational Enablementt h e f l u e n c y c o a c h in gadvantage The typical experience with practice assignments in an instructor-led classroom training looks something like this:PARTIAL COMPLETE ASSIGNMENTS
54、 Every individual completes the training assignments on their own.So,youre responsible for the entire presentationnot just bits and pieces split across multiple people.LIMITED ATTENDANCE UNLIMITED SCALE Because its all individual and online,this approach can scale as fast and as far as you need it t
55、o.You dont have to wait to schedule a slow-moving roadshow or 20-person workshops around the world.You can ready your entire team with situation-critical messages and skills in a matter of weeks.UNTESTED DEMONSTRATED PROFICIENCY In the end,you know exactly how you did and how you scored.You might ev
56、en have to repeat the process if you didnt score well enough.Some companies apply pass/fail grades because they want to know their learners are“fit for duty”when it comes to key skills and important messages.FUZZY DOCUMENTED COACHING After you submit your assignment,you receive detailed,documented f
57、eedback and specific recommendations for follow-up.That review is time-stamped,memorialized,and available to you and your manager for review and coaching.INSUFFICIENT REPETITIVE PRACTICE You need to record a video challenge,so youre going practice a lot.Each salesperson is different,but the average
58、rep records their assignment more than six times before hitting the submit button.Thats a lot more practice than in the classroom.13Win the Moment with Just-in-Time Situational Enablementp rov in g t h e p o w e r o fsituational fluencyIn a controlled field test with a Fortune 250 software client,we
59、 compared the effectiveness of Inline training and Fluency Coaching versus live classroom training and“stand and deliver”practice.We call it“Inline”training because its an on-demand training model that works in line with your sales teams day-to-day workflow.The field test used comparable sales teams
60、,in the same market segment,over the same period of time,and exposed them to the exact same training concepts.The only difference was whether the training was delivered live or using our Inline training and Fluency Coaching model.PIPELINE CREATION$in-person trained sales reps23%increase45%increaseno
61、n-trained sales repsInline trained sales repsANNUAL CONTRACT VALUE$in-person trained sales reps85%increasenon-trained sales repsInline trained sales repsacceptable rangeCONFIDENCE INCREASEin-person training2x higherInline trainingSales teams who received Inline training and Fluency Coaching had grea
62、ter pipeline increases,similar annual contract value,and twice the boost in confidence levels when engaging executive decision makers,compared with those who attended live classroom training.14Win the Moment with Just-in-Time Situational EnablementAnother client surveyed their sales training partici
63、pants and discovered that they preferred the Inline approach over classroom training nearly four-to-one for being more effective and providing more personalized coaching.deliberate practice,better coaching,greater proficiencyOnline training with Fluency Coaching is statistically more effective than
64、the live classroom and participants prefer the experience 4:1.So,whats the secret?In a classroom environment,sales reps dont get the personalized 1:1 coaching they need to master their new skills.A few participants get the opportunity to present in front of the room.But due to time constraints,no on
65、e receives the kind of detailed feedback they need to practice,improve,or become fluent in their delivery.Fluency Coaching ensures your reps submit practice assignments that are reviewed and graded by an expert using a rubric.Every participant receives tailored feedback on their practice recordings,
66、so they know exactly how they can individually improve.And when reps know theyre about to be judged on their delivery,theyre more motivated to get it right.In fact,the average learner completes about six practice runs before hitting the submit button.All of this is reinforced by top-tier examples of
67、 great delivery from their peers,so they know exactly what good looks like,and what qualities make those performances stand out.Classroom workshopsInline trainingdo you prefer?010%20%30%40%50%60%70%80%90%100%do you feel is most effective?provides you the most personalized coachingWHAT FORM OF TRAINI
68、NG15Win the Moment with Just-in-Time Situational EnablementDoug HuttonSVP Products,Corporate Visions17WIN THE MOMENT WITH JUST-IN-TIME SITUATIONAL ENABLEMENTw in t h e m o m e n t w i t h just-in-tim e si tuatio nal enab lem entrespondin th e mo men ts i t u a t i o n a l e n a b le m e n tin action
69、Urgent situations demand an urgent response.You cant wait for next months training class or next quarters marketing campaign to combat an emerging threat or pounce on a new opportunity.You must act immediately.And while that all sounds good in theory,you may be wondering if and how this works in pra
70、ctice.How do you assemble the right messages,content assets,and relevant skills training to empower your organization to respond in weeks(not months)and win the moment?preparing 6,000 sellers to properly communicate a price increase Four weeks from concept to rollout.launching a product within a ver
71、y tight windowSix weeks from concept to rolloutfending off a sudden competitive threatTwo weeks from concept to rolloutOn the following pages,youll see three distinct examples of Situational Enablement in action:16Win the Moment with Just-in-Time Situational Enablementcompetitive moveweek 1week 2THE
72、 SOLUTIONmessage:The company designed an executive-level,retention-focused message to protect and grow the business with senior decision makers at key customers.They based this message on Corporate Visions exclusive,research-backed framework for elevating the conversation to the C-suite.content:The
73、company provided the essential talk tracks,including example messages to gain access,presentation and conversational content,as well as objection handling responses in a detailed“Defend and Expand”messaging document.training:Micro-training videos focused on key executive conversation techniques were
74、 embedded into the document to provide both the story and skills training.The company also conducted and recorded a virtual training session,including role-play rehearsal,to prep the sales team for making the executive calls.SITUATIONOne company discovered that top executives from their biggest comp
75、etitor were aggressively targeting their best accounts by hosting executive-level meetings to actively derail the incumbent relationship.The company needed to immediately respond and ward off this urgent competitive threat.17Win the Moment with Just-in-Time Situational EnablementDelivery Timeline:Tw
76、o weeks from concept to rollout.At the beginning of the year,another company decided to increase service pricesan initiative that would account for seven percent of their growth for the year.To make it happen,they needed to train about 6,000 sellers to deliver that price increase message to their cu
77、stomers.week 1week 2week 3week 4THE SOLUTIONmessage:The company developed a message that was specifically designed to persuade customers to pay more without disrupting the relationship so much that they would start to shop around.They based this message on Corporate Visions exclusive,research-backed
78、 framework for communicating price increases.content:The company created a“Why Pay More”call guide to provide structure for the conversation.The call guide included sample email and voicemail messaging content,along with potential questions,objections,and responses.training:Micro-training videos wer
79、e embedded in the call guide to reinforce key concepts from the companys popular negotiation skills training.These one-minute knowledge refreshers linked to the moments that they specifically supported in the messaging.price increaseSITUATION18Win the Moment with Just-in-Time Situational EnablementD
80、elivery Timeline:Four weeks from concept to rollout.A company was poised to release a highly innovative product to the market.Typically,such a unique rollout would take a year or more to reach all 10,000 sellers.But they identified a small,90-day window before the competition would be able to replic
81、ate the same service,so it was imperative to launch as quickly as possible.THE SOLUTIONmessage:The company developed a disruptive and differentiated product launch story to grab prospects attention,convince them to change to the new service,and create clear contrast from the competing alternative.Th
82、ey based this message on Corporate Visions exclusive,science-backed Why Change framework.content:The company created a teaser video,sales presentation deck,and a call guide to help generate demand for a meeting and enable the first call and follow-up.training:The company deployed training for the pr
83、oduct launch story through an online experience that focused on skills for disruption and differentiation.They also incorporated Fluency Coaching that required salespeople to demonstrate proficiency in the skills and the new product message.week 1week 2week 3week 4week 5week 6product launch SITUATIO
84、N19Win the Moment with Just-in-Time Situational EnablementDelivery Timeline:Six weeks from concept to rollout.22WIN THE MOMENT WITH JUST-IN-TIME SITUATIONAL ENABLEMENTw in t h e m o m e n t w i t h j u s t-in-t im esituational sales enablementOnce a revelation for Sales Enablement,Learning Paths are
85、 now table stakes.And,while many organizations have become more strategic and flexible with Territory Planning,few have transcended beyond that second wave to achieve an entirely situational model of training and enablement.Like Alvin Tofflers Third Wave of societys transformation to the Information
86、 Age,your organization can reach that transformative third wave of Situational Programs.Doing so will enable your entire company to rally and respond to the most urgent obstacles and opportunities,at the highest strategic levels of the organization.When these pivotal situations arise,your organizati
87、on wont be hobbled by a calendar of planned activities.When you need to muster your reps to adapt and deliver,theyll be“fit for duty.”And youll be able to deploy the right messages,training,and content,at scale,with precision and speed.20Win the Moment with Just-in-Time Situational EnablementDITCH Y
88、OUR TRAINING CALENDARBUILD SITUATIONAL FLUENCYRESPOND IN THE MOMENT23WIN THE MOMENT WITH JUST-IN-TIME SITUATIONAL ENABLEMENTa uthorTim RiestererChief Strategy Officer,Corporate VisionsCorporate Visions,Inc.is the leading provider of science-backed sales and marketing training and consulting services
89、.Global B2B companies work with Corporate Visions to articulate value in their customer conversations in three ways:Make Value Situational by distinguishing between customer acquisition and customer expansion Make Value Specific by aligning conversations with the Customer Deciding Journey Make Value
90、 Systematic by unifying Marketing,Sales,and Customer Success to speak in one voiceTim Riesterer,Chief Strategy Officer at Corporate Visions,is dedicated to helping companies improve their conversations with prospects and customers to win more business.A visionary researcher,thought leader,keynote sp
91、eaker,and practitioner with more than 20 years of experience in marketing and sales management,Riesterer is co-author of four books,including Customer Message Management,Conversations that Win the Complex Sale,The Three Value Conversations,and The Expansion Sale.a bo ut C or por a te V i s i o n sCONTACT US TO LEARN MORE c o n tri b u t o rsRob PerrilleonSVP Delivery Services,Corporate VisionsDoug HuttonSenior Vice President,ProductsCorporate Visions Corporate Visions,Inc.|1.800.360.SELL|