Sales Methodology Implementation

By Thomas Fee

One of the most often questions asked of a consultant is, "How will you measure the results of the Client's investment?" Many consultants offer success stories, however, anecdotal evidence does not prove that a methodology has been successful and seldom is it relevant to a particular client's situation. Edsel had success stories, but overall the model was not a success.

As long as companies have been using sales programs, they've had questions about their effectiveness. It's an age-old dilemma. In fact, there are many problems associated with developing clear results. Most revolve around the lack of systemic thinking in organizations. Organizations looking to measure results are either too focused on the programs or are trying to justify their investment regardless of the actual outcome.

First, one must answer the most basic question. Can the impact of sales training or the implementation of a sales methodology be measured? The answer is yes, but the organization wanting to do so must be willing to commit the necessary resources to insure accurate measurement. It is only through an adequate level of commitment that implementation can provide the tools for evaluating and improving individual and overall sales performance.

So, how should the implementation and success of a sales training program or sales methodology be measured? And can these measurements be made relevant to a specific situation and organization? The good news is, there are ways for organizations to obtain the kind of measurements that they should expect from programs in which they are investing their hard-earned dollars.

Scope

The first issue to be considered is scope, including, the size and diversity of the organization. The number of participants, time out of the field for training and program locations must be identified to determine the most cost effective logistics.

Organizations should be customer oriented, looking at participants as they would their own customers. Program services should be delivered at the least cost in dollars and conveniently at a location closest to the greatest number of users.

Next is the issue of focus. Setting proper expectations and devoting appropriate time to fulfilling them is essential. A carefully selected sponsoring executive should make a formal announcement. The announcement should include information only about the program. The value of the program to the organization will be implied in the way it is introduced relative to other announcements.

An executive overview should be delivered prior to the announcement. Executives at the corporate and field level should be briefed on why the program was selected, expectations of them and their constituency, anticipated results and how those results are to be measured. They should also know what exactly, will be expected of them, in relation to the implementation of the program.

Management Support

Management involvement is essential to the success of sales process implementation. Field sales managers are the key element in implementation because this is the best place in the chain of command to insure and witness the benefits of good sales process. This represents a special feedback loop as well in determining successful use of the process. This is the appropriate channel for anecdotal evidence in the form of success stories from the field.

Special training for sales managers is necessary so they are able to manage the application and interpret the results of using the process. Part of their performance appraisal must include their competence in doing this. Special tools need to be designed which aid the sales managers in supervising implementation of the process. Consultants should be made available who are experts in the process to work with managers to help them become proficient.

Managers must be completely convinced that use of the process increases the chances of success, reduces the chance of failure and can be held as a standard by which they may help sales reps improve their personal productivity. 

Roll Out

The initial roll out of any program is further demonstrative of the organization's commitment to it. Piggybacking superfluous agenda items during the time allotted for program delivery should not dilute the training step. This not only de-values the program, but also often causes burnout before or during this crucial time.

The training event should be preceded by adequate preparation. Expectations of the participants during the program should be defined in advance. This is best enforced by example. Managers must attend and therefore establish that participation and attendance are mandatory. Furthermore, managers should be given a special role to differentiate them from their employees. This role should demonstrate their knowledge of and commitment to the program and establish them in the role of facilitator.

Management support is enhanced by commitment and enforcement through line authority. The manager's role only begins during the training step. Once back in the field they become the process keepers. The front line managers must speak the common language of the methodology, use the prescribed tools and practice the common approach. This is the critical point in the chain of command where implementation will ultimately fail or succeed.

It is important to position the introductory program as only a first step in an ongoing process. Equally important is the communication to participants of the type of behavior that will be expected of them following the initial training event and exactly how it will be monitored. If, for instance, participants are expected to use certain forms or provide information in a certain way prescribed by the methodology, this must be enforced in the field. To say that users are merely "thinking through" the process and not actually using the tools provided, will dilute implementation over time and ultimately cause its use to cease.

Tailoring

Understanding the client organization's sales cycle is the key to providing value in a sales process. A consensus of management, sales, training, and outside consultants is required to keep a balanced perspective.

Some of the worst programs ever invented were done so in the narrow view held to by some of the most successful organizations. Tunnel vision is a common learning disability of organizations that are too inwardly focused and out of step with the real world. Too often, insider intuition and assumptions lead to inappropriate conclusions and a poor methodology.

Re-writing proven material is a common mistake. If a program is purchased from outside the organization, use the material, don't attempt to re-invent or customize it to your own view of the world. 

At the same time, tailoring is essential. The objective of tailoring should focus on equipping the purveyor with organizational and industry knowledge. Examples and case studies that are relevant to the client's business should be substituted for generic examples but don't alter basic content. If a program was selected for its quality, it should possess the necessary foundation upon which to build. Furthermore, trust the participants to make the necessary connections to their business environment.

Measurement

Implementation requires practical tools. In order for a process to be emulated, it must posses the ability to monitor its use and make improvements. Tools should be practical so that the users will realize benefits from their use. Such tools should include a common methodology, common terminology and a common approach to the sales campaign. They should be automated, since this further enhances the reinforcement of implementation and enhances the ability to create data from which results can be determined.

Tracking should effectively enforce the information needs required by the process. The use of such tools should be fully covered in the training step. The better the tools, the easier the process is to use and the greater the tendency to use it.

An automated system that collects and processes data should be in place to maximize benefits of both the use and measurement of a sales process. The organization should use a system that can analyze the results of using the process. This requires an understanding of what information the organization wants to get out of the process. This is where you can design in the measurement of whether the program is accomplishing what it is supposed to do. System design is simply the vehicle to produce it.

Many sales automation systems offer the ability to either interface with existing information systems or have the built-in capability to summarize results. Either method is usable, but the selection of an automation system to facilitate this process cannot be made in a vacuum. The impact of the interaction between the methodology and systems support must be considered. The most important factor is that

users in both management and sales must know what they want to get out of the system and how it will be used.

The system should use measurements that are accurate, understandable and statistically valid. The organization also needs to know how the information obtained from the system will be used. Among the items measured may be; account profile data, sales campaign status, individual performance and sales analysis. This information must tie back to whether a change (if any) in performance is related to use of the methodology.

This, in turn, must be measured against a benchmark, starting point, industry standard or prior productivity level and verified through the correct statistical test. Proper statistical methodology is essential to accurate measurements. Design must include definitions of what is to be measured and how. The focus of measurement should be on whether and how the methodology affects productivity.

Frequent and regular reviews should be formally conducted and the information distributed to those individuals involved in the implementation process along with the standards for its use and application. Overall results of the process of implementation and results should be communicated directly to upper management along with recommendations for improvements as a result of feedback. When results are not consistent, it is a sign that corrective measures should be taken to improve the methodology or its implementation. It is not necessarily an indication that the methodology is flawed.

Methods

In the United States, education has held strongly to the model of secondary schools. This model places the teacher in the role of expert. The student's role is to listen, be quiet and learn. These practices are further reinforced by institutions of higher learning and unfortunately, are all too commonly used in training.

Adult learning principles are not built on this model and are much more effective in higher education and training. Key principles that should be practiced are; pre-course preparation and study, interactive workshops, breakout sessions and letting participants share their ideas with others in the group. The key to adult learning is having the learner participate in the process. It takes an extremely skilled individual to properly facilitate adult learning.

Case studies should be used to emphasize key principles but working with live accounts is the most effective way to involve the participants in using a sales methodology. What better way to involve the sales reps in using the process that having them work on a real situation where their own success is at stake.

Furthermore, there must be accountability tied directly to the account level. This means that an account review process should be put into place that forces the sales rep to actively defend their use of resources in any sales campaign. This reinforces their use of the process through interaction with management and should be a key element of implementation in the field.

Training's Role

Once selected, sales methodology training should be delivered by only qualified and certified instructors from either inside or outside the organization. Facilitators should deliver the program often enough to be expert in their delivery. They should be credible and have a sufficient amount of

field experience so that they can develop good rapport with participants. Sales people have little respect for instructors who do not have successful sales track records of their own.

Beyond selection, development, delivery and implementation, the training staff should, as a part of the implementation team, be responsible for measurement, quality assurance and the reporting of results. Furthermore, training should take an active role in coaching and evaluating managers. This requires a high level of credibility in the organization. If an organization does not have training resource available that meets the requirements for this level of participation, they should hire qualified consultants to act in that role.

A serious threat to implementation arises when it is delegated to someone, within the organization, on a part time basis. Proper implementation requires the attention of someone with the commitment and experience necessary to see implementation through to its conclusion. However, many organizations delegate the job of implementation to individuals with other, more pressing responsibilities. Being a good manager is a full time job. Implementation is the responsibility of training or the consultant.

Conclusion

The ability to understand the impact of implementing a sales methodology requires a great deal of expertise. It is a job for experts with experience in sales, management, training, re-engineering and the ability to identify and correct an organization's business problems with regard to sales process.

Success with the implementation of a sales methodology is largely a function of the extent to which an organization is able to understand their own processes and how they may be improved. It usually takes outside help to do this without bias. Furthermore the scope, delivery plan, tailoring, tools, methods, internal support and roles of those involved in such an endeavor are systematically intertwined.

There are viable methodologies available to improve sales productivity. The best way to insure their success is through assuring their impact on the organization through proper implementation. The process of implementation can prove to be a great opportunity to apply quality practices to sales process. But this is best accomplished under the leadership of experts and with the full support of management.

About the Author:

Thomas Fee is the founder of Performance Management Consultants™. Performance Management Consultants™ is dedicated to providing the next generation of professional development enhanced by technology and coaching to enable users to change their behavior resulting in improved performance.

They have developed numerous programs and processes to enhance the skills, behaviors and activities of managers, sales, client service and pre-sales (SE) professionals. Performance Management Consultant’s™ programs address the specific challenges faced by those working in the areas of business practice known as Customer Relationship Management and Complex Sales.

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