Onboarding New Sales Resources Doesn't Need to be So Difficult
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Onboarding New Sales Resources Doesn't Need to be So Difficult
13 de Aug de 2015•0 gostou•1,004 visualizações
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Getting new inside sales resources ramped up and performing can be challenging. Not only is it tough because inside sales and phone prospecting can be a tough gig. But it is also difficult because you have so much information that you need to cram into the new rep’s head. How you execute in this area will have a huge impact on the level of success that the rep has and how long they stay with the organization. This will all factor into the organization’s sales results and turnover rates. But believe it or not, it does not have to be so hard. Join us for our webinar on August 5th where we will show you how to improve the onboarding of new inside sales resources Go to www.salesscripter.com for more info
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Onboarding New Sales Resources Doesn't Need to be So Difficult
- Onboarding New Sales Resources Doesn’t Need to Be so Difficult Michael Halper Founder and CEO SalesScripter
- Impact of Not Onboarding Properly • Long ramp up time • Learning through trial and error • Sales staff turnover • Opportunity cost Impact of Not Onboarding Properly Long ramp up time Learning through trial and error Sales staff turnover Opportunity cost
- Recruiting Recruiting Look for key attributes • Ability to learn new information • Able to work in and adopt processes • Drive, desire, ambition, need • History of job stability Develop interview questions that probe for presence of attributes
- Core Concepts Water on a Sponge Spoon-feed Continuous Improvement Mechanics vs. Results Immediate Goals vs. Ultimate Goals The Mental Landscape Repeatable Processes Automate
- Core Concepts Spoon-feed as Much as Possible “I am not sure if we are a good fit for you.” “I am not sure if you all need what we provide.” “I am not sure you are the right person to speak with.” • Decreases guardedness and builds rapport and curiosity Core Concepts Water on a Sponge Spoon-feed Continuous Improvement Mechanics vs. Results Immediate Goals vs. Ultimate Goals The Mental Landscape Repeatable Processes Automate
- Core Concepts Water on a Sponge Spoon-feed Continuous Improvement Mechanics vs. Results Immediate Goals vs. Ultimate Goals The Mental Landscape Repeatable Processes Automate
- Core Concepts Focus on the Right Goal • Goal is not to sell the product • Goal is to establish or schedule a first conversation Initial Contact (First time to speak) Cold Call Inbound Call Email Event 2 to 5 minutes 80% on prospect 20% on you First Conversation (Appointment/Meeting) Phone Call Face-to-Face Discovery 20 to 30 minutes 50% on prospect 50% on you First Meeting (Presentation) Discovery Presentation Demonstration 1 to 2 hours 20% on prospect 80% on you Core Concepts Water on a Sponge Spoon-feed Continuous Improvement Mechanics vs. Results Immediate Goals vs. Ultimate Goals The Mental Landscape Repeatable Processes Automate
- Initial Contact (First time to speak) Cold Call Inbound Call Email Event 2 to 5 minutes 80% on prospect 20% on you First Conversation (Appointment/Meeting) Phone Call Face-to-Face Discovery 20 to 30 minutes 50% on prospect 50% on you First Meeting (Presentation) Discovery Presentation Demonstration 1 to 2 hours 20% on prospect 80% on you Core Concepts Water on a Sponge Spoon-feed Continuous Improvement Mechanics vs. Results Immediate Goals vs. Ultimate Goals The Mental Landscape Repeatable Processes Automate
- Core Concepts Prepare for Objections • A good script will include objection responses • There are only 10 objections that you will consistently face • Create an objections map that lists anticipated objections with responses Core Concepts Water on a Sponge Spoon-feed Continuous Improvement Mechanics vs. Results Immediate Goals vs. Ultimate Goals The Mental Landscape Repeatable Processes Automate
- Traditional Call Scripts • Long list of paragraphs, statements, and questions • Hard to digest and use • Intimidating • Makes you sound scripted • Not flexible • Positions you to do most of the talking Core Concepts Water on a Sponge Spoon-feed Continuous Improvement Mechanics vs. Results Immediate Goals vs. Ultimate Goals The Mental Landscape Repeatable Processes Automate
- Core Concepts Water on a Sponge Spoon-feed Continuous Improvement Mechanics vs. Results Immediate Goals vs. Ultimate Goals The Mental Landscape Repeatable Processes Automate
- Improving Your Onboarding Compartmentalize Schedule Teach What to Say Provide a Playbook Mentor/Shadow Program Role-Play Sales Coaching Onboarding Checklist • Identify topics and modules – Product Info – Processes – Sales Skills – Sales Messaging
- Improving Your Onboarding Compartmentalize Schedule Teach What to Say Provide a Playbook Mentor/Shadow Program Role-Play Sales Coaching Onboarding Checklist • Build onboarding schedule • Start on day one • Spread out content • Keep it going
- Improving Your Onboarding Compartmentalize Schedule Teach What to Say Provide a Playbook Mentor/Shadow Program Role-Play Sales Coaching Onboarding Checklist • Words are a salesperson’s most important sales tool • What they say will be the difference between failure and success
- Improving Your Onboarding Compartmentalize Schedule Teach What to Say Provide a Playbook Mentor/Shadow Program Role-Play Sales Coaching Onboarding Checklist Benefits Product Company Features Functionality What we say when talking with prospects Very inward focused – me, my product, my company
- Improving Your Onboarding Compartmentalize Schedule Teach What to Say Provide a Playbook Mentor/Shadow Program Role-Play Sales Coaching Onboarding Checklist Interest Value Pain Qualify Credibility Objections Prospect Focused What we say when talking with prospects
- Improving Your Onboarding Compartmentalize Schedule Teach What to Say Provide a Playbook Mentor/Shadow Program Role-Play Sales Coaching Onboarding Checklist • Provide clarity around what the ideal prospect looks like – Demographic details – Current environment – Common pain points
- Improving Your Onboarding Compartmentalize Schedule Teach What to Say Provide a Playbook Mentor/Shadow Program Role-Play Sales Coaching Onboarding Checklist • Provide lists of the key questions to ask • The best salesperson is the one that asks the best questions
- Improving Your Onboarding Compartmentalize Schedule Teach What to Say Provide a Playbook Mentor/Shadow Program Role-Play Sales Coaching Onboarding Checklist
- Improving Your Onboarding Compartmentalize Schedule Teach What to Say Provide a Playbook Mentor/Shadow Program Role-Play Sales Coaching Onboarding Checklist
- Improving Your Onboarding Compartmentalize Schedule Teach What to Say Provide a Playbook Mentor/Shadow Program Role-Play Sales Coaching Onboarding Checklist • Pre-Call Email Templates • Post-Call Email Templates • Post-Voicemail Email Templates
- Improving Your Onboarding Compartmentalize Schedule Teach What to Say Provide a Playbook Mentor/Shadow Program Role-Play Sales Coaching Onboarding Checklist
- Improving Your Onboarding Compartmentalize Schedule Teach What to Say Provide a Playbook Mentor/Shadow Program Role-Play Sales Coaching Onboarding Checklist
- Improving Your Onboarding Compartmentalize Schedule Teach What to Say Provide a Playbook Mentor/Shadow Program Role-Play Sales Coaching Onboarding Checklist
- Improving Your Onboarding Compartmentalize Schedule Teach What to Say Provide a Playbook Mentor/Shadow Program Role-Play Sales Coaching Onboarding Checklist • Weekly structure • Focus on what to do correctly • Identify what to work on next • Monitor calls when possible • Provide a weekly scorecard
- Improving Your Onboarding Compartmentalize Schedule Teach What to Say Provide a Playbook Mentor/Shadow Program Role-Play Sales Coaching Onboarding Checklist
- SalesScripter What do you sell? ___________ How does it help? ___________ What problems do you fix? ___________ What questions should you ask? ___________
- SalesScripter
- SalesScripter
- If You Want More Help • https://www.youtube.com/user/LaunchPadSol • Or search Sales Scripter • Over 130 videos • Sales Prospecting 101 Training Program • Webinars • Sales Tips • SalesScripter demo videos • Subscribe Step 1 – Go to our YouTube Channel
- If You Want More Help • Five ebooks – Found at https://salesscripter.com/ebooks/ – Do’s and Don’ts of Cold Calling – How to Get around Cold Call Objections – How to Build a Value Proposition that Generates Leads – How to Build Sales Campaigns that Sell – How to Build Email Drip Campaigns that Convert Sales • The Cold Calling Equation – PROBLEM SOLVED – Found at http://www.amazon.com/The-Cold- Calling-Equation-Problem/dp/1468173545 Step 2 – Get One of Our Books
- If You Want More Help • Free 30 day trial – Found at https://salesscripter.com/members/signup • Scripter Walk-Through – 2 hour coaching session – We answer all of the questions with you – Included with an annual subscription Step 3 – Sign up for SalesScripter Trial
- If You Want More Help • One-on-one Sales Coaching • Sales Consulting – Script development – Strategy development – Sales process development • Sales Training – Custom sales training programs – Content aligned with your information in SalesScripter – Delivered virtually or in-person Step 4 – Contact us for Coaching, Consulting, or Training
- Questions? Michael Halper Founder and CEO SalesScripter mhalper@salesscripter.com www.salesscripter.com
Notas do Editor
- When a gatekeeper answers your call, he or she is instantly trying to screen you out and determine if you are a friend or a foe. A friend would be someone who is already connected with the company in someway like a current vendor or business partner and a foe would be someone who is an outsider trying to get in, like one of those cold callers that is calling to try to get in and sell something. What we want to do is try to get the gatekeeper to see us as a friend so they will less likely to screen us out and one very easy way to do that is to use a tactic of name dropping. For example, we can say something like, I spoke with Tom White in accounting and now I am trying to reach someone in HR. This presents the image that we are already engaged and not a complete outsider and this minor tweak can often be the difference in the gatekeeper letting you in. And if we have not met with Tom White in accounting, we could still name drop his name by saying something like, I am planning on meeting with Tom White in accounting and before I do that, I would like with someone in HR.” Nothing misleading there as we likely are planning on meeting with Tom at some point and by sharing his name and our plans, we give off the image as we are not a complete outsider. We can also name drop external clients that we work with to establish some level of credibility. That is not going to be as strong as sharing internal names and is probably only going to really help when talking with more senior gatekeepers like executive assistants.