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Her rapport building is what really set her apart. That was her “superpower.”
Now let's take a closer look at Bob. There was nobody better at overall sales
activity than Bob. He usually achieved 25 percent more sales calls than anyone
else on the team. If you walked by Bob's desk in the middle of the day, you
would see 10 tabs open in the CRM. He would be multitasking, gabbing on the
phone, and sending an email in perfect harmony. His pace was truly exceptional.
Like Betty, his abilities in the rest of the sales process ranged from “average” to
“very good.” However, his activity volume set him apart. That was his
“superpower.”
Imagine if Betty had trained Bob or Bob had trained Betty. That would not have
gone well.
Bob would have walked away from the experience thinking that succeeding on
the job was all about rapport building. Knowing that “schmoozing” wasn't his
strength, Bob may have gotten very concerned about his ability to succeed at
HubSpot.
Conversely, Betty would have walked away from the experience with the
impression that succeeding on the job was all about high activity, thinking, “I'm
in trouble, given that high-activity volume is not my strong suit.”
I needed a way to expose new hires to the blueprint of best practices for our
entire sales cycle. This “best practices blueprint” is often referred to as a “sales
methodology.” I needed to expose my salespeople to these critical learnings, but
also provide them with the flexibility to apply their “superpowers” to the
process.
Defining the Three Elements of the Sales
Methodology: The Buyer Journey, Sales
Process, and Qualifying Matrix
There are three aspects of a well-designed sales methodology: the buyer journey,
the sales process, and the qualifying matrix. These three elements represent the
“best-practice blueprint” around which a successful training program should be
modeled.
“Defining the sales methodology enables the sales training formula to be
scalable and predictable. The three elements of the sales methodology are