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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
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