Background

Significant growth in both sales revenue and number of employees has occurred over the past few years. Aggressive recruiting efforts are the norm. The target new hire has been recent college graduates and relatively inexperienced individuals. The hiring profile has resulted in an organization of very strong people. However, most of the new hires are potential superstars as opposed to experienced superstars. Typical individual annual sales quota is $1 million with 10 to 12 deals closed per year.

A little over 50% of their target market projects initiated will result in a decision the same year (i.e., some are initiated merely to collect budgetary information for a future purchase). When a purchase decision is made, this software company historically will win two thirds of the opportunities they pursue. However, data indicates that this company is involved in, or aware of, only 10% of the total deals that go down in a given year.

A very strong leadership team in place. This is true for both middle and top management levels. Clearly defined processes exist to guide the entire sales organization through a sales cycle. Sales management consistently manages to the performance results (hard skills) identified in comprehensive reporting tools.

The following points summarize the current sales situation:

Challenge

• Document clear competency expectations for all salespeople and sales management
• Establish an easy to follow sales coaching methodology to grow people
• Build the individual skills required to professionally engage the right customers and close the deal

Results

• Coaching/mentoring and effective feedback skill development with managers
• Performance management methodology
• Series of skill "Mini Labs" with examples relevant to industry and organization
• Support tools and Job aids built into standard processes
• 40% annual revenue growth