Wie ordnen Sie die Ziele des Vertriebstrainings den Metriken zu?

Sales training goals are what we want to do when we teach sales skills. They include selling more, making customers happier, and knowing products better. We want our sales team to talk well, make good relationships with customers, and finish deals successfully. To match these goals to numbers, we need to measure certain things like how much money we make, what customers think, and how many deals we close. This helps us see if our training is working and if we're reaching our goals.

To match sales training goals to metrics, define clear objectives. Choose metrics like conversion rates or product knowledge assessments that reflect these goals. Set benchmarks before training and track progress using tools like CRM software. Analyze results regularly to see if goals are met. Adjust training based on findings for continuous improvement

Crafting sales training programs that resonate with both individual ambitions and organizational goals demands a visionary approach. It's not merely about setting targets. It's about envisioning a future where each member's growth contributes to the collective success. By establishing SMART objectives that mirror our broader aspirations, we weave a narrative of progress, where every metric achieved is a milestone towards our shared vision. This methodology transforms numbers on a dashboard into stories of triumph, challenges overcome, and lessons learned. It encourages us to view training not as a task but as an investment in our team's potential and our organization's legacy.

Set ambitious yet achievable sales goals that push your team to stretch their capabilities. Whether it's improving closing rates or upselling, clarity is key. 🎯 Split it up - Focus on specific competencies you want to enhance, such as consultative selling skills or better CRM utilisation.

Poderia um atleta olímpico treinar o ano todo com metas desconexas com o que ele vai praticar na competição e ter êxito? Ou um músico ensaiar músicas completamente diferentes das que vai apresentar no concerto e ter uma boa performance? As metas do treinamento são pequenos passos de evolução que, reunidos, devem andar em direção às métricas que a empresa deseja. Por isso, ter clareza do objetivo final é essencial na definição dessas métricas, para que o treinamento seja uma capacitação conectada com a conquista desejada.

Sales training is about teaching people how to sell better. We want them to understand products, talk nicely to customers, and make more sales. To see if the training works, we check things like how much money we make and if customers are happy. If things aren't going well, we try to figure out why and make changes. Eventually, we look at everything together to see if the training is really helping. This helps us know if we're doing a good job teaching people how to sell.

Probablemente este sea el desafio mayor que tiene la Formacion/Capacitacion en Ventas, ya que para lograr que el equipo crezca y mejore debemos hacerlo individual y colectivamente. En primer lugar debemos elegir o marcar de comun acurdo con las vendedores que estan recibiendo la Formacion/Capacitacion, como vaos a trasladar lo que a ellos les parece como teoria a la practica, y no necsariamente debe ser para todos el mismo parametro. Debemos hacer el foco en uno o tal vez en dos instancia a mejorar segun la Formacion/Capacitacion recibida, y a partir de alli monitorear los avances, el periodo pordria ser treinta a sesenta dias, y evaluar con cada uno como se sintio, y que cree que esta mejorando.

To select effective metrics for sales training, engage key stakeholders to align training goals with organizational objectives. Define clear outcomes like revenue growth or improved customer engagement. Establish KPIs and OKRs, considering factors like sales volume and conversion rates. Include metrics for cross-selling and upselling if relevant. Customize workshop content to address identified needs. Track progress using real-time data and adjust as necessary. This iterative approach ensures the training program delivers measurable impact on sales performance and overall business success.

To strike this balance, focus on clear metrics for owned initiatives (e.g., training completion rates, tool usage) and build strong relationships across teams to influence wider strategies. Use data to advocate for your initiatives, showing their direct impact on business outcomes like sales efficiency and customer satisfaction. Regularly communicate successes and learnings to stakeholders, showcasing enablement's role as a strategic asset, not just a support function. This approach fosters collaboration and elevates the enablement function within the organization.

The metrics that matter directly depend on the outcome that you want for yourself/ your team and should be clearly defined, understood and measured. For that reason, it's best to stick initially to simple metrics for output e.g. # of leads generated, # of calls booked so that your team members know exactly what to track AND give them the autonomy to troubleshoot with support when activities aren't leading to revenue. Arbitrary activities (such as 'length of time on the phone') don't give clear measurables and become hard to monitor or troubleshoot when they're not producing the right result.

To match sales training goals with metrics, we need to choose measurements that show if the training is working. We collect data about sales before and after training to see if there's a difference. This data might include how much money we make and how satisfied customers are. Then, we look at the numbers and see if they meet our goals. If they don't, we figure out why and make changes to the training. Finally, we keep checking the data regularly to make sure our training keeps working well

As my friend @Charles Samuel (CoreBridge & The Association for Wholesaling Diversity) is fond of saying, #ActionIsEverything.

To match sales training goals to metrics, we need to understand what we want to achieve with the training, like selling more or making customers happier. We use simple measurements, like how much money we make or how satisfied customers are, to see if the training is helping us reach our goals. Once we have the data, we look at it and figure out if we're doing well or if we need to make changes. If things aren't going as planned, we take action by adjusting our training methods. We keep communicating and checking our progress regularly to make sure we're on track to meet our goals.

A equipe comercial, mais que habilidosa e treinada, deve estar devidamente alinhada a estratégia comum da organização. A importância de manter as expectativas claras e objetivas, com medições constantes, é que possibilita a adaptação da equipe, e eficiente "adequação de rota" diante das diversidades.

Cuando pensamos que nuestro equipo comercial precisa una formación, es importante llegar a la raíz del problema que buscamos resolver. Muchas veces la formación por si sola no es suficiente, y es importante diseñar un proceso de transformación que alinee al equipo comercial, al proceso de ventas y a la tecnología hacia la estrategia y ambiciones de la organización. De esta manera nos aseguramos que los contenidos que queremos compartir con el equipo comercial, luego van a encontrar un camino para adoptarse y asegurar su continuidad en el tiempo.