A WORD FROM Author

作者有话说

Dear SalesExecutive:

各位销售精英,大家好:

How can you prove that a sales training program you delivered to your sales force is truly responsible for any performance improvements that show up later, back on the job? After all, increases in sales revenue or margins can be attributed to other factors that have nothing to do with sales training.您如何证明您交付给销售人员的销售培训计划对以后出现的任何绩效改进负有真正的责任? 毕竟,销售收入或利润的增加可归因于与销售培训无关的其他因素。For that matter, what actually causes any given sales training program to succeed or fail in producing long-term performance improvement?那么,究竟是什么导致任何特定的销售培训计划成功或失败,以产生长期的绩效改善?The sales-training industry has never been able to produce convincing data to answer such questions. But that is changing. This is the fourth in a series of eCoach editions that explain how “big data” has come to the sales training industry—and what that means for proving training’s value.销售培训行业从未能够提供令人信服的数据来回答这些问题。 但这种情况正在改变。 这是eCoach系列中的第四个,它解释了“大数据”如何进入销售培训行业 - 以及这对于证明培训价值的意义。

We are committed to your professional success.我们致力于您的事业成功。

Duane Sparks杜南•斯巴克斯

Author of Action Selling行动销售作者

HOW DO YOU KNOW YOUR SALES TRAINING WORKS? (PART 4) 你知道的销售培训工作原理是怎样的?(第4篇)

“Big data” is not a term you hear in connection with sales training. The sales-training industry has never had a convincing, validated, data-driven methodology to evaluate the claims that suppliers make for their programs. Truth be told, sales training almost always has been a matter of rolling the dice and hoping for the best.“大数据”不是您在销售培训方面听到的术语。 销售培训行业从未有过令人信服,经过验证的数据驱动方法来评估供应商为其计划提出的索赔。 说实话,销售培训几乎总是卷起骰子,希望最好。But no more. “Big data” now has come to the sales training party.但没有更多。 “大数据”现已进入销售培训派对。In 1995, my company, The Sales Board, formed a development team of software engineers and psychometricians to create a validated instrument that would reliably measure factors including these: How much knowledge a salesperson has about the selling skills that are critical to success; how much that knowledge level improves after training; and how well the person is able to use the knowledge on the job. That last piece—measuring the application of knowledge and skill on the job—provides the crucial evidentiary link between a training program and any subsequent improvement in critical business indicators, such as revenue gains.1995年,我的公司,销售委员会成立了一个由软件工程师和心理测量师组成的开发团队,以创建一个经过验证的工具,可以可靠地衡量这些因素:销售人员对成功至关重要的销售技巧有多少了解;训练后知识水平提高了多少;以及这个人如何能够在工作中使用这些知识。最后一项 - 测量知识和技能在工作中的应用 - 提供了培训计划与关键业务指标的任何后续改进之间的关键证据联系,例如收入增加。For 20 years and counting, we have used this validated instrument to evaluate the impact of Action Selling training. We have collected data on 400,000 salespeople from more than 3,500 companies in a broad range of industries. Our SQL relational database contains about 78 million data points with a two-decade time span. In other words, we now have access to “big data” on the impact of sales training. And we have begun to mine that data.20年来,我们使用这种经过验证的工具来评估行动销售培训的影响。我们收集了来自各行各业3,500多家公司的400,000名销售人员的数据。我们的SQL关系数据库包含大约7800万个数据点,时间跨度为20年。换句话说,我们现在可以获得有关销售培训影响的“大数据”。我们已经开始挖掘这些数据。

Critical Skills Produce Business Results关键技能产生商业成果Action Selling is built upon the research-proven fact that success in sales is most influenced by the degree to which salespeople master and use five Critical Selling Skills. Those skills are:行动销售建立在研究证实的事实之上,即销售成功最受销售人员掌握和使用五种关键销售技巧的程度影响。 这些技能是:

1.Buyer/Seller Relationship2.Sales Call Planning3.Questioning/Listening4.Presentation Skills5.Gaining Commitment

1.买方/卖方关系2.销售呼叫计划3.提问/听力4.演讲技巧5.获得承诺

The data we have amassed over two decades allows us to look at each of those skills (and at all five together) and determine the average starting point for students, prior to training, in both knowledge and ability to apply the knowledge. We also can determine the levels that students reached upon certification in each skill. We then can calculate (in percentage terms) the skill gain that occurred, in both knowledge and application, as a direct result of sales training.我们积累了二十多年的数据,这使我们能够查看这些技能(以及所有五种技能),并确定受训人员在培训之前在知识和应用知识的能力方面的平均起点。 我们还可以确定受训人员在每项技能认证时达到的水平。 然后,我们可以(在百分比方面)计算在知识和应用中发生的技能收益,作为销售培训的直接结果。In previous editions of eCoach, we showed what those calculations look like for the first three Critical Selling Skills. The chart below shows results for the fourth, Presentation Skills:在之前版本的eCoach中,我们展示了前三种关键销售技巧的计算结果。

下面的图表显示了第四个演讲技巧的结果:

说明:1.蓝条表示训练前的平均评估分数。 绿条表示认证时的评估分数。2.左侧的两条表示知识测量。 右侧的两条表示应用程序测量。

Remarkable findings about this skill关于这项技能的显著发现

1.We expect salespeople to be great presenters. It was shocking to find that they apply only 37% of what they knew before training!1、我们希望销售人员成为优秀的主持人。 令人震惊的是,他们在训练前只应用了他们所知道的37%!2.This skill showed the biggest gap between Knowledge and Application (67 – 37 = 30 points).2、这项技能显示了知识与应用之间的最大差距(67-37 = 30分)。3.Training dramatically closed the gap to 8 points. That is a very good sign.3、训练大大缩小了差距,达到8分。 这是一个非常好的迹象。4.At 111% Skill Gain, this was the most surprising skill-development opportunity turned up by our study.4、在111%的技能收益中,这是我们研究中出现的最令人惊讶的技能发展机会。Again, those are average results based on 400,000 salespeople from over 3,500 companies. With Action Selling training, skill gains by your own salespeople, in your individual company, can be measured with equal precision. That means you will never again have to guess about the degree to which training affected sales skills or business results. You will know. And you’ll be able to prove it.同样,这些是基于来自3,500多家公司的400,000名销售人员的平均结果。 通过行动销售培训,您自己的销售人员在您的公司中获得的技能可以同等精确地测量。 这意味着您再也不必猜测培训对销售技能或业务成果的影响程度。 你会知道。 你将能够证明这一点。In the next two eCoach editions in this series, I will show the average skill gains that our data demonstrates for the fifth critical skill, Gaining Commitment, and for all five Critical Sales Skills taken together.在本系列的接下来的两个eCoach版本中,我将展示我们的数据显示的第五个关键技能:获得承诺以及所有五个关键销售技能的平均技能增益。

* For information about how to make sales training pay huge dividends, contact us at 0755-88265430,88261982.

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