customer contact council ™ the sales coaching effectiveness pulse survey diagnostic results for...

Customer Contact Council ™

The Sales Coaching Effectiveness

Pulse Survey

Diagnostic Results for ACME Inc.

September 2008

2


The Sales Coaching Effectiveness Pulse SurveyRoadmap

Overview of the Sales Coaching Effectiveness Pulse Survey

Summary of Survey Results

• Sales Coaching Effectiveness…………………………p 4-5

• Organizational Buy-In for Sales Coaching……………p 6

• Sales Coaching Timespend……………………………p 7

• Relationship Quality…………………………………….p 8

• Effectiveness within the Sales Coaching Session…..p 9

• Coaching Throughout the Sales Process…………….p 10-11

• Sales Qualification vs. Sales Conversion…………….p 12

• Distribution of Sales Coaching Effectiveness………..p 13

RoadmapRoadmap

3


A snapshot of the CCC’s sales coaching effectiveness model from Unleashing Service-to-Sales Potential: Refocusing Investments on the Key Drivers of Sales Performance.

Overview of the Coaching Effectiveness Pulse Survey

The Sales Coaching Effectiveness Pulse Survey is designed to provide a snapshot of sales coaching effectiveness across the customer service organization. Based on the CCC’s popular Unleashing Service-to-Sales Potential: Refocusing Investments on the Key Drivers of Sales Performance research, the Sales Coaching Pulse Survey is an anonymous survey that measures various aspects of sales coaching, including time spent coaching and the quality of each individual coaching relationship.

OverviewOverview

Tenure of Survey Respondents

ACME Inc. Respondents’ Months of Experience

Less than 6 months

24%

6 to 12 months17%

12 to 18 months14%

18 to 24 months34%

24 months or more11%

N = 113

4


Sales Coaching Effectiveness at ACME Inc.EffectivenessEffectiveness

My Supervisor Is an Effective CoachDistribution of Responses

My Supervisor Is an Effective CoachBenchmark and ACME Inc. Average

5.485.71

1

4

7

Benchmark ACME Inc.Average Average

3.5%6.2%

2.7%6.2%

8.8%

30.1%

42.5%

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

Very Ineffective

2 3 Neither Ineffective

nor Effective

5 6 Very Effective

Very Effective

Very Ineffective

5


Sales Coaching Effectiveness at ACME Inc.EffectivenessEffectiveness

Supervisors at my Organization are Held Accountable for Providing Good Coaching

My Supervisor and Immediate Team Members Collectively have a Healthy

Coaching Culture

4.85

5.42

1

4

7


5.636.00

1

4

7


Strongly Agree

Strongly Disagree

Strongly Agree

Strongly Disagree

6


Organizational Buy-In for Sales CoachingOrganizational Buy-InOrganizational Buy-In

Coaching is an Effective Way to Improve Sales PerformanceACME Inc. Score Distribution

Coaching is an Effective Way to Improve Sales Performance ACME Inc. Score & Comparison to Benchmark

My Entire Organization has a Well-Established Coaching Culture

ACME Inc. Score Distribution

My Entire Organization has a Well-Established Coaching Culture ACME Inc. Score & Comparison to Benchmark

0.0% 0.0% 0.0%2.7%

7.1%

54.0%

36.3%

0%

25%

50%

Very Strongly Disagree

2 3 Neither Agree Nor Disagree

5 6 Very Strongly Agree

6.106.24

4

5

6

7

Benchmark Acme Inc.Average Average

0.0%2.7%

7.1%8.9%

18.8%

33.9%

28.6%

0%

25%

50%

Very Strongly Disagree

2 3 Neither Agree Nor Disagree

5 6 Very Strongly Agree

5.00

5.60

4

5

6

7

Benchmark Acme Inc.Average Average

More Agreement

Less Agreement

More Agreement

Less Agreement

7


Sales Coaching TimespendTimespendTimespend

Reported and Target Amount of Sales Coaching

Self-Reported by Reps; Minutes per Month

ACME Inc. Reported and Target Amount of Sales Coaching

At ACME Inc., 95% of employees report a desire for more sales coaching.

Reported and Target Amount of Sales Coaching

Self-Reported by Reps; Minutes per month

More Effective Sales Coaches73% of ACME Inc. Coaches

Less Effective Sales Coaches27% of ACME Inc. Coaches

Interpretation• If reported coaching time for more effective and less effective coaches are similar, a coaching quality (not frequency) issue likely exists. • If less effective coaches provide significantly less coaching time than more effective coaches a frequency issue likely exists

70.55

64.68 135.23

0

20

40

60

80

100

120

140

Reported Shortfall Target

69.52

60.48 130.00

0

20

40

60

80

100

120

140

Reported Shortfall Target

ACME Inc.Average

Benchmark

Reported Minutes of Sales Coaching per Month 70.3 min 63.2 min

Target Number of Sales Coaching Minutes per Month 133.8 min 105.4 min

43.6%

94.7%

0%

30%

60%

90%

120%

Benchmark Firm

8


Relationship QualityRelationship QualityRelationship Quality

Relationship Quality

Neutral

StrongAgreement

StrongDisagreement

6.306.17 6.12 6.10 6.03

5.87 5.85

4.474.12

5.72 5.635.95 5.84

5.44 5.475.62

5.796.15

1

4

7

I am well-prepared for my formal sales coaching sessions

My supervisor is well-prepared for my formal sales

coaching sessions

My supervisor has a great deal of

knowledge about our products and

services

I would be willing to continue

working under my supervisor as long

as possible

My supervisor makes the time necessary to

coach me

My supervisor innovates with fresh ideas on

ways to improve my sales

performance

My supervisor rewards

everyone’s individual sales

performance fairly

My supervisor has a great deal of

knowledge about our customers

My relationship with my supervisor is more negative

than positive

ACME Inc. Benchmark

9


Sales Coaching Effectiveness within the Coaching Session

Neutral

Coaching SessionCoaching Session

Effectiveness of Sales Coaching Sessions

StrongAgreement

StrongDisagreement

5.88 5.87 5.82 5.81 5.71 5.675.37 5.50

5.27

5.61 5.59

5.31

1

4

7

Identifying a small and concrete number of

development goals after each coaching session

Basing feedback on concrete examples of behavior rather

than general examples

Following through on agreed-upon actions from coaching

interactions

Asking probing questions to understand the true cause of

the challenges I face

Listening and understanding my point of view first

Tailoring feedback to my unique needs and

communication style

ACME Inc. Benchmark

10


Coaching Throughout the Sales Process

Sales ProcessSales Process

Allocation of Coaching within the Sales Process

Opportunity Identification:

• Deciding if a customer interaction presents a good opportunity for a sale

• Asking qualifying questions and properly diagnosing the sales opportunity

• Mapping customer needs to my company's products and services

Opportunity Identification:

• Deciding if a customer interaction presents a good opportunity for a sale

• Asking qualifying questions and properly diagnosing the sales opportunity

• Mapping customer needs to my company's products and services

Opportunity Pursuit:

• Articulating the value of the offering to the customer

• Responding to customer questions/objections/concerns

• Providing additional information to help a customer understand the offer

Opportunity Pursuit:

• Articulating the value of the offering to the customer

• Responding to customer questions/objections/concerns

• Providing additional information to help a customer understand the offer

Opportunity Closing Stage:

• Closing the sale

• Explaining terms and conditions to the customer

• Establishing next steps and setting customer expectations after the sale

Opportunity Closing Stage:

• Closing the sale

• Explaining terms and conditions to the customer

• Establishing next steps and setting customer expectations after the sale

Ongoing Sales Activities:

• Sharing my peers' best sales practices with me

• Helping me explain my best sales practices to my peers

• Helping me learn to use systems to support my sales efforts

Ongoing Sales Activities:

• Sharing my peers' best sales practices with me

• Helping me explain my best sales practices to my peers

• Helping me learn to use systems to support my sales efforts

22.6%24.5%

29.6%

23.4%22.6%

28.7% 28.8%

19.9%

0%

20%

40%

Opportunity Identification

Opportunity Pursuit Opportunity Closing Stage

Ongoing Sales Activities

ACME Inc. Benchmark

11


Deciding if a customer interaction presents a good

opportunity for a sale (or cross-sell or up-sell)

Asking qualifying questions and properly diagnosing the sales

opportunity

Mapping customer needs to my company's products and

services

Articulating the value of the offering to the customer

Responding to customer questions/objections/ concerns

Providing additional information to help a customer understand

the offer

Closing the sale

Explaining terms and conditions to the customer

Establishing next steps and setting customer expectations

after the sale is complete

Sharing my peers' best sales practices with me

Helping me explain my best sales practices to my peers

Helping me learn to use systems to support my sales

efforts

5.55

5.75

5.95

6.15

6.35

5.85 5.95 6.05 6.15

Coaching Throughout the Sales Process

Lower Rep Perception of Effectiveness Higher

Rep

Per

cep

tio

n o

f Im

po

rtan

ce

Sales ProcessSales Process

Effectiveness vs Importance of Sales Coaching Activities

Interpretation Guide

Sales activities located in the upper left portion of the graph are those reps believe to be important and they are relatively well coached in these areas.

Activities in the lower left of the graph are those that reps believe to be less important and they receive relatively less effective coaching in these areas.

Interpretation Guide

Sales activities located in the upper left portion of the graph are those reps believe to be important and they are relatively well coached in these areas.

Activities in the lower left of the graph are those that reps believe to be less important and they receive relatively less effective coaching in these areas.

Lower

Higher

Legend

♦ Opportunity Identification

■ Opportunity Pursuit

▲Opportunity Closing

● Ongoing Sales Activities

12


Sales Qualification vs. Sales ConversionSkill vs. Deal-Level CoachingSkill vs. Deal-Level Coaching

Sales Coaching BlendsComparison of ACME Inc. and the Benchmark

Sales Qualification

Identifying good sales opportunities and understanding customer needs

Sales Conversion

Mapping customer needs to our products and closing the sale 44.7% 46.3%

55.3% 53.8%

0%

50%

100%

ACME Inc. Average

Benchmark Average

13


Distribution of Sales Coaching Effectiveness This graphic maps the sales coaching effectiveness rating that employees assign their individual supervisors. In this graphic:

• green indicates high-quality sales coaching

• white indicates neutral sales coaching

• red indicates low-quality sales coaching

This graphic maps the sales coaching effectiveness rating that employees assign their individual supervisors. In this graphic:

• green indicates high-quality sales coaching

• white indicates neutral sales coaching

• red indicates low-quality sales coaching

Effectiveness DistributionEffectiveness Distribution

customer contact council ™ the sales coaching effectiveness pulse survey diagnostic results for...

Documents