executive roundtable: measuring marketing and sales alignment
TRANSCRIPT
Executive Roundtables TAME MARKETING AND SALES
Does Marketing & Sales Alignment Matter?
Executive Roundtables Philips: The case study
Does Marketing & Sales Alignment Matter?
So what was our plan?
232
17 36 1
Sales Representa1ves Regional Sales Managers Marke1ng Product Mgrs Customer-‐focused message
Corporate Visions Case Study
Sales and Marke3ng Messaging Alignment Workplan
November 9-‐10, 2010
December 1-‐2, 2010
Jan. 11-‐12, 2011
April 11-‐12, 2011
April 13, 2011
Sales and MarkeDng Senior Mgmt Message Development Workshop MarkeDng Product Managers Message Development Workshop Regional Sales Mgrs and Dirs of MarkeDng Message Delivery Skills Training Sales Force & MarkeDng Mgrs Message Delivery Skills Training Regional Field Trainers Cer3fied on Messaging and Skills Training
Does Alignment around Messaging Development and Delivery work?
Do our reps consistently use it?
Page 14 © 2011 Beyond ROI, Inc. • www.getBeyondROI.com
Overall Value of Power Messaging: “Overall, how VALUABLE are the principles, techniques, and skills in Power Messaging to you in your role at Philips?”
0% 2%
29%
60%
8%
0%10%20%30%40%50%60%70%
"Notvaluable"
"MarginallyValuable"
"SomewhatValuable"
"VeryValuable"
"Critical toSuccess"
Percen
t of P
artic
ipan
ts
Graph 1: Value of Power Messaging to Current Role
Overall Percep8ons of Power Messaging: Value
Page 15 © 2011 Beyond ROI, Inc. • www.getBeyondROI.com
Comments: How will Power Messaging impact your Career?
§ “It has definitely made me a bePer sales rep in the eyes of my customers. Larger sales. I feel it was the best applicable training I have received in 5 years.”
§ “Power Messaging (Corporate Visions) is not just a course that
you take like a SPIN selling or any other sales course we have all taken. This is something that if you truly embrace it will change not only you but your customers and anyone you deal with in life. I am not the same Account Manager I was before this course and I am in my mind on a different Career path than I was before (In a Good Way).”
Page 16 © 2011 Beyond ROI, Inc. • www.getBeyondROI.com
Financial Impact of Power Messaging
Financial Impact: A total of $2,554,600 in closed business and $7,001,230 in new poten1al business was reported in 60 of 82 success stories with specific examples of how Power Messaging was used in the Philips sales process.
Number of Stories Closed Business
New Opportuni8es
Impact of Power Messaging on Success
9 $167,000 $965,300 “made all the difference” -‐ 100%
28 $931,300 $2,621,200 “made a significant difference” -‐ 75%
22 $856,300 $3,314,730 “made some difference” -‐ 50%
1 $600,000 $100,000 “made a li]le difference” -‐ 25%
0 $-‐ $-‐ “made no difference, or worse” -‐ 0%
60 $2,554,600 $7,001,230
Page 17 © 2011 Beyond ROI, Inc. • www.getBeyondROI.com
Sta8s8cal Significance: The rela1onship between skill usage and revenue is sta1s1cally significant, where Student’s T-‐test = 2.330, confidence interval of p < 0.02 @ 81 d.f. (one-‐tailed test, type 1 error).
Basis for Comparison: We compared par1cipants based on applica1on of 18 Power Messaging skill to pre/post performance against Quota (9 months pre vs. 9 months post).
0.6%
3.1%
4.7%
0%
1%
2%
3%
4%
5%
Low Application(43-‐64% of the time)
Med Application(64-‐70% of the time)
High Application(70+% of the time)
Pre/Po
st Change
(Against Quo
ta)
Graph 14: Skill Application and Pre/Post Performance
Comparison #4: Skill Applica8on and Pre/Post Revenue
Performance vs. Plan (Change in Revenue)
Page 18 © 2011 Beyond ROI, Inc. • www.getBeyondROI.com
Comparison #5: Coaching and Pre/Post Revenue
Sta8s8cal Significance: The rela1onship between skill usage and revenue is sta1s1cally significant, where Student’s T-‐test = 2.234, confidence interval of p < 0.0283 @ 80 d.f. (one-‐tailed test, type 1 error).
Basis for Comparison: We compared par1cipants based coaching ac1vity around Power Messaging to pre/post performance against Quota (9 months pre vs. 9 months post).
1.9%2.5%
4.9%
0%
1%
2%
3%
4%
5%
6%
Low Coaching(0-‐50% of the time)
Medium Coaching(50-‐70% of the time)
High Coaching(70+% of the time)
Pre/Po
st Change
(Against Quo
ta)
Graph 15: Coaching and Pre/Post Performance
Performance vs. Plan (Change in Revenue)
Page 19 © 2011 Beyond ROI, Inc. • www.getBeyondROI.com
Definite Difference: Top 10 “Money Making Ac8vi8es”
What’s different about the skills of reps who saw the biggest pre/post increase in performance compared to reps who saw a pre/post decrease in performance?
1) Managers DEBRIEF customer mee1ngs with reps (i.e., to sharpen messages) — 35% more o`en 2) Wrapping your story with a STRONG DEFENSE and proof of your unique ability — 27% more o`en 3) Managers candidly share FEEDBACK around your Power Messaging skills — 19% more o`en 4) Using a compelling STORY that s1rred an emo1on — 17% more o`en 5) Clearly communica1ng the BIG PICTURE — 15% more o`en 6) Using PROPS or MINI-‐DRAMAS to capture their the customer's a]en1on — 15% more o`en 7) Managers SHARING or MODELING ideas for your Point-‐of-‐View pitch — 12% more o`en 8) Managers reviewing your MESSAGE MAP prior to a call — 11% more o`en 9) Aligning your UNIQUE STRENGTHS to what's important to your customer — 11% more o`en 10) Focusing on what customers can DO DIFFERENTLY and what that MEANS to them — 11% more o`en Implica8ons: No8ce that 4 of the 10 biggest differences are coaching ac8vi8es.
2 1
Executive Roundtables Beyond ROI: Behind the Case Study
Does Marketing & Sales Alignment Matter?
Beyond ROI, Inc. • sco]@getBeyondROI.com. • 469-‐200-‐8027
How to Measure ROI from Your Marke8ng and Sales Messaging Ini8a8ves
with Scob Watson
®
March 22, 2012
Page 23 © 2011 Beyond ROI, Inc. • www.getBeyondROI.com
ASTD State of the Industry Reports
2004 Study Notes: Included 213 organiza1ons represen1ng the broadest range of size and industry. Considered by ASTD to accurately represent “the U.S. norm.”
Companies measuring at “Level 5 ROI” were included in the category “Level 4 Results.”
2005 Study Notes: Included 18 Fortune 500 companies par1cipa1ng in ASTD’s Benchmarking Forum. These organiza1ons represent the largest and most complex global learning organiza1ons.
ASTD Study #1
31% 14% 8%
74%
0%
20%
40%
60%
80%
100%
Level 1 Reac8on
Level 2 Learning
Level 3 Behavior
Level 4 Results
Level 5 ROI
ASTD Study #2
53.9%
22.9% 7.6% 2.1%
91.3%
0%
20%
40%
60%
80%
100%
Level 1 Reac8on
Level 2 Learning
Level 3 Behavior
Level 4 Results
Level 5 ROI
Page 24 © 2011 Beyond ROI, Inc. • www.getBeyondROI.com © 2010 Beyond ROI, Inc. • www.getBeyondROI.com
Bersin Research: Most Valuable Measures?
Page 25 © 2011 Beyond ROI, Inc. • www.getBeyondROI.com © 2010 Beyond ROI, Inc. • www.getBeyondROI.com
What is Measured Now?
Bersin & Associates © November 2006
Page 26 © 2011 Beyond ROI, Inc. • www.getBeyondROI.com © 2010 Beyond ROI, Inc. • www.getBeyondROI.com
Desired vs. Actual Measurement…
Page 27 © 2011 Beyond ROI, Inc. • www.getBeyondROI.com © 2010 Beyond ROI, Inc. • www.getBeyondROI.com
Is there funding for measurement?
82% say, “We should spend more – or much more on measurement”
Page 28 © 2011 Beyond ROI, Inc. • www.getBeyondROI.com
Who is doing measurement? Over 800 assessment and measurement projects completed with…
Page 29 © 2011 Beyond ROI, Inc. • www.getBeyondROI.com
Why measure?
§ Reason #1: Capture Business Results – how are we growing people? – how are we growing the business?
§ Reason #2: Accountability for Execu1on – for actually using new knowledge, skills, and process – for manager involvement
§ Reason #3: Feedback for Coaching – simple – relevant – ac1onable
Page 30 © 2011 Beyond ROI, Inc. • www.getBeyondROI.com
The Science: What do we measure?
Effect “How much does
it help?” Linked to…
Cause “How much is it used?”
®
Leading Indicators (surveys) § use of 19 Power Messaging skills,
processes, and tools § 5 coaching ac1vi1es § 9 support and reinforcement
ac1vi1es
Lagging Indicators (your metrics) § Success Stories – with actual customers § Pipeline growth § Performance against plan § Deal size, Margin, Volume, etc.
Page 31 © 2011 Beyond ROI, Inc. • www.getBeyondROI.com
How do we get them to be honest?
OUTCOMES OPINIONS not
Page 32 © 2011 Beyond ROI, Inc. • www.getBeyondROI.com
Leading Indicators: How much are they using it? Overall Power Messaging Applica1on: 70.1% (excluding Coaching)
82% return (92 of 112)
78%
59%72% 66%
53%
0%
25%
50%
75%
100%
PreparingMessaging(5 items)
GrabbingAttention(3 items)
DeliveringMessages(6 items)
Interactingw/Customers(5 items)
Coaching andSupport(5 items)
Average Scores
Major Categories
Graph 4: The "Big Picture" of Skill Application
Page 33 © 2011 Beyond ROI, Inc. • www.getBeyondROI.com
47%
59%
60%
62%
63%
64%
64%
65%
69%
71%
71%
73%
74%
77%
78%
80%
80%
83%
89%
0% 25% 50% 75% 100%
Grabbing -‐ using PROPS AND MINI-‐DRAMAS tocapture their attention?
Delivering -‐ getting a positive response to yourGRABBERs to capture attention
Interacting -‐ reaching the “OLD BRAIN” by creating an emotional experience for your prospect
Preparing -‐ using elements of the MESSAGE MAP toprepare
Interacting -‐ influencing prospects to accept yourREFRAMING of an objection
Interacting -‐ using STORIES, METAPHORS, andANALOGIES that for a emotional response
Grabbing -‐ using a WORD PLAY to capture aprospect's attention
Grabbing -‐ using a STORY WITH CONTRAST to capturetheir attention
Delivering -‐ getting buy-‐in to POWER POSITIONS andVALUE STATEMENTS you make
Interacting -‐ closing by restating your position, askingfor feedback, and presenting a CALL TO ACTION
Delivering -‐ getting customer buy-‐in to the BIGPICTURE you present
Interacting -‐ getting prospects to feel connected andcomfortable with you
Delivering -‐ using "You Phrasing" to make yourmessage personal and more engaging
Preparing -‐ focusing on what prospects can DODIFFERENTLY and what that MEANS
Delivering -‐ getting customers to RESPECT and RELYon your credentials and expertise
Preparing -‐ wrapping your story with a STRONGDEFENSE and proof of your unique ability
Delivering -‐ setting a meeting AGENDA focused oncustomer issues, not your company
Preparing -‐ find and align your UNIQUE STRENGTHS towhat's important to your customer
Preparing -‐ first identifing what's important to yourPROSPECT to focus your message
Graph 5: The "Drill-‐Down"Leading Indicators: Most used Power Messaging skills?
0% 25% 50% 75% 100%
“Always”“Never” “Sometimes”“Rarely” “Frequently”
The PowerView® Rating Scale
82% return (92 of 112)
Page 34 © 2011 Beyond ROI, Inc. • www.getBeyondROI.com
47%
59%
60%
62%
63%
64%
64%
65%
69%
71%
71%
73%
74%
77%
78%
80%
80%
83%
89%
0% 25% 50% 75% 100%
Grabbing -‐ using PROPS AND MINI-‐DRAMAS tocapture their attention?
Delivering -‐ getting a positive response to yourGRABBERs to capture attention
Interacting -‐ reaching the “OLD BRAIN” by creating an emotional experience for your prospect
Preparing -‐ using elements of the MESSAGE MAP toprepare
Interacting -‐ influencing prospects to accept yourREFRAMING of an objection
Interacting -‐ using STORIES, METAPHORS, andANALOGIES that for a emotional response
Grabbing -‐ using a WORD PLAY to capture aprospect's attention
Grabbing -‐ using a STORY WITH CONTRAST to capturetheir attention
Delivering -‐ getting buy-‐in to POWER POSITIONS andVALUE STATEMENTS you make
Interacting -‐ closing by restating your position, askingfor feedback, and presenting a CALL TO ACTION
Delivering -‐ getting customer buy-‐in to the BIGPICTURE you present
Interacting -‐ getting prospects to feel connected andcomfortable with you
Delivering -‐ using "You Phrasing" to make yourmessage personal and more engaging
Preparing -‐ focusing on what prospects can DODIFFERENTLY and what that MEANS
Delivering -‐ getting customers to RESPECT and RELYon your credentials and expertise
Preparing -‐ wrapping your story with a STRONGDEFENSE and proof of your unique ability
Delivering -‐ setting a meeting AGENDA focused oncustomer issues, not your company
Preparing -‐ find and align your UNIQUE STRENGTHS towhat's important to your customer
Preparing -‐ first identifing what's important to yourPROSPECT to focus your message
Graph 5: The "Drill-‐Down"
Leading Indicators: Least used Power Messaging skills?
0% 25% 50% 75% 100%
“Always”“Never” “Sometimes”“Rarely” “Frequently”
The PowerView® Rating Scale
82% return (92 of 112)
Page 35 © 2011 Beyond ROI, Inc. • www.getBeyondROI.com
What about the “Lagging Indicators?”
Effect “How much does
it help?” Linked to…
Cause “How much is it used?”
®
Leading Indicators (surveys) § use of 19 Power Messaging skills,
processes, and tools § 5 coaching ac1vi1es § 9 support and reinforcement
ac1vi1es
Lagging Indicators (your metrics) § Success Stories – with actual customers § Pipeline growth § Performance against plan § Deal size, Margin, Volume, etc.
Page 36 © 2011 Beyond ROI, Inc. • www.getBeyondROI.com
Lagging Indicators: 64% Provided Success Stories (59 of 92 par8cipants)
Percep8ons of Value in the Success Story: “Overall, how much did your use of the principles, tools, and skills from Power Messaging contribute to your SUCCESS in this par1cular sales situa1on?”
2%8%
45%39%
6%
0%
10%
20%
30%
40%
50%
"made nodifference"
"made a littledifference"
"made somedifference"
"significantdifference"
"made all thedifference"
Percen
t of P
artic
ipan
ts
Graph 3: Impact of Power Messaging on Success Story
Page 37 © 2011 Beyond ROI, Inc. • www.getBeyondROI.com
Reality Check®: Success Story Summary
Number of Stories
Closed Business
New Opportuni8es
Impact of Power Messaging on Success
Total Factored Value
4 $9,200,000 $11,450,000 “made all the difference” -‐ 100% $20,650,000
21 $19,718,000 $69,600,000 “made a significant difference” -‐ 75% $66,988,500
19 $21,250,000 $51,790,000 “made some difference” -‐ 50% $36,520,000
3 $1,250,000 $2,500,000 “made a li]le difference” -‐ 25% $937,500
1 $0 $200,000 “made no difference, or worse” -‐ 0% $0
48 $51,418,000 $135,540,000 $125,096,000
Financial Impact: A total of $51,418,000 in closed business and $135,540,000 in new poten1al business was reported in 48 success stories with specific examples of how Power Messaging was used in the sales process.
Page 38 © 2011 Beyond ROI, Inc. • www.getBeyondROI.com
Comparison #1: by Coaching . . .
PowerView Ques8on: “Your mastery of Power Messaging skills and principles will con1nue to improve over 1me, especially when you apply them regularly with a helpful coach, and take advantage of the available reinforcement content.”
44%
51%
54%
57%
58%
0% 25% 50% 75% 100%
Coaching -‐ your manager reviews your MESSAGEMAP prior to a call
Coaching -‐ your manager helps you PREPARE forcustomer/prospect meetings
Coaching -‐ your manager DEBRIEFS customermeetings with you
Coaching -‐ your manager candidly shares FEEDBACKaround your Power Messaging skills
Coaching -‐ your manager SHARES or MODELS ideasfor your Point-‐of-‐View pitch
Average Scores
Graph 6: Coaching and Support
82% return (92 of 112)
Page 39 © 2011 Beyond ROI, Inc. • www.getBeyondROI.com
Comparison #1: Coaching and Skill Applica8on Basis for Comparison: Coaching Ac1vity (5 items) compared to each par1cipant’s applica1on of Power Messaging skills (19 items). Both scales run from 0-‐100% of the 1me.
68.4%65.3%
73.0%
82.7%
50%
60%
70%
80%
90%
Coached 0-‐25%of the time
Coached 25%-‐65%of the time
Coached 65-‐90%of the time
Coached 100%of the time
Overall Ap
plication
(19 skills)
Graph 11: Coaching and Application of Power Messaging
Sta8s8cal Significance: The rela1onship between manager involvement and skill usage is sta1s1cally significant, where Student’s T-‐test = 6.119, confidence interval of p < 0.028 @ 84 d.f. (two-‐tailed test, type 1 error, 95% confidence interval).
Page 40 © 2011 Beyond ROI, Inc. • www.getBeyondROI.com
Comparison #1b: Coaching and Skill Applica8on Basis for Comparison: Coaching Ac1vity (5 items) compared to each par1cipant’s applica1on of Power Messaging skills (18 items). Both scales run from 0-‐100% of the 1me.
Sta8s8cal Significance: The rela1onship between manager involvement and skill usage is sta1s1cally significant, where Student’s T-‐test = 6.638, confidence interval of p < 0.01 @ 86 d.f. (one-‐tailed test, type 1 error).
66.3%
68.0%
70.0%
64%
66%
68%
70%
72%
Low Coaching(0-‐50% of the time)
Medium Coaching(50-‐70% of the time)
High Coaching(70+% of the time)
Overall Ap
plication
(18 skills)
Graph 11: Coaching and Application of Power Messaging
Page 41 © 2011 Beyond ROI, Inc. • www.getBeyondROI.com
0
4
8
12
16
0-‐10% 10-‐20% 20-‐30% 30-‐40% 40-‐50% 50-‐60% 60-‐70% 70-‐80% 80-‐90% 90-‐100%
Num
ber o
f Participan
ts
Overall Averages for BCLC Territory Managers
0% 25% 50% 75% 100%
“Always” “Never” “Some1mes” “Rarely” “Frequently”
Num
ber o
f Par1cipants
“Low Adopters”
“High Adopters”
Comparison #2: by Skill Applica8on . . .
Page 42 © 2011 Beyond ROI, Inc. • www.getBeyondROI.com
Comparison #2: Skill Applica8on and Closed Business Basis for Comparison: We compared par1cipants with “above” vs. “below average” applica1on of 19 Power Messaging skills to closed business, as captured in in 48 Success Stories.
Sta8s8cal Significance: The rela1onship between skill usage and closed business is sta1s1cally significant, where Student’s T-‐test = 3.426, confidence interval of p < 0.002 @ 28 d.f. (two-‐tailed test, type 1 error, 95% confidence interval).
$950,000
$2,722,714
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
Below Average(41-‐69% of the time)
Above Average(70-‐100% of the time)
Average Size of C
losed
Busin
ess
Graph 12: Skill Application and Average Closed Business
HighAdopters
LowAdopters
Page 43 © 2011 Beyond ROI, Inc. • www.getBeyondROI.com
Comparison #3: Skill Applica8on and New Opportuni8es Basis for Comparison: We compared par1cipants with “above” vs. “below average” applica1on of 19 Power Messaging skills to new opportuni1es, as captured in in 48 Success Stories.
Sta8s8cal Significance: The rela1onship between skill usage and new opportuni1es is sta1s1cally significant, where Student’s T-‐test = 4.882, confidence interval of p < .01 @ 44 d.f. (two-‐tailed test, type 1 error, 95% confidence interval).
$2,494,500
$3,466,000
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
Below Average(41-‐69% of the time)
Above Average(70-‐100% of the time)
Average Size of N
ewOpp
ortunitie
s
Graph 13: Skill Application and New Dell Opportunities
HighAdopters
LowAdopters
Page 44 © 2011 Beyond ROI, Inc. • www.getBeyondROI.com
Comparison #4: Skill Applica8on and Pre/Post Revenue (points against plan)
Sta8s8cal Significance: The rela1onship between skill usage and revenue is sta1s1cally significant, where Student’s T-‐test = 2.330, confidence interval of p < 0.02 @ 81 d.f. (one-‐tailed test, type 1 error).
Basis for Comparison: We compared par1cipants based on applica1on of 18 Power Messaging skill to pre/post performance against Quota (9 months pre vs. 9 months post).
0.6%
3.1%
4.7%
0%
1%
2%
3%
4%
5%
Low Application(43-‐64% of the time)
Med Application(64-‐70% of the time)
High Application(70+% of the time)
Pre/Po
st Change
(Against Quo
ta)
Graph 14: Skill Application and Pre/Post Performance
Page 45 © 2011 Beyond ROI, Inc. • www.getBeyondROI.com
Definite Difference: Top 10 “Money Making Ac8vi8es” What’s different about the reps who saw the biggest pre/post increase in performance compared to reps who saw a pre/post decrease in performance?
1) Managers DEBRIEF customer mee1ngs with reps (i.e., to sharpen messages) — 35% more o`en 2) Wrapping your story with a STRONG DEFENSE and proof of your unique ability — 27% more o`en 3) Managers candidly share FEEDBACK around your Power Messaging skills — 19% more o`en 4) Using a compelling STORY that s1rred an emo1on — 17% more o`en 5) Clearly communica1ng the BIG PICTURE — 15% more o`en 6) Using PROPS or MINI-‐DRAMAS to capture their the customer's a]en1on — 15% more o`en 7) Managers SHARING or MODELING ideas for your Point-‐of-‐View pitch — 12% more o`en 8) Managers reviewing your MESSAGE MAP prior to a call — 11% more o`en 9) Aligning your UNIQUE STRENGTHS to what's important to your customer — 11% more o`en 10) Focusing on what customers can DO DIFFERENTLY and what that MEANS to them — 11% more o`en Implica8ons: No8ce that 4 of the 10 biggest differences are coaching ac8vi8es.
Page 46 © 2011 Beyond ROI, Inc. • www.getBeyondROI.com
Comparison #5: Coaching and Pre/Post Revenue
Sta8s8cal Significance: The rela1onship between skill usage and revenue is sta1s1cally significant, where Student’s T-‐test = 2.234, confidence interval of p < 0.0283 @ 80 d.f. (one-‐tailed test, type 1 error).
Basis for Comparison: We compared par1cipants based coaching ac1vity around Power Messaging to pre/post performance against Quota (9 months pre vs. 9 months post).
1.9%2.5%
4.9%
0%
1%
2%
3%
4%
5%
6%
Low Coaching(0-‐50% of the time)
Medium Coaching(50-‐70% of the time)
High Coaching(70+% of the time)
Pre/Po
st Change
(Against Quo
ta)
Graph 15: Coaching and Pre/Post Performance
Page 47 © 2011 Beyond ROI, Inc. • www.getBeyondROI.com
Comparison #4: How “Big” is the difference? Basis for Comparison: We compared par1cipants with Low, Medium, and High applica1on of 19 Power Messaging to Pre/Post Monthly Quota Achievement.
7.8%13.5%
33.0%
0%
5%
10%
15%
20%
25%
30%
35%
Low<65% Application
Middle65-‐75% Application
High75%+ Application
Pre/Po
st Change in M
onthly
Quo
ta Achievement
Graph 14: Skill Application and Pre/Post Changein Montly Quota Achievement
HighAdopters
LowAdopters
MiddleAdopters
Page 48 © 2011 Beyond ROI, Inc. • www.getBeyondROI.com
Comparison #5: What difference does Coaching make? Basis for Comparison: We compared par1cipants who reported Low, Medium, and High coaching ac1vity to Pre/Post Monthly Quota Achievement.
-‐7.2%
21.3%
40.6%
-‐20%
-‐10%
0%
10%
20%
30%
40%
50%
Low<50% Coaching
Middle50-‐75% Coaching
High75%+ Coaching
Pre/Po
st Change in M
onthly
Quo
ta Achievement
Graph 15: Coaching Activity and Pre/Post Changein Montly Quota Achievement
HighCoaching
LowCoaching
MiddleCoaching
Page 49 © 2011 Beyond ROI, Inc. • www.getBeyondROI.com
Comments: How will Power Messaging impact your Career?
§ “Power Messaging (Corporate Visions) is not just a course that you take like a SPIN selling or any other sales course we have all taken. This is something that if you truly embrace it will change not only you, but your customers and anyone you deal with in life. I am not the same Account Manager I was before this course and I am on a different Career path than I was before (In a Good Way).”
§ “Best training and program we have ever had and used -‐ very prac3cal and relevant. Can only make me a beTer salesperson.”
§ “It has definitely made me a beTer sales rep in the eyes of my customers. Larger sales. I feel it was the best applicable training I have received in 5 years.”
§ “It just creates a whole new way of thinking as I prepare for and execute mee3ngs with customers. I think it helps us think outside the box and posi3on ourselves different that our compe33on in life and sales. I think it helps us see the whole picture in all that we do.”
Page 50 © 2011 Beyond ROI, Inc. • www.getBeyondROI.com
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