The challenge every Sales or HR leader faces when enhancing the effectiveness of their sales teams 

In the ever-changing landscape of sales and marketing, VPs of Sales and HR Directors are continuously seeking ways to enhance the effectiveness of their teams. The key to this lies not just in skill-building but in nurturing broader capabilities. It’s time to consider a shift towards a capability-based Sales Academy, an approach that promises to revolutionize how your sales team operates. 

Why are traditional skill based Sales Academies failing and What can you do about it? 

A critical limitation of traditional skill-based training is its narrow focus, often misaligned with the dynamic roles of sales professionals. In a capability-based Sales Academy, the focus extends to developing comprehensive capabilities that are vital in today’s market. These include discovering untapped potential for pipeline building, developing robust account strategies, and identifying accounts with the highest potential for up- and cross-selling. These are not mere skills; they are strategic capabilities that empower sales professionals to navigate complex market dynamics and drive sustainable growth. 

The traditional approach to sales training is often a short-lived boost in specific skills, that do not cater to the evolving nature of the sales environment. Market trends shift, customer preferences change, and products evolve – a scenario where only continuous learning and adaptability can ensure success. A capability-focused Sales Academy fosters this environment of continuous growth, ensuring your sales force remains agile, innovative, and ahead of the curve

Moreover, the transformation from a skill-based to a capability-based training paradigm requires active management engagement. This involves identifying growth areas, integrating real-world applications, and creating opportunities for teams to apply new capabilities in strategic planning and execution. Such involvement not only underscores the training process but also demonstrates a commitment to nurturing a high-potential sales force

Implementing a capability-based Sales Academy is more than just a shift in training methodology; it’s a strategic investment in your organization’s future. By focusing on capabilities like untapped pipeline potential discovery, account strategy development, and targeted up- and cross-selling, you’re equipping your sales team not just to meet targets but to exceed them innovatively and consistently. 

As we navigate a market that demands more agility and strategic foresight than ever before, the need for a capable and forward-thinking sales force is paramount. For VPs of Sales and HR Directors, championing a capability-based Sales Academy is not just an innovative step forward; it’s an essential strategy for staying competitive and driving long-term success. By investing in these broader capabilities, you’re paving the way for a more dynamic, proactive, and high-performing sales team. 


Challenge: Identifying Lengthy Sales Cycles 

Sales leaders in the tech industry can detect the challenge of longer sales cycles through a few key indicators within their organizations. This might manifest as an increasing time between initial customer contact and deal closure, a growing number of touchpoints or interactions needed before a sale is secured, or feedback from the sales team about the complexities and delays in customer decision-making processes. It’s often noticeable in the form of elongated negotiations, extended pilot programs, or increased requirements for technical validations. 

Root Causes for Longer Sales Cycles 

Several factors contribute to longer sales cycles in the tech sector: 

  1. Complex Decision-Making Units: Tech purchases often involve a multitude of stakeholders, each with their own set of concerns and requirements. The decision-making unit may include IT professionals, end-users, financial controllers, and senior executives, each needing to be convinced of the problem, why it has to be solved now and how you are unique in solving their challenge.  
  1. Complexity of Customer Problems: Customers are seeking solutions for increasingly complex problems, which require sophisticated and customized tech solutions. Understanding these complexities and tailoring the sales approach to address them specifically can extend the duration of the sales cycle. 
  1. Budget Cycles and Financial Scrutiny: Given the significant investment often associated with technology solutions, purchases may be tied to customers’ fiscal planning cycles and subjected to rigorous financial scrutiny and require having everybody aligned on the necessity of the investment to be done 
  1. Market Saturation and Competition: A crowded marketplace means that customers often have many options to consider, leading to a more extended comparison and evaluation phase
  1. Regulatory and Compliance Issues: Especially in industries like healthcare or finance, sales are impacted by various regulatory and compliance requirements, which can further lengthen the sales process as these boxes need to be checked before a deal can progress. 

Strategies to Anticipate and Navigate Longer Sales Cycles 

To anticipate and effectively manage these extended sales cycles, consider the following strategic approaches: 

  1. Align Sales and Marketing with Customer Buying Behaviors: Develop a sales and marketing strategy that is in lockstep with the customer’s buying behavior. This involves creating a common understanding of how your customers buy, what the right conversation should be with the different stakeholders, and which are the key touchpoints. The fact that every customer is unique in his or her behavior, you need a fuzzy logic approach that can align to each different situation.  Creating the capabilities in your team for understanding where the potential customer is in their buying readiness is key.  Utilize data analytics to predict when customers are most likely to engage, allowing sales teams to initiate the right conversations at the right time. Content marketing should be leveraged to educate and nurture leads throughout the buying process, providing them with the information they need when they need it, effectively shortening the sales cycle by aligning with their pace and progress.
  2. Facilitate Buying Committee Alignment: Since tech purchases often involve a committee, it’s essential to align your sales process with the various stages of their buying journey. This means understanding the unique concerns and criteria of each stakeholder and tailoring communication to address these points. Sales representatives should aim to facilitate consensus among the committee by identifying and addressing the specific needs of each member. This might involve creating tailored conversations, aligned messaging and facilitating workshops or demonstrations that address collective and individual concerns. All while maintaining open lines of communication to ensure that all members move through the buying process together. 
  3. Simplify and Intuitize the Sales Approach: A complex sales process can be daunting for both the customer and the sales team. Streamlining the sales methodology to be simple and intuitive is critical. This can be achieved by using a simple metaphor that everybody can understand and that is easy to implement. It ideally outlines each step in the customer buying process, from initial issue awareness to post-sale follow-up.Training programs should focus on reinforcing these methods until they become second nature to the sales team. Additionally, employing tools such as CRM systems that provide prompts and reminders can help ensure that the sales methodology is consistently applied across all interactions.

      By implementing these strategies, sales leaders in the tech industry can better prepare their teams to navigate the challenges of longer sales cycles, ultimately leading to more successful outcomes and sustained business growth. 


      Does it still make sense to present the sales process as a linear multi-step progression? And if not, how can we organize sales to handle today’s complex reality? 

      During the industrial revolution in the 19th century, industrialists tried to streamline and standardise factory production into linear processes as much as possible – thinking that this would help them to manage their activities, predict the outcome of each step in the production process, and so ensure a consistent level of quality.  

      We still view the sales process today largely in the same linear way as the industrialists did back in the 19th century. We get a sales lead in, qualify it, have a discovery meeting, exert our influence in the offer phase, and do whatever it takes to close the deal.  

      We often assess our salespeople’s productivity according to this linear logic: we count the number of appointments, offers and conversion rate for these offers, and then we try to optimize this process as much as possible. The leading salesperson in the organization is usually the benchmark in this assessment, with the lesser gods needing to mould themselves into their image.  

      Increasing complexity  

      Organizing sales according to this linear representation works to a certain extent – the complexity of the sales process can be manageable if you share exactly the same sales dynamic in all deals, and only have to deal with one type of stakeholder, with a similar order size each time…  

      But the reality is completely different and much more complex for most salespeople:  

      • Most salespeople are responsible for different products and serve different vertical markets
      • The number of stakeholders who make or influence decisions is growing all the time. The most recent research speaks of 5 to 20 stakeholders, depending on the size and complexity of activities
      • The various decision-makers and influencers are rarely or never all in the same mental phase in the buying journey. Some of them will not yet see the benefits of your product, while others might have been wanting it for a long time already. Each stakeholder will have travelled part of the buying journey from the perspective of their own responsibilities, and considered the impact of your product on their department

      This alone can result in overwhelming complexity already, which makes it difficult for individual salespeople to handle. Every element in this complicated matrix of products, industries, stakeholders and buying phases demands a different sales conversation. Also bear in mind that each salesperson is working on multiple deals at the same time. 

      Linear internal processes  

      The linear approach is unfortunately still the most common, and it’s often cemented in rigid processes and CRM systems. It’s a recipe for failure. A typical example is a salesperson having a conversation with a prospect who knows exactly what they want but does not have the authority to make a decision. A CRM often cannot handle this complexity.  

      The classic picture of suspect – prospect – discovery – solution – object handling – closing has often been updated and aligned with a typical buying process for complex sales, but even here, salespeople are often forced into a linear framework of ‘required steps to follow’.

      Even in complex sales, salespeople are often forced into a linear framework of necessary steps to follow

      The typical marketing approach, where prospects go through a funnel from awareness to decision, may be useful for content marketing and digital customer journeys, but it is too simplistic to represent the complexity of the actual buying journey, and certainly not suitable for tracing buying readiness. Is someone who downloads your eBook interested in buying your product? Maybe. But just as often they do this out of personal interest. 

      Adapting to the unique buying journey  

      It’s clear that every buying journey is unique, and classic sales models cannot adequately capture this reality. Every decision-maker has taken their own path, and it’s difficult for a linear process to provide an answer to that. As a salesperson, you are constantly entering into the customer’s buying journey at different moments. Forcing an internal, linear process on the customer’s mental process is therefore useless. 

      Marketing Funnel
      As a salesperson, you are constantly breaking into the customer’s buying journey at different moments. This cannot be represented in a linear way

      Take the example of a couple entering an electronics store to look for a new TV. The tech geek in the couple will likely be quickly convinced about the latest features on the new 8K HD device. The more price-conscious half of the couple may wonder whether a new purchase is even necessary. As a salesperson, you need to adapt to each buyer’s mental phase. You probably won’t be able to bluff the price-conscious half of the couple with features (decision). Nor will you have to point out to the tech geek the necessity for a new TV (awareness).  

      What salespeople need today, to be able to handle complexity, is an adaptive model that allows them to be agile and adapt to every situation. The salesperson’s main task is therefore to detect the customer’s mental state and buying readiness. If they can do this, it’s important that they respond to that mental state by doing the right thing at the right time. Developing sales people is one of the main responsibilities for sales leaders. Making sure sales people can report on the real situations in every deal in a very pragmatic but structured way is needed to enable steering and coaching. A classic multi-step process greatly restricts this and makes business reviews too time consuming, with a lot of irrelevant storytelling, and without the expected outcome.


      Companies invest a lot of money in developing content that supports sales, but often see no return on their investment. The reason for this is that the sales organization does not use the developed content, or isn’t using it enough. So what’s going on?  

      The impact of content usage and, by extension, sales enablement has been demonstrated many times before. According to figures from Miller Heiman Group in 2019, organizations without sales enablement achieve average win rates of 42.5%, while organizations with sales enablement achieve an average win rate of 49.0%, a huge 15.3% increase. 

      Sales content is not marketing content  

      Content plays a crucial role in different phases of the buying cycle. It can accelerate the sales process and significantly reduce sales costs. But what exactly do we mean by sales content?  

      Typical sales funnel

      Content for: 

      • onboarding when launching new products or services
      • important announcements with regard to the sales strategy
      • preparing for customer contact moments
      • during the contact moment
      • follow-up after the contact moment
      • training and coaching salespeople

      Apparently, it turns out that salespeople don’t find enough of this kind of content in the materials produced by marketing departments. The reason for this comes from the purpose that marketing content serves, i.e. to influence the market based on its own strengths, and to lead as many interested parties as possible through the famous marketing funnel, with little variation in the message – ‘one-to-many communication’ – as quickly as possible, from awareness to buying intent.  

      Content that is developed for this purpose has some specific characteristics:  

      • the customer searches for and discovers the content under their own initiative (inbound marketing) 
      • the content reaches the customer online or via an automated process (outbound marketing)
      • the effectiveness of the content is measured using KPIs such as clicks, reading time or number of shares
      • the ultimate goal of the content is to generate Marketing Qualified Leads (MQL)

      From funnel to unique journey  

      Many organizations still believe the MQL simply needs handing over to the salesperson who then just has an easy tap-in to score the goal. The customer has already passed through the entire marketing funnel, so all sales has to do is cash in on the marketing effort.  

      But this belief is – of course – misguided. The idea that a customer will dutifully go through a content funnel, and immediately be willing to buy at the end of that journey, is not the case in practice. Content is consumed for various reasons in this marketing funnel, and there are sure to be interested parties for your product, but people also download your ebook out of curiosity, or scroll through your website, to ultimately discover it’s not what they’re looking for. So who says your MQL has the required budget, or can make a decision or even influence it?  

      The marketing funnel in no way helps to predict the customer’s buying intent or willingness to buy. And it tells us little about which phase in the buying journey the customer finds themselves. The buying journey is therefore anything but linear, and it’s unique for each customer. When the salesperson starts working with an MQL, they always intervene at a different moment in the buying journey. And that requires specific content.

      Sales content that works  

      It’s impossible for the marketing content mentioned above to satisfy the non-linear need. After all, marketing content is fundamentally different from sales content. The latter needs to support a salesperson before, during and after sales conversations. The customer does not consume it directly; they access it through personal interaction with the salesperson.  

      To increase the use of content in sales and so improve sales productivity, make sure your sales content has these characteristics:  

      • Snackable: short and powerful, simple to use and easy to understand
      • Accessible and quickly findable, so salespeople can spend more time selling and less time searching for content
      • Adapted to the customer’s mental stage in the buying journey
      • Interactive: inviting participation and interaction
      • Just in time: supportive for the salesperson in every phase – from preparing for the customer conversation, to interactions with the customer, and in the follow-up process
      • Focused on action: usable, helpful and encouraging action.  

      Are you ready to get to work on your sales content strategy? Let us know!


      In our conversations with CEOs and sales and marketing directors, we keep hearing the same comment – that fewer and fewer salespeople are meeting their targets. And further investigation has made the reason for this very clear: salespeople have insufficient knowledge of their customers and the market, and are lacking some of the specific competencies required in today’s marketplace. 

      Various research has shown that revenue and sales quotas are becoming increasingly difficult to achieve. For example, one study by Sales Insights Lab in 2021 demonstrated that only 24.3% of salespeople were managing to exceed their sales quota. So is there a problem with salespeople’s productivity?  

      Much depends on how we present sales productivity, because the concept is very often seen as a combination of efficiency and effectiveness.  

      Sales Productivity

      And this presentation is a good reflection of traditional sales training, where the main aim is to clone top salespeople’s behaviour into the DNA for other salespeople. According to figures from the Association for Talent Development, the US alone spends $24 billion per year on this.  

      But this approach has a disappointing outcome. Fewer and fewer salespeople are achieving their quotas, and fewer and fewer companies are achieving their revenue targets. So the main challenge is no longer effectiveness, but a lack of knowledge about the customer and an inability to link any available knowledge to products and services.  

      What has changed? 

      Almost everyone agrees that customers are much better informed nowadays. And one consequence of this is that customers prefer it when we are less active in trying to sell. They don’t want us to try to convince them, and instead like to make their own minds up. So traditional methods of talking about the company, products and services simply don’t work anymore because customers can find all the information they need on the internet. They used to accept the information we gave them and were happy with that because there was no alternative, but now they can find all the information they need about products and services without any help or intervention from salespeople. 

      The fact that customers can now serve themselves with this information also has a significant downside, however. How do they deal with conflicting information and advice? How do they know what is correct or relevant?  

      And this is where the opportunity now lies for customer-facing professionals: providing added value, offering useful content, and having meaningful conversations. These are now the most important reasons for customers wanting to engage in dialogue with a salesperson. They expect the salesperson to know their environment and responsibilities, and don’t want to have to bring them up to speed themselves. But they do expect the salesperson to engage in dialogue, share their experiences from other companies, and enhance the buyer’s perspective.  

      What has not changed? 

      All of this has led to a steep rise in content production over recent years because we want to ensure customers can inform themselves. Some suppliers and analysts even claim that content marketing is taking over from sales. Unfortunately, however, it’s not quite that simple.  

      Customers may well be informing themselves more, but content marketing has not solved the problem of declining sales quotas and salespeople productivity. In B2B, digital interactions are just as necessary as personal interactions with sales – as a recent study by Forrester confirms (Sales Enablement: Planning Assumptions 2022, Forrester Research Inc., September 2021). Interactions with customers have only increased recently, e.g. from 16 to 17 between 2017 and 2019, and from 17 to 27 during the pandemic. Customers are seeking out information for themselves, but they still need answers. And this is where the salesperson comes in – because they are still seen as a partner here.

      Furthermore: the type of interaction (digital versus personal with the salesperson) is independent of the phase in the buying process. It’s not the case that a salesperson is only forced to join in at the end of the buying cycle. So we need to make sure we interpret the almost mythical figure – that 57% of the buying cycle is completed before a salesperson is involved – from research firm CEB (now Gartner), correctly. As mentioned above, the customer is better informed these days. So their decision criteria have typically already become more influenced.  

      A salesperson with the right knowledge can therefore engage in dialogue with the customer and avoid this pitfall. It’s all about having meaningful conversations. And it’s not relevant whether these conversations take place through personal interaction or indirect communications – as long as the buyer finds answers in every phase of the buying cycle. Again: content marketing is essential, just like sales. And one cannot do without the other in complex B2B environments. 

      And what about training?  

      Traditional sales training has become outdated, just like the focus on quotas based on efficiency and effectiveness. What we need today, more than ever before, is more focus on sharing knowledge and experiences (see graph). 

      Our advice to sales managers is therefore to enable salespeople to share useful information with customers during sales conversations, and to introduce a common language in your training that encourages team selling and experience sharing. Customer-facing professionals want to be able to have meaningful conversations that are relevant to the context and the customer’s phase in the buying cycle. ‘Just in time’ is the key phrase here. We are therefore seeing increased benefits in training that teaches competencies which allow salespeople to introduce contextually relevant cases, from themselves or at least from their environment. 

      Increasing sales productivity again 

      Our analyses consistently show that salespeople who possess the right knowledge, skills and tools are more likely to meet their quotas. This clearly falls under the realm of sales enablement, a continuous process of giving your customer-facing employees the knowledge, skills and tools they need. 

      Figures from Miller Heiman Group from 2019 support this claim (see graph below), and they show the impact of sales enablement in their 5th Annual Sales Enablement Study. Organizations without sales enablement achieve a win rate of 42.5%, 3.9% lower than the average (46.4%). Organizations with sales enablement achieve an average win rate of 49.0%, a huge 15.3% increase. 

      Win Rates for Forecast Deals

      Win Rates for Forecast Deals

      Creating an environment like this in your organization can therefore significantly improve your sales results. But how do you do that? First and foremost, you need a company culture that encourages continuous learning and improvement. Additionally, it’s also best to make relevant content available in bite-sized pieces, easily accessible, and with clear instructions on when and with whom to use it.  

      In other words, the solution lies in continuously sharing knowledge and experiences to improve the productivity of salespeople and the entire sales team.  

      To find out more, get in touch with one of our experts who will be happy to provide you with specifically tailored and actionable input. Book your appointment today. 

      Want to learn more? Download our eBook:


      Today’s buying cycles are more like nonlinear, networked journeys. As a sales professional, it’s almost impossible to handle this complex fuzzy logic process on your own. That’s why selling is a team sport. It needs multiple people with different roles who need to work together to achieve a common goal: solving customer challenges and aspirations.

      5 reasons why sales is a team sport

      1. Selling is a complex process that requires different competencies.

      Selling includes building relationships, qualifying, gathering insights, enriching the vision of the customer, influencing based on your strengths, negotiating and closing. Each phase of the buying cycle requires different skills and knowledge. Developing sales talent to prepare them for all these competencies takes too much time. It is too risky and it prevents companies from reaching their full potential. Collaboration between team members is the name of the game.

      2. Selling is a competitive process that requires differentiation and mental strength.

      In today’s crowded, noisy market, customers have many options and alternatives. The abundance of available information makes it hard to distinguish what is relevant. A salesperson can help customers by pointing out what is relevant to their business and challenges. Sales can help by visualizing what the impact will be when they use their products and services. This can help the customer to break the status quo and actively seek a solution. Only then is it the right time to talk about products and services and link those to the solution the customer has in mind. To drive the buyer towards a favorable decision, a commercial organization needs to make use of the strengths and resources of its team. This includes seeking assistance from marketing, product development, product marketing, technical experts, application engineers, and customer service.

      3. Selling is a relational process that requires trust.

      Customers always buy from salespeople they like, know and trust. Yet, the number of people involved in B2B buying cycles has increased to at least 5, even up to 20 people, depending on the complexity of the offering and the size of the customer’s organization. How can one person build rapport and credibility with so many people in different roles? How can one person have relevant conversations to establish long-term relationships that go beyond the transaction?

      Commercial organizations have to enable a team to build relationships in parallel. Sales can be the orchestrator in this to ensure a consistent and positive customer experience throughout the buyer’s journey. That is a big change for traditional sellers, because it means they no longer own the relationship. Many people and digital touchpoints are now in play in parallel.

      4. Selling is a dynamic process that requires adaptation.

      Customer needs, preferences and expectations change over time. The offering evolves, the competition is changing, new competitors enter the market, sometimes with a totally new perspective. A salesperson needs to stay on top of market trends and customer feedback. This requires the team to adjust its strategy and tactics accordingly. That’s why they need to learn and grow with their team, and continuously build ‘next’ practices instead of ‘best practices’ based on these insights and lessons learned.

      5. Selling is a rewarding process that requires recognition.

      Salespeople work hard to achieve their goals and overcome challenges. They need to feel appreciated and valued for their efforts and contributions. The new context has a huge impact, because they no longer are the hero. It’s the team who is realizing success and failure together. That’s why they need to learn to celebrate success as a team and acknowledge their achievements, express gratitude and enjoy the fruits of the collaboration. It’s an important role for sales leaders to facilitate this, while keeping the mental resilience of the salesperson high. At the end of the day, the salesperson is like a deep striker in soccer. If they don’t score enough, the team can’t win.

      5 tips on how to organize sales as a team sport

      1. Define clear roles

      Define clear roles and responsibilities for each team member involved in the customer journey. Make sure everyone knows what they are expected to do, when they are expected to do it and how they are expected to do it. They all need to understand how they contribute and what others in the team are expecting from them.

      2. Foster communication

      Establish regular communication channels and feedback mechanisms for all involved. Make sure everyone is informed, aligned and engaged with the sales goals, strategies and activities.

      3. Stimulate collaboration

      Create a culture of collaboration and continuous improvement. Make sure everyone respects, supports and helps each other to achieve the common goal.

      4. Keep learning

      Stimulate a culture of learning and development. Make sure everyone seeks, shares and applies new knowledge, skills and ideas to improve their performance.

      5. Celebrate success as a team.

      Cultivate a culture of recognition and appreciation among team members involved in the sales process. Make sure everyone acknowledges, praises and rewards each other for their efforts and results.

      With today’s complex buying cycles, we need to have everyone on board to make the sale. Everyone is in sales and can contribute to ensure a consistent and positive customer experience in every touchpoint.


      In our previous post, we explained that a complex business negotiation is much like a chess game. It’s about making a move and anticipating your customer’s next moves. One of our customers, a packaging company, recently learned this by following our Complex Negotiations Implementation Track, an intense training & development program for sales teams and management professionals. Throughout the process, our customer started to have a pretty good idea of what they were doing right and should do more of, what they needed to stop doing, and what they needed to start doing. We packed all the valuable lessons in a practical overview.  
       

      What they need to CONTINUE doing 

      Have strategic conversations

      Before going into the negotiation and even quotation phase, start by exploring the customer’s challenges and priorities for improvement. During preparations, also talk to technical teams or people on the work floor. 

      Sell the value, not the product  

      Sales reps like to see their customer relationship as a partnership, where they jointly work on Total Cost of Ownership. This is a much better choice than just defending the value or margin on your product. To do this successfully, you need to be able to prove the value you are offering, whether it’s a cost reduction, cost avoidance, increased revenue, or decreased risk.  

      You need to make clear that taking your company out of the equation would have a negative impact, one that outweighs the potential price gain from working with a cheaper vendor. The value you offer, including the specialty services on top of your product, is something unique.  

      Prepare, prepare, and then prepare some more 

      Hamlet knew: readiness is all. Preparation does make a difference. Prepare your meetings and calls by inputting data and insights from the customer in a structured way and always determine a next objective before starting any new customer interaction.   

      What they need to STOP doing 

      Give discounts  

      Discounts don’t exist. Concessions are always a value transfer. Giving a discount without getting something in return will undermine your integrity and credibility. You are always offering the best price as part of your partnership. That is why you need something in return when your customer needs a lower price.  

      Enter price negotiations before issues are solved  

      Before going into the negotiation endgame (where you discuss what to give and take), you should reconfirm all actions that have been agreed upon and that have led to resolving all objections and concerns. It makes no sense to start your endgame discussion when some issues are still on the table.  

      Oversell 

      Don’t talk about features or benefits before you are sure that your customer will perceive these as valuable. You need clear confirmation from your customer about the relevance of your features and benefits.  

      Ask self-serving questions  

      Questions like ‘when are you taking a decision?’ do not help the customer. Instead, ask things like ‘by when would you like to see the first shipment or implementation?’ 

      Assume things  

      It’s dangerous to assume things. What happened yesterday or today, will not necessarily happen tomorrow. Don’t assume something to be true even if it is true 99% of the time. Instead discuss it with your customer and get confirmation. Remember: one mistake with one customer is 100% failure. 

       “Give” before preparing a give and take list 

      You should always have a list of “gives and takes” before entering a negotiation. You need to know what concessions the customer is willing to do in exchange for your give list. Remember, it’s not wise to start giving before the Middlegame (all non-price related matters) has ended.  

      What they need to START doing 

      Ask the magic opening question 

      ‘What has changed since the last time we spoke’ is a great opening question. You don’t always know what has happened since you last spoke with your customer, so you should ask this question every time before going into the meeting agenda.  

      Close every meeting  

      ABC – Always Be Closing: try to get as close as possible to your next objective. Summarize what is agreed upon and ask for confirmation. 

      Use the pre-close technique  

      You have explored give/take scenarios and you have confirmed these with your internal team/management. The next thing you want to do is apply the pre-closing technique. This means that you assess the mood of the buyer before asking for the sale, so you can move your prospect forward more easily.  

      Use the Game Plan template  

      When reaching the Middlegame (resolving objections and concerns), use the Game Plan template. This is a tactical support tool which challenges you on all levels. 

      Assess the Balance of Power  

      Before going into the end game, assess the Balance of Power to prevent procurement from using pressure and emotion as a negotiation tactic. Many sales professionals underestimate the power they have over the customer. You might be surprised about the impact you have on a customer when you talk about what they would lose when moving to a competitor or what they would gain when they do (more) business with you. If you negotiate with more confidence, you will achieve more margin. 

      Let’s play chess 

      Negotiations are much like chess. And when you apply these lessons learned you’re much more likely to make the best moves and win the game.  

      Even if you’re an experienced sales professional, there’s something to be learned here. Based upon my own sales leadership experience, I firmly believe it’s good to be challenged sometimes, especially when you are confronted with changing circumstances, or when you have been in the same company or business for quite some time.  

      Just like our packaging customer, it’s a great, eye-opening exercise to draft your own start – stop – continue plan. In fact, I believe this can benefit any sales professional, whether you are experienced or not. It’s useful to always refresh your skills, polish your good habits, and have a fresh pair of eyes looking over your shoulder.

      My colleagues and I have supported many experienced and senior professionals in this. If you are looking for a negotiation trajectory, similar to what we have offered to our packaging customer, we can be that partner for you.


      If life is like a box of chocolates, then a business negotiation is definitely like a chess game. It’s about making a move and anticipating the next move of your customer. That’s the analogy we use in our complex negotiations implementation track, which we recently offered to a customer in the packaging industry. Let’s have a look at how we improved this customer’s negotiation outcomes. 

      A few days into the implementation track, we already received encouraging customer feedback:

      Thanks to the Perpetos workshop on Complex Negotiations, we were able to close a difficult negotiation that had been going on for several months, and we brought a good result home.

      Of course, this didn’t come out of nothing. Just like a chess game, the negotiations had a well-prepared opening, middlegame and end game. Here is what happened. 

      Opening: price pressure  

      Our above-mentioned packaging company was suddenly confronted with one of their long-term, high-volume customers who after a leadership change decided to bid and test the market. The customer wanted to reduce their current raw material prices by 5% and even succeeded in obtaining a price offer that was 12% below our packaging company’s proposal.  

      The customer was not opposed to a 3-year agreement per se. However, they did not want to be tied to automatic material (price) increases. Instead, they preferred to negotiate and test the market annually. In chess terms, the customer had made its opening move.  

      Middlegame: a well-conceived game plan  

      Was giving in to price pressure the only option for our packaging company? Far from it. This is how they handled it differently. For starters, the packaging company’s sales representative prepared his case using our Game Plan Template, which focuses on the customer’s needs and helps to map out all possible scenarios prior to the first customer meeting. 

      Next, the sales rep assessed the balance of power. Based on that, he came to an understanding how he could influence that balance and determine his starting position. His plan A was a 3-year contract with a 16% price increase. Plan B included a 3-year contract with an 11% price increase and 10 M$ of new volume. 

      The sales rep started the meeting with one simple question: “What has changed since the last time we spoke?” The question brought him a ton of new information about the buyer’s priorities and additional responsibilities. During the discussion, the focus was not so much on selling the packaging, but it shifted towards the added value and services provided by the packaging company. The sales rep also made sure that all open issues were closed at the table. This boxed the buyer into a position where he did not have any leverage relating to service or quality.  

      End game: giving and taking   

      Despite expecting a 5% price reduction, the customer did sign a 3-year contract with a 16% price increase. In exchange for this concession by the customer, the packaging sales rep agreed to reduce the increase to 11% for business or additional volumes coming from a new plant.  

      Everybody wins  

      Both buyer and seller came out better from the negotiation. This may sound easy, but in practice it’s not. It can be hard to sit in front of a customer who believes the market is softening and who demands price increases based on outdated material indices.  

      You could also argue that all the above is obvious. So, why would you need a training or implementation track for that? Our answer to that question is: anyone who has been sitting in front of a customer lately, anyone who has sensed the heat of the moment, will know that these things aren’t obvious. We don’t always apply what we have learned, especially when we’re in the everyday rush. People do not change their behavior overnight, especially salespeople, who can be a bit stubborn. (I’m allowed to say that, because I am one.) 

      Tools for negotiation success  

      At Perpetos, we develop tools, we provide handles, and we give tips to put all the above advice into practice and to embed it in your daily sales approach. Implementation is the most difficult part of a change process. That’s where we go the extra mile. We do not just train people, we help them to implement change as well. 

      Here is some feedback we received from participants of our recent implementation track: 

      Negotiation is a chess game indeed. No matter how close your relationship with the buyer is, they can never be completely truthful. Preparation is so important. Confidence in the value you can provide, makes all the difference for your mindset.

      When a customer makes a request, it’s OK to push back and ask something in return.

      I need to dig deeper and find the underlying request. Never just assume!

      Great session, it gave me the tools I need to take this to my customer.

      More chess  

      In our next blog, we’ll discuss some more lessons from the field. We’ll share the key takeaways from the implementation track followed by our packaging company. These lessons were learned during several workshops we had with the EU and US leadership team and global key account managers. 


      Many of today’s interactions take place via automated, CRM or CX management tools, which often don’t tap into the full customer potential. There’s still immense value to be had from our ‘human touchpoints’ – our moments of personal contact, which are often the only way to clearly see if your offer matches customer expectations. But it goes further than this. These moments can actively influence the customer vision and develop new potential. Customer-centric conversations are also the topic of one of our ongoing client programs, in which we’re teaching these techniques to 30 teams throughout EMEA. Over the space of three months, we’re preparing our client’s in-house and external sales teams for these challenges.  

      Human interaction is still incredibly valuable for assessing your customer’s potential and influencing their decisions – something we sometimes forget in today’s hectic world with so much focus on data. Conversations with your customer are the ideal opportunity to find out whether they can clearly see the benefits of your solution and how they will help their organization. After all, what you think you can give doesn’t always match up to what the customer is trying to buy.  

      Buyer alignment + sales effectiveness  

      Exposing this value to the customer at the right time and influencing their potential are critical for continued growth. So ask yourself whether the customer can see the value you bring, and if you can use it to accelerate their sales cycle – the intersection between buyer alignment (where your sales process aligns with the buyer journey) and sales effectiveness. Successfully combining these two aspects creates real value.  

      Value selling  

      It’s also the exact combination that we’re working on in our upskilling process for 30 teams, where value selling is still a critical component. And that’s why we – together with our client – are developing this further on a new messaging framework, and helping to convert this value and messaging in the workplace. Ready to use and available for their teams. 


      Understand the motivation of sales people 

      A good sales leader not only succeeds in organizing the sales team well to achieve the goals but he or she also supports the team with the right tools to be successful. And still, the best sales leaders you recognize by the sellers themselves. If you look closely, you can recognise them by the spark in their eyes, the discipline at work and the motivation to reach target. They are not one-time performers but consistently perform well, even over a longer period.  

      Is there a secret manual? And if so, can this be taught? 

      There are several basic principles. Thus, a good motivator puts the other person first and realizes that each person is different, with individual wishes, expectations, and motivations.  

      And there are many aspects to consider such as the fact that people can change. What used to motivate, it doesn’t have to be today. Also the intensity of motivation can change.  

      Research shows that most people have one or two decisive motivators or drives, such as wage components, training, friendships at work. If you can define these motivators, you will have the basics to build your dream team of successful sales representatives.  

      Furthermore, it is important to realize that managers can never keep all employees 100% motivated 100% of the time. That’s okay. If you can avoid demotivation and increase motivation – any win is welcome – the final results will increase with a multiplier effect.  

      Most sales representatives will be open and transparent about their demotivators. Often these lie in a surfeit of administrative tasks and solving customer problems that contribute little to (more) sales.   

      Motivators are often much more varied and harder to discuss. A good relationship of trust with the manager can make the difference.  

      It turns out that sales representatives are surprisingly often driven by growth. Growth in the job, their career, the number and type of clients they can handle, etc. With this motivator, it is advisable to demonstrate how commitment leads to more possibilities. Providing a career path and delegating responsibilities will give this seller extra incentive. 

      As a result, some sales representatives are stimulated by challenge. They want to win. These individuals are at their best when they are given visible appreciation for their achievements, when they can build on their strengths and their imperfections are glossed over.   

      Some sales representatives prefer to work in a team, others need their independence. It is important to create situations where both profiles come into their own, by assigning specific projects: for example a project where you have to collaborate with a different department or if your manager wants to delegate a certain task to you.  

      And we have to be honest, quite a few sellers think the pennies are very important. Therefore, reward plans need to be well aligned  with sales results, with attention to short- and long-term results and adapted to the sales strategy. 

      Excited for some tips to share a sales strategy with your team by using a virtual sales kick-off? And to inspire and motivate them? Then read our blog ‘a virtual sales kick-off?

      Perpetos Webinar

      Sales Kick-Off (SKO) going virtual?

      Excited for some tips to share a sales strategy with your team by using a virtual sales kick-off? And to inspire and motivate them? Then read our blog ‘a virtual sales kick-off’.


      Virtual SKO

      Sales Kick-Off 2021 will soon be upon us, and this time , as we’re all working from home more, it’s highly likely to go virtual.

      That’s why it’s imperative for you to know what engages and motivates people from a distance. How can you shift your salespeople’s mindset to align them with the strategy, objectives, process, content, and tools they need to succeed in 2021?

      You can find out more about taking the lead in the aftermath of Covid-19 by watching our webinar.

      Unique challenges

      The annual SKO is your starting point for aligning your entire sales organization around your company mission, vision, strategy, and objectives. Just like previous years, your sales team will be wondering how they fit into your plans, and what you as sales leader are doing to support their effort and ensure they succeed. But things are different this year, because of restrictions on people meeting in person, in groups… at home, in the office, or anywhere you might normally go for a team event.  

      Regular team-bonding activities and sessions are out of the question, because you’re not allowed to meet in larger groups. So what other activities can you arrange to build team spirit, and encourage and enthuse your sales reps?

      5 steps to virtual SKO success

      Step 1: Set clear objectives for your virtual SKO.

      • What’s the number one issue impacting sales efficiency that you need to address for the coming year?
      • What’s the main change or transformation you can implement to drive your sales organization forward?

      Try to see the bigger picture when answering these questions. Working out how issues relates to your sales process will help you determine if need better planning, other talent…

      Step 2: Define your program content.

      Once you’ve set your objectives, you can use careful planning to make the most of your time and create content that aligns with your goals.

      • Ask yourself what questions your team are likely to have, and prepare your answers;
      • Can you arrange any hand-on exercises or breakout sessions?
      • How can you make these activities work in practice?

      It’s worth running through your ideas in advance to iron out any issues that might arise and structure the SKO properly. Don’t forget: you also need to give your salespeople time to network or simply recharge sometimes.

      Discuss all these questions and issues with your team, so they can help you find answers and make any necessary arrangements. Once you’ve formulated your SKO, you can reverse engineer the meeting.

      Step 3: Find out what you can in advance.

      • Invite your salespeople to share customer success stories;
      • Record their best elevator pitches;
      • Provide team updates;
      • Etc.

      Step 4: Encourage participants to get involved

      • Stimulate chat before, during, and after your keynote to gather questions and concerns from the floor;
      • Break out into virtual sessions so that people can discuss plans together.

      Step 5: Outline what happens after the SKO

      • Work out the best way to ensure your plans for result-driven adoption and reinforcement are put into practice;
      • Think about execution and set up virtual sales initiatives to pave the way to success;
      • To improve your commercial performance by prioritizing your activities, read our checklist.

      In summary

      When asking yourself how a virtual SKO can drive results, it’s important to consider the following:

      • A virtual SKO is still a live event, so you still need to engage all attendees and make sure they get involved;  
      • The medium used to deliver the messages doesn’t change the outcomes – and the outcomes depend on shifting the mindset, explaining each salesperson’s the contribution, and following up implementation;  
      • The plan for what happens after the SKO is just as important as the event itself.  

      Going virtual

      To help you shift your usual SKO into a virtual one, you can consider shifting your SKO budgets for travel, accommodation, and networking into post-event sales effectiveness programs.

      • Investing in learning and coaching;
      • Develop the new insights required to carry out the new plan;
      • Focus on the skills that need to be reinforced;
      • Work out how to measure success.

      Looking for Common Sales Enablement pitfalls? Here’s 4 mistakes to avoid.

      Perpetos Webinar

      [eBook]
      Common Sales Enablement pitfalls.
      4 mistakes to avoid

      This eBook is designed to help organizations avoid
      the four biggest pitfalls to sales enablement success


      Why sales coaching?

      Research by CSO Insights has shown that sales coaching enables sellers to substantially improve their sales skills and so win more deals. The second benefit is that it allows sales managers to shift their focus from simply helping people to do their work to actually developing their skills. Which is surely an advantage, isn’t it?

      But how?

      Sales managers need to use coaching techniques, tips and tools. Even though some may have a talent for coaching, many don’t know how best to go about it. Sales management coaching programs help them gain the skills and self-confidence they need to integrate coaching as part of their daily routine. Fortunately, there’s technology available to help them. Sales coaching software doesn’t just make it possible to personalise the coaching, but also to measure it by looking at the sellers’ individual actions, monitoring their progress and providing a visual representation to make things clearer, rather than simply using their own perception, gut instinct and experience.

      Sales coaching tools

      Coaching isn’t the same thing as providing solutions or giving everyone the same advice. A good sales coaching tool can chart progress and zoom in on the lowest level of knowledge, and combine this with the extent to which this knowledge is actually applied.

      Sales coaching tools

      It differs from eLearning or other content offered by Learning Management Systems (LMS) in this sense, because a sales coaching tool combines software for teaching sellers and ensuring they retain this information, stimulating behavioural change, making everything measurable, and providing suggestions for the management to reach the right conclusions and implement the right actions. Altogether, it forms an integrated solution that provides content exactly when it’s needed.

      Enabling just-in-time coaching

      This flexible (agile) method for developing sellers’ skills is called ‘Coaching Enablement’. It allows you to organise, manage and individualise coaching while ensuring sellers retain the information they’re given. It also provides dashboards for sales managers, higher management and HR. This means HR can now measure, support and adapt each employee’s development and the impact they have. Peer-to-peer learning is also provided.

      A good example of this is ‘video pitching’, where the seller records an answer to a client situation using their smartphone, which can then be used as coaching input for the sales manager, and good examples can be shared with other team members. This enhances the performance of the whole team, contributes to continuous development and improves team spirit.

      Enabling just-in-time coaching

      The main advantages of just-in-time coaching are:

      1. Identifying possibilities for personal development
      2. Building self-confidence
      3. Strengthening desired behaviour, knowledge and skills
      4. Installing a culture that stimulates continuous improvement for each individual and the team
      5. Measuring the impact on sales results

      Read more about agile learning, knowledge retention and just-in-time coaching

      Qstream app

      Perpetos Improves Customer Sales Proficiency from 53% to 80%

      Qstream’s mobile microlearning application was selected by Perpetos as a continuous sales training reinforcement solution for their sales performance programs which help their customers improve conversion rates and lower the cost of sales.

      Want to see a demo ? Contact us at inquiry@perpetos.com