Inside Avid's Global Sales Enablement Strategy
Inside Avid’s GlobalSales EnablementStrategyLAUNCHING ASALES READINESSPROGRAMWITH TECHNOLOGYWHY MICROLEARNINGISN’T ENOUGHSALES ENABLEMENTMETRICS YOU SHOULDBE MEASURINGIssue No. 4 Spring 2019
Editor-in-ChiefLauren BoutwellArt DirectionCorey RobinsonPublisherBrainshark Inc.130 Turner StreetWaltham, MA 02453PrinterPrint Resource1500 West Park DriveSuite 160Westborough, MA 01581Leadership TeamGreg FlynnBrendan CournoyerChief Executive OfficerVP of MarketingChris CarusoKarin MoffettChief Technology OfficerVP of Customer CareColleen HonanSandeep SomanChief Sales OfficerVP of Product & DesignDermot O’GradyPhil GarlickChief Financial OfficerVP of Corporate Development& Strategic PartnershipsSales Enablement Magazine, Established 2017, Brainshark Inc.2
FROM THE CEOThe 3 P’s of Sales Readiness:Prepare, Practice, PerformIn the sales enablement and readiness space,it a job requirement, remove barriers by usingthe concept of “practicing with purpose” hastechnology and add assessments to make surebecome a popular talking point. And it should.reps are effectively practicing the right skillsand knowledge.But practice alone is only one piece of thepuzzle when it comes to the readiness of yourLastly, the performance aspect should notsales reps.happen in a vacuum. Reps should never getback from a call or meeting saying they’reIf you think about practice in any situation –not sure how it went. Sales managers needsports, public speaking, business – you can’tto evaluate rep performance by sitting in onjust practice for a specific event and expect tocalls, reviewing call recordings or gatheringbe perfect forever; that’s only a linear process.buyer feedback. Then, using those insights,managers can effectively coach reps on areasFOLLOW MEON TWITTER@Greg FlynnTo achieve readiness and mastery, practiceof improvement.needs to be part of a cyclical approach toenablement that starts with preparation andAs I mentioned, a linear process for readinessends with performance.won’t work in sales – reps will face differentsituations every day and always need to beIn sales, when we talk about preparation, mostready for what’s next.people think of the research, pre-call planningand any other activities that need to occur to getThat’s why the 3 P’s of sales readiness are bestready for an upcoming sales call or meeting.used in a ‘rinse and repeat’ fashion – wherereps are continuously preparing, practicingBut preparation needs to go beyond that.and performing for any and every buyerIt must be ingrained throughout your salesinteraction that may occur, feedback is givenculture – reps need to know that it’s a jobat all levels and readiness is always tracked.requirement and the right content andprograms need to be available to make itpossible. It’s why it remains so important todeliver learning when, where and how your repsGreg Flynnare working, so it’s part of their normal routine.Of course, practice should occur regularly too.But, similar to preparation, practice needs tobe part of your culture. Leaders should make3CEO, Brainshark
Sales leaders: are yourreps prepared to help yourcompany hit its number?This collection of articlesprovides an executive primeron sales enablement andreadiness, including: What is Sales Readiness andWhy Should Execs Care? The Future of Sales Onboarding If You’re Not Assessing Reps,You’re GuessingDownload:The Executive’s Guide to SalesEnablement & Readinessbit.ly/bnsk-exec-guide
CONTENTSON THE COVERHow Avid Supports Reps and PartnersWorldwide with Sales Enablement10FROM THE CEOThe 3 P’s of Sales Readiness:Prepare, Practice, Perform3THE BUZZGreat ReadInsider’s Perspective74 Ways Sales Readiness ToolsImprove OnboardingSALES ENABLEMENTVOICESKeys to a Launching a Sales ReadinessProgram with Technology8FEATURESMicrolearning Isn’t Enough: Why SalesTraining Needs Micro-Assessments14Which Sales Enablement Metrics ShouldYou Be Measuring?16SEEN & HEARD3 Ways to Retain Top Sales Talent1881014516
What’s in your salesenablement toolkit?With Brainshark, you can ensure sales reps are always prepared witheffective content, always-on training and flexible coaching, whetherthey’re at the office, on the road or somewhere in between.View a short solution demo today:bit.ly/bnskdemo6
THE BUZZG R E AT R E A DINSIDER’SP E R S P ECTIVECrushing Quota: ProvenSales Coaching Tactics forBreakthrough PerformanceBy Michelle Vazzana,Chief Strategy Officer & Co-Founder,VantagePoint PerformanceCompanies widely recognize the value ofsales coaching. Yet it’s an unfortunate truththat many sales managers don’t provideWHAT MAKESA GREAT SALESENABLEMENTLEADER?effective coaching, whether due to lackof time, skill or inclination. In CrushingQuota, Vazzana explains how managerscan assess rep performance and help theirteams make the most of their selling time.4 WAYS SALES READINESS TOOLSIMPROVE ONBOARDING1.2.3.Offer MultipleLearningMethodsFocus Trainingon Key SalesActivitiesIncorporateAssessmentsA mix of learningformats such asvideo, interactivequizzes and othermultimedia elementscan help maketraining materialstick – and appeal tothe preferences ofnewer reps.The right technologycan help you easilyorganize all of theinformation newreps need to knowin courses andcurriculums, so theystay on track andmaster the skillsneeded to completea given sales activity(such as prospecting).Sales readinesstechnology allows youto add an assessmentcomponent into theonboarding process,so you’ll not onlyknow whether repshave completedtraining courses, butthat they’ve mastered them.4.Track LearningProgressThe ability to monitoronboarding progressallows managers tocertify that reps havemastered all skillsand knowledge beforeit’s time to startselling, adding a levelof accountability fornew hires.“The skillsthat havebeen mostimportant in my roleare: strategic thinking,program development,strong influence andengagement skills,and solid assessmentskills. Throw insome superhero-likeorganizational skillsand a completelyfearless attitude forgood measure.”Lisa Mauri ThomasNational Sales TrainerTactile Medical
HOW TO LAUNCH A SALESREADINESS PROGRAMWITH TECHNOLOGYQ&A with Amy O’BrienSenior Director of Implementation and TrainingBrainshark
SALES ENABLEMENT VOICESMost companies provide somelevel of training for sales reps. Whyis it more effective to create asales readiness program focusedon preparing and validating thatreps are ready to sell?by asking yourself a series of questionsit with valuable resources and people need toto determine where your challengesmove in (your sales reps). If you only have alie and how technology could help:technology platform, but you haven’t filled itwith useful content or effective training orWhat training do you do now in thecoaching activities, then all you’ll have is anclassroom that could be delivered in lessempty house.time and more conveniently through video?AO: Without sales, you don’t have aWhat changes do you need to embrace inWhat does a good sales readinessprogram look like today?business, so ensuring your sales force canorder to deliver training in a new way?sell is common sense. That’s why salesWhat content could be delivered beforetraining has always been important. Buta live event to make the event itself lesstraining alone has never been enough,‘PowerPoint-focused’ and more about skillbecause there’s a big difference betweenbuilding? How could on-demand learningconsuming the content and learning programsinsight and action.help you reach a global or widely distributedyou produce, embracing video coaching as aaudience? How can technology help youway to become masterful sellers, and whenBefore sales readiness technology camecapture (and replicate) the knowledge andyou test reps, they know how to respondabout, figuring out whether reps couldexperience of your best reps?to every situation. Buyers walk away fromapply what they learned in training wasAO: An effective sales readiness programpowered by technology means reps areinteractions with your reps feeling that theirbecome masterful at their craft.Sales readiness technology playsa significant role in the success ofa program. What are some thingsleaders should keep in mindwhen rolling out a platform?Organizations need reps out in the fieldAO: The keys to finding success with salesselling quickly, so today’s learner expectsreadiness technology are to use it and useAnother indicator is that your reps havetraining to be fast. To do that, you needit well. The technology will power yourlearned to be comfortable in uncomfortabletechnology that will not only allow youreadiness program, but it’s also importantsituations that don’t involve their prospects.to modernize your training delivery, butto align it with the design of your programWould you rather have reps say the wrongalso give reps a place to practice what theyand content so your sales team will bethings in front of a coach, or in front of alearned and get coaching and feedbackmotivated to use it.client? It’s much wiser to have reps makeoften not determined until it was too late.It’s in action that the real learning occurs– when reps actually do what they’ve beentrained on, they can increase skills andregardless of typical obstacles liketime was well-spent.A good program also facilitates knowledgesharing across your sales team, creates a safeplace to practice, and provides insight into repperformance.mistakes during a simulation than in the fieldgeography. In addition, you need a way toThink about the habits you’re breakingwith someone they want to close businessmeasure that they’re ready – before theyacross your sales team, and the aspects ofwith. By shifting that discomfort to a safemeet with buyers.your program that they’ll need to adapt to.environment through assessments andSome sales enablement leadersinherit training programs thatneed to be updated, others needto design a new program fromscratch. What are some tips forgetting started?Make sure you have top-level support fromand continue to improve their performance.key stakeholders, especially sales managers,It also provides sales managers and coachesand design a communication plan sowith an opportunity to highlight where repseveryone is informed along the way.are excelling, to reinforce what they do well,coaching activities, reps can receive feedbackand to give the rest of the team examples toPrepare reps for what’s coming by sendinglearn from.out a presentation outlining upcomingAO: As a sales enablement leader, itcan feel overwhelming to prioritize allonboarding, training and coaching initiatives,It takes a lot of effort to make sales readinessand be sure to share ‘what’s in it for them.’look effortless. But when reps are preparedthe work that needs to be done to createand ready to sell, it should appear effortlessenablement programs and support theDesigning a technology-powered readinessto the buyer, and that’s what having a modern,sales team in improving results. Startprogram is a bit like building a new house.technology-powered sales readiness programYou can build it, but you still need to furnishcan accomplish.9
COVER STORYHow Avid SupportsReps and PartnersWorldwide withSales EnablementBy Lauren Boutwell – Photography by Corey RobinsonWith a 200-person global sales team, over 600channel partners and a product portfolio madeup of thousands of SKUs, sales training at AvidTechnology is a major undertaking.
SALES ENABLEMENTCOVER STORYVOICESAVID HQ in Burlington, Mass.Left: Stephanie Bourque & Sharon McGowan-SpinelliThe 30-year old video and audio softwareSales Training on aGlobal Levelperson time with our salespeople,” shedifferent time zones. In addition, Avid’sWhen McGowan-Spinelli joined AvidHR reviewing their org chart, that wasn’tdiverse set of products each came with itsback in 2008, the only sales training thatthe best use of time. Obviously, these areown distinct customer bases and go-to-existed was week-long, new hire on-important things for a new hire to knowmarket strategies, making training evenboarding at the company headquarters inabout, but as a sales person there is muchmore challenging.Burlington, Mass., which was both costlymore that they need to be taught, likeand time consuming.things specific to sales.”company had difficulty getting its globalsales team to tune into training acrosssaid. “Having the finance team reviewtheir org chart and discount policies or“What we need to doin sales is articulateAvid soon implementedand demonstrateBrainshark as ahow any solutionsupplemental toolfrom Avid will helpfor face-to-faceto solve clients’sales training.business problems –which is no easy taskSince then, Brainsharkwith such complexhas evolved into theproduct lines,” saysstandard deliverySharon McGowan-method of pre-requisiteSpinelli, VP of Globalcontent for in-personBusiness Operations.Avid’s sales enablement teamtraining (which initiallyhelped save 2-3 daysOn top of the geographic and productLuckily, McGowan-Spinelli was aof training time), trade shows, salescomplexities, Avid is currently making aprevious user of Brainshark and thoughtkickoffs and more. Avid also improvedshift toward enterprise buyers and newthe platform could offer a more efficientthe process for its online ‘EduCASTs anddeal structures, which means sales repsway to prepare the sales team.ChannelCASTs;’ internal and partnerwebinars where reps and resellers learnneed to be trained on how to conduct adifferent kind of sale.“We wanted to make the best use of in-11about new products and announcements.
COVER STORYCurrently, before each webinar, repsThe Evolution of Avid’s GlobalSales Enablement Strategyassigned training courses around newBrainshark courses) with quiz questions,Today, as Avid’s sales force and strategycurriculums in the Brainshark portal.to ensure they are receiving thehas evolved, so has its use of Brainshark.This goes for channel partners asinformation they need. In this manner,The technology has become the go-towell, who can access training contentthe webinar time is used more wisely.sales enablement resource for reps andon new channel programs, salestypically will receive overviewsin Brainshark (or a curriculum ofMore importantly, theplatform continuesto help alleviate thedifficulties of keepingthe global sales forceprepared by allowingAvid to create ondemand training thatcan be accessibleanytime, anywhere.“Brainshark is souser-friendly andso flexible. It’s givenus the ability to dotraining for largenumbers of peopleat a time that’sconvenient for them.”“Brainshark is so user-friendly andproducts, programs and announcements,as well as other formal learningchannel partnersmethodologies and product releases.across the world.Brainshark has also come in handy asAvid rolls out new partner programs,When new hiresincluding a newly establishedare brought onpartnership with resellers in China.board, they receivepre-requisite“We’ve changed our vernacular heretraining contentand every time we talk about training,via Brainshark onsomeone asks, ‘Is there a Brainshark ontopics such as howthat?’” says Stephanie Bourque, seniorto use Salesforce,manager, sales and channel enablement atwhere to find key materials or details onAvid. “The whole idea that they can viewthe company’s discount approval policy.a Brainshark in which a subject matterso flexible. It’s given us the abilityexpert has narrated the PowerPoint;to do training for large numbers ofIn addition to face-to-face trainings,it’s adding so much more flavor andpeople at a time that’s convenient forafter reps get up to speed, they areinsight into the information that’sthem,” said McGowan-Spinelli.being represented. People [can] do it at“We’ve changedour vernacularhere and everytime we talk abouttraining, someoneasks, ‘Is there aBrainshark on that?’”12their own pace and stop and relisten to[information]; that’s something that youcan’t get in a face-to-face presentation.”
COVER STORYWhile McGowan-Spinelli and Bourquedo most of the heavy lifting in termsof supporting the sales and channelteams, subject matter experts andregional leaders around the world areempowered to create and update trainingcontent as well.“We don’t have tokeep going to thesame pool of people[to create trainingcontent],” saysMcGowan-Spinelli.“We can expand that– it could be someonein Asia Pacific,somebody in London.Anybody, anywhere inthe world can create“Anybody,anywherein the worldcan create aBrainsharkfor us.”Oscars and other awards for Avid software on display at HQtakeaway andrecord a coaching activity wherehow they’llthey choose a customer and thenuse it in 2019.demonstrate how they would conduct theconversation and address the change.“Getting thoseanswers helpstheir managersa Brainshark for us.”see what theytook awayBeyond the salesteam, Brainshark’s ease-of-use hasfrom the conference and know that theirspread throughout Avid. The complianceattendance was beneficial,” Bourque says.team uses Brainshark for annualtraining and HR is starting to learn howNew hires receive coaching activitiesto create their own presentations.to practice the ‘Command of the“[Brainshark] helps usunderstand that [reps]really get the concept,they know what the valueprop is, they know thefeatures and benefits andthe problem [the product]is trying to solve.”Message’ sales methodology, prepareSales Coaching as theDifference-Makerfor new product launches and for repsOverall, the sales enablement teamwho attend tradeshows to practiceat Avid has been able to transformtheir pitches in preparation forthe way it supports sales teamsAnother big difference for Avid hascustomer conversations at the booth.around the globe – making life easierfor both them and their sellers.been Brainshark’s video coachingand practice tool. Reps are now“[Brainshark] helps us understandgiven coaching activities that helpthat [reps] really get the concept, they“We have so much more flexibility thanto reinforce training concepts,know what the value prop is, theywe ever had before,” says McGowan-while encouraging sellers to shareknow the features and benefits andSpinelli. “Previously if we had to doknowledge and ideas across the team.the problem [the product] is tryingtraining, we had to get everyone on theto solve,” says McGowan-Spinelli.phone, and it was nearly impossible to geteveryone at the same time. Anyone canFor example, reps were assigned acoaching activity after the company’sThe coaching tool will also helpsales kickoff event, asking them to recordAvid with the transition to sellinga 1-minute video about their biggestenterprise agreements – reps might13create a Brainshark, it’s so easy to use.”
Microlearning Isn’t Enough:Your Sales Training Needs Micro-Assessments, TooBy Alec ShirkeyWhether it’s searching forhome improvement tips orlearning the best way to sella new product, technologyhas completely changedthe way people learn newskills today. We expect tofind the information weneed instantly, regardless ofwhere we are, what time itis or how we go about ourdays. (Thank you, Googleand Steve Jobs.)14
This is especially true as the workingpopulation grows increasinglyimplementing “micro-assessments”When we talk about micro-in your sales training process.assessments, we can think aboutthem at three different levels:comfortable with new learningformats, like video and mobile apps.Forrester Research found that 75% ofemployees are more likely to watchvideo lessons than read a document,email or web article. At the sametime, attention spans are shorterthan ever in an age of social mediaand endless distraction. Cognitivebacklog – which happens when thebrain absorbs new information tooquickly – occurs after just 10 minutes ofpresentation in some cases, accordingto leading biologist John Medina.Many organizations have rightfullyembraced microlearning to addressshifting learning preferences andpromote better long-term knowledgeretention. By delivering knowledge in“bite-sized” chunks that learners caneasily consume and access, companiesallow their employees to learn on thejob and as needed, instead of limitinglearning to a formal classroom setting.This is especially important in sales,where microlearning is gainingpopularity and acceptance, as youwant reps in the field as much aspossible. Chances are, your salespeoplewould also much rather spend theirtime connecting with prospects andcustomers than powering througha week-long training workshop.Why MicrolearningAlone Won’t Cut It Knowledge-checks: These aretypically delivered as quizzes andtests that are embedded withinmicrolearning content. An examplewould include assessing reps’knowledge of a certain productor whether they have grasped theconcepts of a new methodologyby having them answer questionsthat connect back to key pointsfrom the learning material. Simulation: Simulations assessreps’ abilities to apply whatthey’ve learned. Traditionally, thismeant structured role-playing.Today, it includes the use of videocoaching and assessment tools. Observation: These assessmentsinvolve observing a rep engagingwith a buyer. This could encompassmanagers reviewing reps’ emailcorrespondence, listening inon phone conversations orrecordings (check your state’sprivacy laws), and/or observinga sales meeting in the field.It’s one thing to know that your salesreps have completed all requiredmicrolearning. But just becausethey’ve completed it, doesn’t meanthey’re prepared for the unexpectedtwists and turns that can happenduring a sales conversation.There’s a difference in knowing thatyour sellers can actually apply theknowledge and skills they have gainedduring training, both in front of a buyerand throughout the sales process.If you don’t know whether reps canapply what they learned, then you mayvery well have underprepared sales reps“practicing” on unsuspecting buyersright now – wasting time for bothparties and costing you potential deals.The only way to determine whetherreps can perform when it’s “crunchtime” is through assessment. Yoursellers probably think they’re readyto start calling on buyers, but untilyou force them to prove it, you’renot assessing – you’re guessing. Andthat’s a recipe for poor results.Remember that microlearningis effective because it is concise,engaging, and focused on one specificlearning objective. Your microassessments should have the sametraits and they should be delivered inthe same way: wherever, wheneverand however your reps work.However, microlearning by itself willnot prepare a sales force to do its jobeffectively. B2B organizations (andtheir sales enablement functions)need a way to ensure that reps havethe knowledge and skills neededto maximize their time in front ofbuyers – before they ever engage one.That’s why, in order to achievesales readiness, you need to startMicrolearning Micro-Assessments Sales ReadinessJust as a PB&J without the “J” is apoorly-designed sandwich (unlessyou substitute the J with Fluff!),microlearning without microassessments is poor learning design.15Sales training, whether deliveredin a classroom or through microlearning technology, is not an endin and of itself. The end is salesreadiness – knowing reps are readyto engage buyers and bring value toevery interaction. This should be theyear you make micro-assessmentspart of your readiness strategy.
HOW DO YOUMEAUSURESALES ENABLEMENTSUCCESS?By Alec ShirkeyThe pressure to show ROI for new sales enablement programsis real for today’s practitioners. However, many traditional salesmetrics, such as quota attainment and win rates, don’t providethe insight to put sales results in context. And when it comesto improving performance, that lack of insight can cause realproblems for sales enablement leaders.16
Say an organization’s win rate is down. Although winHowever, sales enablement leaders should also be carefulrate is a crucial benchmark for sales teams, it doesn’tto avoid over-relying on any one metric if it doesn’t paint aexplain whether poor win rates are caused by a lack ofcomplete picture. Focusing heavily on time spent selling,negotiation skills or an inconsistent prospect qualificationfor instance, can cause sales organizations to overlookprocess. Without that insight, any plan to addressother valuable benchmarks like mastery of trainingperformance issues could wind up missing the mark.concepts, or which activities reps are performing.Effectively diagnosing sales challenges starts withTracking Your KPIsidentifying metrics that highlight how reps actuallyperform – and ensuring that the sales force haseverything it needs to track results effectively. Here areSales readiness platforms can help you measure KPIs sucha few key points to consider before getting started.as training content consumption and learning progresswith visual dashboards and analytics. These tools alsoallow sales managers to assess and track sales messagingDetermining What Mattersmastery through video coaching activities. As your “systemof record,” the CRM can track other important metricsHaving a clear sense of how a sales organization definessuch as time spent selling, time to productivity, time to firstsuccess, both from a sales and sales enablement perspective,deal, sales cycle length, quota attainment and win rates.is critical. Research firm CSO Insights recommends that allsales enablement functions develop a charter that documentsIn addition, collecting qualitative feedback from salesa formal strategy and establishes executive sponsorship.leadership, managers and reps can provide greater insightOrganizations with a sales enablement charter saw double-into areas such as time reps spend searching for content, timedigit improvements in win rates, the research firm found.managers spend coaching, the quality of sales onboardingand training content, and sales force retention. Clients canFrom there, identify the KPIs that are most importanteven be a valuable resource here; Net Promoter Score, forto leadership. You should keep in mind which metricsexample, is a potential benchmark for sales effectiveness.can be directly impacted by sales enablement initiatives,and which ones can only be indirectly affected.Lastly, sales enablement leaders need to compare actualperformance to their KPI goals, and then make adjustmentsTime to first deal, time to quota, and time to pipelineas necessary. After all, there is no “one-size-fits-all” approachmilestones are all examples of metrics that sales enablementto measuring sales enablement. As businesses and marketcan indirectly affect through improved training, coachingrealities change, so too should your performance indicators.and content management. Other measures, such as timereps spend selling, time managers spend coaching, timeto productivity and training content consumption, can bedirectly influenced by the work a sales enablement leader does.17
SEEN & HEARD3 WAYS TO RETAINTOP SALES TALENTFinding the right sales talent isn’t easy – but even when you hirethe perfect candidate, keeping them can be a whole differentchallenge. Here are 3 ways to retain top sales talent.2.1.AVOID THESOPHOMOREJUNIOR YEAR CURSESupport second- and third-year reps withcontinuous training that’s proactive,not reactive. Instead of only assigningtraining around compelling events, such asproduct launches, provide microlearningwith assessments on a regular basis.MAKE ONBOARDINGAGILEBreak the months-long ramp processinto shorter time periods of trainingand coaching. This way, reps will befocused on building proficiency in keycompetencies for each sales activity, suchas a discovery call.3.PROVIDE CAREER DEVELOPMENT& MENTORINGShow reps a path for growth and career advancement,such as SDR to account executive, and offer themlearning paths that will get them ready for that nextstep. Also provide training programs for leadership andmanagement skills, and mentoring, where high-potentialreps are paired with new hires.18
About BrainsharkBrainshark sales readiness software equipsbusinesses with the training, coaching andcontent needed to prepare salespeople when,where and how they work.With Brainshark, companies can: enable salesteams with on-demand training that acceleratesonboarding and keeps reps up-to-speed;validate readiness with sales coaching andpractice that ensures reps master your message;and empower sales organizations with rich,dynamic content that can be created quickly,updated easily, and accessed anywhere.Thousands of customers – including more thanhalf of the Fortune 100 – rely on Brainsharkto identify and close performance gaps, andget better results from their sales enablementinitiatives. Learn more at www.brainshark.com.Sales Enablement Magazine, Established 2017, Brainshark Inc.
Worldwide with Sales Enablement ON THE COVER 10 SALES ENABLEMENT VOICES Keys to a Launching a Sales Readiness Program with Technology 8 8 14 16 FROM THE CEO The 3 P's of Sales Readiness: Prepare, Practice, Perform 3 THE BU Great Read Insider's Perspective 4 Ways Sales Readiness Tools Improve Onboarding 7 FEATURES Microlearning Isn't .
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