Why Continued Sales Enablement Training Matters

Any sales leader knows that keeping their reps’ time focused on selling is a valid rationale for technology initiatives. Automating forecasting, implementing eSignature solutions, and mobilizing everything to support selling from anywhere are all examples. Research shows that even top-performing sales organizations report their reps spend 20% of their time simply looking for information, rather than developing and closing business.

When it comes to sales training, companies often hesitate to pull their people from the field, preferring reps and channel partners to focus on closing business rather than sitting in a classroom. Most companies only invest significant non-selling time at the very beginning of a rep's tenure. With average total compensation for B2B sales reps exceeding $100,000 per year, and the cost of an uncovered territory being high, it seems logical to limit activities to those directly related to revenue generation.

However, research into sales training and performance management indicates otherwise. 48% of Best-in-Class companies believe that a strong emphasis on long-term sales training reinforcement is a top corporate priority, compared to only 35% of Industry Average and 21% of Laggard firms. In the past, selling was simpler, and sellers controlled most product and pricing information. Sales leaders could rely on traditional, instructor-led, classroom-based training sessions and annual sales meetings to deliver content, then send reps off to their territories.

Today, everything has changed in the era of the empowered buyer. Sellers now compete not only with other companies but also with vast amounts of user-generated content that enables buyers to be as informed as the sellers themselves. By the time a typical B2B sales conversation occurs, the buyer is much more educated, compelling sellers to find new ways to add value. Personalization and authenticity often matter more to buyers than technical details. The conversations and interactions between a rep and their customer are more important than ever, highlighting the need for long-term sales training reinforcement.

Train, Rinse, Repeat

Aberdeen’s research into sales learning reinforcement compares the performance of companies with strong emphasis on this practice to those without. Findings show that “post-training reinforcers” achieve:

• ​34% more first-year reps achieving quota
• ​15% greater overall team attainment of quota
• ​8% higher customer retention rate

This demonstrates the value of ongoing sales training: in competitive markets with informed buyers, sales professionals must continuously improve their knowledge and skills to maintain an edge. Best-in-Class companies utilize specific technology solutions to support this:

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  Mobile-enabled training content: Post-training reinforcers are 122% more likely to deploy mobile-enabled training. This benefits field-based reps and channel partners, as well as inside sales or call center environments, allowing reps to multi-task and learn in short bursts.

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  Virtual or on-demand learning: Deployed 105% more often by reinforcement-centric teams, making learning snippets more digestible. Best-in-Class companies are 17% more likely to use on-demand sales training, understanding their internal audience and setting an example for reps to pay attention to buyers’ needs.

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  Dynamic library of sales training content: Includes best practices, product guidelines, and negotiation hints. Post-training reinforcers are more than twice as likely as others (63% vs. 31%) to value this, recognizing that knowledge flows from collaborative learning, not just from management.

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  Video capture, storage, and accessibility: Post-training reinforcers are 65% more likely to use video technology for training. Video-based learning is effective for reps, channel partners, managers, and customers, aligning with the preferences of Millennial-aged sellers.

Best-in-Class companies average an 18% higher adoption rate of these four technology enablers compared to under-performers. Aberdeen’s Sales Effectiveness research is based on comparing performance and behavior, with further insights to come in the next part of the series.

Peter Ostrow is the VP/Group Director, Customer Management and Principal Analyst, Sales Effectiveness at the Aberdeen Group.