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1305 monster beats by dr dre (16)

From a CFO's perspective 'sales training' is within the spreadsheet of Cost Centers, those departments that incur expenses but don't generate revenue. That's why most sales training departments fall under the Human resource (HR) jurisdiction, as HR is traditionally a Cost Center line item.
Sales management can lead by taking an objective approach to diagnosing where to put their annual training dollars and articulate the CFO language of turning traditional Cost Centers into profit centers that create measurable returns in 'Hard' dollars.
Here's a good example as it relates to a new sales employee; New-hire sales training programs. CFO's think of new-hire sales training as a necessary evil, not a profit generator with a specific Delta and ROI. That's the opportunity.
Because when I ask sales  dre beats headphones price and training  beats laptop by dr dre executives "What is your #1 objective in line with your new-hire sales training program?", I seldom get a definitive answer.
So I rephrase  dr dre beats detox edition my question and ask them "Does your new-hire sales training program provide a successful ramp-to-Quota in a Pre-determined amount of time?" The answer normally is 'Not really".
Because if you can reduce the time it takes a new-hire sales rep to Ramp to quota it will provide a measurable ROI, something you and your CFO can actually put your finger on. You'll be talking the same language. And you have your KPI data to support your decision on the type of pin-point sales training.
For instance, let's take a look at a sales organization that hires 50 new reps per year with a quota of $5,000 per month, an average term agreement of 24 months and the average 'Sub-Quota' revenue per month during ramp of $2000.
Reducing the time it takes to achieve Quota by  dr dre beats green just 1 month will provide an annual ROI of $3.6 M.
All you need to do is to back out the training costs for the bottom line ROI.
(See Resource box below to calculate your Ramp-to-Quota numbers)
Step 3: Recommend training initiatives for only one sales competency at a time, with a defined training goal in 'measurable' terms. Individual competency training versus all encompassing 'soup-to-nuts' training will lead to the best overall result and the quickest training ROI. And it will continue to place deposits in the CFO relationship Bank.
Are you willing to state to your CFO and CEO:
(1) The total cost of developing or outsourcing an effective learning system?
(2) A benchmark competency improvement as the training objective?
(2) The time in calendar days it will take to attain the benchmark objective?
(3) The estimated training Delta/ROI based off of current KPI's?
(4) The projected annual Delta/ROI based off benchmark competency improvement?
(5) The risk factors and contingency plans
Because if you're not, go find an outsource company that trains to your relevant KPI improvement objective that will.
Because sales performance training should provide a measurable ROI... Just ask your CFO.
The most successful businesses - and certainly, sales departments - have identified their Key Performance Indicators (KPI); individual gateways that directly effect the outcome of a process. Then they measure the competency ratios in line with them.
And if an individual sales KPI is below a satisfactory level, applying timely sales training to it alone, first and foremost will provide the quickest path to a measurable training result.
Remember that 'Trust' is reliability over time.
Develop or outsource a single KPI training system, coach the skill-set to work the system, lead the Discipline to routinely do it and measure and report the results. That will permit you to sell future pin-point KPI sales training effectively and routinely  beats by dr dre studio hd to the folks on the top floor holding the purse-strings.
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