Why Change Selling Blog

Earlier this month, I immersed myself in two and a half days with Mike Bosworth in his Story Seekers workshop and was once again reminded of what makes great salespeople great - their ability to connect emotionally with buyers and to truly listen.

I cannot easily summarize the 2.5 days in 600 words, but I can give you a couple of core ideas.

I've been a Mike Bosworth fan since I read Customer-Centric Selling in January 2005, but I had not read his prior work, “Solution Selling” published nearly 30 years ago, based on his experiences at Xerox and involvement in the SPIN project. Mike was one of the most successful reps in Xerox history at the time and gained much experience in selling, managing and training salespeople before most of us started our sales careers.

While reading his latest book, co-authored with Ben Zoldan, entitled, "What Great Salespeople Do", I could feel myself nodding as I could either see myself in the stories, or agreed with his ideas and training philosophy.





One of Mike’s startling revelations in the opening of the training course is that after nearly 30 years of sales training in both Solution Selling and Customer-Centric Selling (and most of the other mainstream sales methodologies), not much has changed for the bottom 80% of the sales force, who sell 20% of the revenue.



The outcome of these training courses was that the best salespeople got better from using the techniques and processes, but the core group typically stopped using the techniques within a month or two of the training and reverted to prior behavior. Mike points out that in fact the old 80/20 rule is no longer true in fact it’s now 13% of salespeople selling 87% of the business. (Sales Benchmark Index)

Mike Bosworth is a sales trainer and mentor for tens of thousands of B2B salespeople Worldwide through his seminars, consulting, and his books, "Solution Selling", "Customer-centric Selling" and now "What Great Salespeople Do".



When Mike stated recently that the old stuff isn't working any more and moved away from these generally accepted sales process models to start an entirely new business to teach salespeople to tell stories, I took note and I bought his new book, What Great Salespeople Do.
 
One astonishing statistic published in the book reveals the unfortunate truth in the sales profession and that is, now just 13% of salespeople are responsible for 87% of the revenue (*Sales Benchmark Index). This led Mike to the realization that despite decades of conventional sales training, the core group of salespeople had not improved their performance. That is, decades of sales training made the best salespeople better, but the bottom 80% did not improve. On closer examination of the 13% who were selling 87% of the business in his own organization, Mike found that they all had the ability to forge real emotional connections with their customers.

Recently I met with a top sales enablement professional whom I'll call Bob, to exchange ideas.

During the meeting I was introduced to the concept of the Three Humped Camel. Bob wishes to remain nameless as he started a new job and does not wish the camel phenomena to be tied back his prior employer.

13% of Salespeople produce 87% of Revenue

According to Sales Benchmark Index, now 13% of salespeople are selling 87% of the business.

When I asked Bob to draw the quota distribution graph for his old firm, he drew something that looked like this.
 
This is obviously just a quick hand-drawn sketch from memory, but the point Bob was making is that the majority of the sales team were not making their numbers and were dispersed around 40% of quota achievement, with a smaller hump around 100% and another hump at around 150% of quota achievement.