The Sales Engagement Podcast
The Sales Engagement Podcast

Episode · 1 week ago

Enabling Internal Champions To Drive Your Business


Would you buy from a company you don’t trust on a personal level? We wouldn’t either.

Every member of your organization that interacts with the customer has the chance to make or break a sale. Recognizing this power can help enable your sales team by removing any pain points along the customer journey.

On this episode of The Sales Engagement podcast, we talk with Vince Maltese, Head of Sales Enablement at Accelya. He joins the show to talk all about:

- Enablement as the ethos of the company

- Company mistakes around enablement & advice on how to improve

- Understanding the Miller Heiman methodology

- The customer journey and post-pandemic changes

- Building out a company’s enablement division

For more engaging sales conversations, subscribe to The Sales Engagement Podcast on Apple Podcasts, on Spotify, or on our website.

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Welcome to the sales engagement, apodcast, this podcast is brought you by outreach, the leading sales engagementplatform and they just launched out reach on our reach the place to learnhow outreach well does not reach learn how the team follows up with every leadin record time after virtual events and turns them into revenue. You can alsosee how out eachines account based plays, manages reps and so much moreusing their own sales engagement platform. Everything is backed by datapulled from out reach processes and customer base when you're done you'llbe able to do it as good as they do, and the outreached on io on out reachto see what they have going on. Now, let's get into the day's episode goodmorning, every wine that welcome to the sales engagement podcast. You have yourhost Ketland Kelly here, who is a senior SDR leader for our ch in the Maregion, and today we are going to be talking all things enablement. Ourguest today is at Vince Maltese had a sales, an element over at Excel YaVince. Can you introduce yourself and tells a little bit about Your Cure Pathand how you got it there hi everyone yeah names, vine, Maltese, bybackground a long while ago I came over to the UK,I'm Canadian originally came out with the UK about thirty six years ago towork with a company called Norte. I was an engineer at the time move my waythrough engineering operations, management went into sales, probablymid Elys and then around two thousand and one I became independent and reallyeven working with customers on how to do how to help with sales salesmethodology, sales process, coaching all that side to do always with sales,and I work through various companies independently and actually went back toa company at the end of December, which is a Celia to do what I did before, butdo it for them full time. So that's my background. It's original engineering,like I said I came here for a year and I'm still here. So it's all about theweather, really that doesn't tore me yeah as thick. You know that is like that isso true. Everyone always asked me when I so move from Seattle over to London.They're, like Oh, was it for the rain. I'm like yes, one stay consistent here,amazing, so you know I the kind of dive into this and talk about sales andnaval man. Please me something that has been around for a while now and I'd sayit's more more now than ever. That is becoming a parent, that company easy toinvest in an Aviland, their rats and their teams to make sure that they aresuccessful at the end of the day and imagine quite a few different positions,and one thing that you said it to me. That really resonated was you know inAvila is not a job is actually an ethos of a company, and I look: can you tellus a little bit more of what you really mean by that? But what I mean by well,it's everybody, who's, reponsibility,...

...enablement and naming the sales forceis everybody's responsibility. It's all about what people have to do to ensurethat the sales force can do what they do very well and successfully, and whenI look at it, I look at every touch point with the customer. You knowoperations customer service financing. These are all groups that touch thecustomer and each one of them can make a break a sail because they can damagecredibility and so is their job to help build the credibility of the company,which in turn helps the sales first and succeed, because people will not buyfrom someone they don't trust they will not buy from a company that trust. Soit's important to have some succeed. So every touch point is absolutelycritical and it helps our credibility throughout and I mean all the way upand down. So you know we think well, what is r got to do with the customer,while the HR group works along the lines of you know, compensating thesales people keeping them happy. If you haven't got a happy salesperson, youhaven't got someone who can sell. So when I say it's everybody'sresponsibility, it really is the bloodline of the company, so you knowit's not just one person says you're in charge of an ailment off. You go it'sreally about the whole group. Okay, that makes that makes some more sensehere and, however, needs to kind of support each other in that process.During your ten year, and especially like consultancy is what is a mistakethat a lot of companies make when they do look at en aval man? Is there a waywhere, like? Is there a right way and a wrong way to go about this, or how doyou kind of guide your team, most important part of it from my point ofview, is that you're supported from the very top to the very top takes alongwhat you're bringing forward okay? So it's not just saying I'm going to putthis in place. Everybody says that's fine and then walks away a salesperson,bless them great great role, and I've been a for years. Myself will think theshortest cut possible to achieve success. That's the job okay, but whenstuffs put in place, is put in place for a purpose. I you need support fromthe very top to make sure it gets implemented because they, you know,people use their management as examples of what's the right thing and what'sthe wrong thing to do so, you can't ask people to do something. If you don'tsupport it yourself, and so you know right from the CEO down your measuredas a yard stick for their success and therefore it's important that yousupport what goes forward. So when someone says what's, the biggestfailure I see in enablement is when the very top actually is just doing it tohave someone there, but not actually supporting it and being behind it.That's why I've seen failure before and I seen a lot of companies in the daysof consultancy where they spent a lot of money with me, which is fine. I gotno problem with that, but you know six months later, a year later, whatever weput in place is gone because it was never really supportive from the timeso that that's the biggest weakness. I would save an element that that'sreally interesting and some one says if you need to get filled the internalchampions to carry these processes all...

...the way through after the consultingconsultancy agencies, leave or Execu, or if people are in to move andinvolved throughout time. How is that legacy going to continue to deliveryeah? It's like tools is the same with tools. You know every tool we buy andwe we put in place. If no one uses it, it fairly quickly become stale andsomeone will eventually see it as a cost and cut it rather than saying thisis not really important to our success. So, and you know the person who sellsthat tool or the consultant that's in there can do a lot to try to prove theimportance, but if the people are implementing at the top- and it comesall the way down that it just doesn't happen, yeah do you have any tits forthe listeners that are looking to you know gain the buying of the sea suit ortheir dreined managers to implement change our process to better enable theraps. Well, if you're coming up with a changing process, my tip would be thatyou need. You need to put the case together where they, the C suit, seesthe value in it, don't be afraid to go in in town and make it clear that ifthey don't see the value- and I let's not spend the money on it- you know-let's be very clear about this. If he and I had a bout customers, it came tome and I realized very early on that. Actually, the people of top don't seethe value they're expecting to send their custom there, their sales peopleon training course and then they're going to come back and be better. Well,that's just not going to happen right. So so you got to look at it. You think,okay, if you don't want to do this, then I I strongly recommend you don'twaste your money with me, because it is a waste of money and I don't want to betied up to failure. That's not what I want to be Talkin. I want to be someonekid says this really work for us. You know is great to the great job ratherthan saying: Well Yeah. We did it, but it didn't really work. So I don't wantto do that. So you know the tip is to make sure that you're so committed thatyou're willing to say we're going to walk away, because you guys don't wantto do it. You know if you're trying to do it just to get some business, thenit's a different ball game, but I would say you very strongly very early on isget ting at the very top find out what keeps him awake at night. You know findout what it is about. The in the sea suite that's the real issue, and thenyou use that as part of your tools to figure out what you need to implementfor the sales force yeah, I think that's huge right. There is making surethat he that they see the value that's going to add, and then you an mentionedthere is like, don't be afraid to walk away if they're not as committed to it.As you are Ye, that's a a mistake that you'll see Havit off and is some peoplethat are not Samuel, so people selling the product or the consultancy arewanting it more than the actual fire is wanting it exactly, and that's justthat's just doom for failure. You know it's just like you want to, because youwant to make a sale and I get that and there are times n. You say: Okay likeif you really want me t do this I'll. Do this, but do understand it's notgoing to work. You know and if you mealy insist on it, then I'll do it andI you know, make my money and walk away, but that shouldn't happen. It reallyshouldn't happen. You should be able to say sorry: It's not going to happen,find somebody else yeah an you think about the long term effects, so thatcould potentially cause to not only for your brand, but that custer is probablynot coming back to you if it didn't... out the first time so absolutelyand the most important thing in the customers, referrals yeah, especiallywhen you're consultant, you know someone who says: Oh, you should usesound toes, really good rather than saying yeah. No, we used a good sum,but it wasn't very good. It's left at that. You know what I mean. It's thatwe feral side of it, which makes business continue to grow for you, butnow he's a consultant. You know as a company you know and the products I youknow you sell it's about referrals, really a make it work, and if youhaven't got good repris, it doesn't work yeah. No definitely so you know wethat a little bit about especially like on my consulting side there and youspent many years consulting and were specifically really training teams onthe Miller Heiman methodology, which is one of many sales methodologies. Canyou tell us a little bit more about what that is, so the Middle Hamanmethodology is really based around three major roles of the sales person.There's three things: a sales person has to do the first one is that got todevelop and create opportunities, and when you look at creating opportunities,you know you look at a cold, calling all these different things. That's notwhat I'm talking about. What reality is that ninety percent of our newopportunities come from existing customers, so we always say that everytime you talk to a customer so prepare well enough that you can start diggingto see if the any new opportunities and is that preparation and if thatmethodology put in place at lot, you prepare for that interaction with acustomer to ensure you come out of that, but not only succeeding with what youwhat the customer needed, but also with a really good idea of what they'redoing in the future. What else might be there for you later so craningopportunity is really critical. Is the very first part of the MILHOMME process.The second part is okay. You got an opportunity now we got to track it. We've got to make sure we know what weknow and we know what we don't know we be able to fly what we need to do andhave actions in place to be able to communicate with the customer and trackthe whole opportunity right from Quatie to grave to when it closes, and that'sthat's the opportunity management too, and that's really critical, because ourobjective is always to try to move the deal forward. Every interaction everydiscussion is about moving the deal forward and also helps us filter to youknow. We may not know everything about the customer. We may not know enough,but we have to know enough to say this is not a good deal. We shouldn't dothis. We can't do this and you know my motes very straightforward. If you'regoing to win trying to win quickly, but if you're going to lose lose quickly,lose me slowly is painful. It's like depressing its wasting resources andit's not good in the company. You know there's nothing worse for sales guythan to lose, especially when he's been at something for a year, and so Ialways have people who sit there and say I can't drop this deal. I've beenworking out a year, yes, but you're never going to get it. So you don'twant to be here in two years telling me you still working on this deal. Youknow we just going to bite the bullet and say it's over. The other does isalways say it's a dead horse. It's on the floor. You can't keep kicking it.It's not going to come up. It's done, so it's really important to try to loseas quickly as possible and that's what the? U The maginty opportunity side andthe third part of the Pie is imagine...

...the relationship so hare we going tomanage or measure our relationship over three year term. Where do we want to bein two or three years with a customer at a relationship level? Do we want tobe still just a supplier? Do we want to be a partner? Do we want to, you know,be really linked into the organization where do we want to be, and what dothey want to be with us? Yeah there's nothing worse than a plan of where youwant to go with a customer that the customer has never seen or agreed on mthe number of companies that account plans. I look at them and say is thecustom. Now you want to do this? No well. If you not go down the same roadwhere you going here, okay, you're hoping here, this is hope, wishes had abetter chance if you both are agreed with the customers so that accountplanning exercise, we always say at the end of it. You need to discuss withyour customer to make sure they're on the same track as you go. They want tobe in the same place in the relationship as you do in three years,because if they don't, then you just wasting time and money. These thingstake time. These things the resources. So those are the three sort of spokes.If you like of the mill Ehime beside it, is all kinds of stuff. Other programs,a square card and all kinds of things and negotiating, but that's the threemajor major sort of pillars of the milleen approach: Oh a fantastic, so itis, you know creating that opportunity. I love that you mentioned that theninety percent of our opportunities come from current customers. They'realready there they're right in front of you is just doing the research up front,that's a that is, I think, something that a lot of us overlook were alwayslooking for new hipbones like it's right. It's right this summer in frontof you to again absolutely widen the scope. You know unless you get ahundred percent of your Customs Wallach, which Eneus do you know, there's you'releaving money on the table somewhere. Someone else is picking that up so yeahwhat thing happened, and then the second thing you'd also mention thereabout taking your customer on that journey with you on those account plansthat that reminds me of so within out rage. We have something called successplans which does that exactly kind of maps out the journey for that customerand everyone goes along on it together. So r all greeds the outcome there. Whatare some ways that you've been able to see your team, especially excel? You BeSuccessful in taking customers on that journey as well and kind of having in agreat account plan. So I mean the beauty of that. For me, Italia, whichis great, is that the relationships we have with the customers, because thebreath of product we sell to them and it's hairline software. So it's quite abig breath right from right from order to processing a pen almost requires youto have that long term relationship with the customer because they aremaking quite a long term commitment. The sale cycle could be anything up totwo years, so you need that relationship, sothey're, making quite a long term commitment that they want to have thatrelationship, and so they need they need to be presented to journey, and Ithink sally is you know we do pretty good at that, and some a couple of ourbigger customers is this: is the journey we're going to go down and theGera want to work with you down and you...

...know. Are you happy with that andabsolutely and some of them say let me help drive that journey, which is greatand that's what we have coaches and we call them coaches. You know, that's amill him and term, but its coaches around you know make me a succeed,helping US succeed, so they're, the ones who sort of in there. You knowwhat a coach is sponsor. Whatever you want to call anybody who's ever soldknows what a coach is. There's may have a different name for it, but they'veall had them, and so they are the people that help you succeed. So it'screating that journey with them. Absolutely in that, and so I'mfortunate, I'm not in a company of self products that have you know one week,one week, sales cycle and you don't have relationships. Ours is really allabout relationships, which is what really excited me about quaking with aSeti, because that's fantastic, that's really what I believe in yeah. So that is amazing. I mean we're allhuman at the end of the day and that's what we are looking for. SAS talking topeople and getting to know that what they need, where do they look in toachieve, and how can you help them? Do that yeah? Perhaps so? How would yousay you know how like deal manage me, anopportunity manage it manager it? How have you seen this or maybe thePIRATION OF OVERSEA MANENT SHIFT POST PANDEMIC? Is there any trends thatyou've been able to identify well post pandemic? It just changed ourcommunication medium quite dramatically in that I don't know if you've noticed,but you know calls get to the point: A lot quicker yeah. You don't have allthat that what I T I N, I call the great socializing in the beginningwhere you, where you build that relationship with your bill credibility,you actually have calls you sit down. You have called you have an objective.You finished the calling you move on on to the next one yeah. I cost thenthere's certain days in my Home Office. I pluck I'm speed dating. You know whatI mean and if you asked me what my first call was, but in the morning Isend to say I do to remember that's a such a long time ago. You know and ityou could never achieve that if you've seen customers base to face, but itgave me the chance to think so. I think there's an adoption. That's happenedthat you have to people are starting to put blank outs in their diaries. Now tget time to think. So. That's changed a lot in how we work with their customer.It is not changed in the methodology. We still do the opportunity, planning and actuallywhat's really great about it is we can start having reviews across the world.You know it's, not not. You don't Bein a room anymore. You can have reviewsyou can have and customers a lot of customers will accept. A fifteen minutecall yeah. You know where, before when it's an appointment, oh- and you know Igot to put us in an hour, so I don't want to do that. Now. You quite easilyget a fifteen minute call because it's only fifty minutes. A lot and acustomer is working from home or wherever, and they quite have to acceptit. So I think there's good things about it and I think that the m weregoing to end up with the combination of both. I mean that's pretty obvious, butthere has been some good things about it and, and this kind of stuff is takenoff you know, video conferencing has been around for as long as I've beenaround. We all have lived a COMITIA confiseurs, no one ever used thembecause they were not very good. Now, it's working great, you know. Finally,there's been something I said: We really need this, so this is got towork and get tools have been developed...

...and it what so it's a combination, butwe, you know, the tools still have to still work pretty. Well, it's just allonline. So it's fine all right, then that's it yeah. I definitely agree.Brevity is definitely what I wose brevity is one of the positive thingsthat are on the outside of this people are more streaks. The point can be alot more efficient whether day and get a lot more executed in that day, simplybecause you're not having to execute all the travel time as well, which isnice so moving off from here. If a company was looking to really build outtheir enablement division and kind of be set up for a success. What are likeyour top three tools that you cannot live without based on your experience,so the man too seria that it's got to bethe number one too, and I think anybody who sells any of the tools ofenablement knows that the basis has to be the CR and funny enough. I've workedwith companies one especially that had something like ten sand sales peopleand never had cram. You know it's just just wild to watch he's just around myo yeah, it just was just wild to watch. You just looked at and thought. Well,how do you guys survive? And you realize I survive? Everybody works in asilence, so it doesn't really matter, but that doesn't work so and- and Ilike to say, they're implementing serum now, but but it's absolutely critical,but it's also critical that it's used properly and the sales foreseed as auseful tool for them, not as a management reporting tool. Yeah. Okay,most people see this year, I'm as a major reporting tool, and so it needsthey need to pushing us from both sides, and so it's how they used. Probably soI say: Sarami, the very first one, the second one, which is methodology andI'm not saying Mihin or corn, far or whatever, whatever you use, have aconsistent method. Ogy across the company, most of us work acrossdifferent companies, different cultures different were of different countries.We need a common language. We may not have a common language when we speak,but we need a common language. I, when we talk about opportunities and somethodology, gives you that it gives you that common language it gives youthat ability to identify what you need to do. Next, what you don't know andwhat you do know what your flags are so methadone, very important and the thirdone combination of things but willin about getting the right information tothe right person at the right time, so whether that means a content Magee system, whether thatmeans some kind of contact system, whether that means teams but wellorganized the worst thing, is to get as people chasing around looking for someinformation again and again and again, and we don't have a common commonplacewhere it's stored, where it's index, where it's updated, where it doesn't gostale. Those are all things that are really yeah. I think one of my tonesI've seen many companies as if you asked half the guys were to getsomething that I just call somebody in market it, but a waste people time onboth sides to the couple long side of the coin. You know why there's got tobe a way so that content managements...

...absolutely critic on. That's why teamshave been so successful, although I'm not really whatever that king on sharepoint. But it's got his bit Menefee's just how you index it and stuff, butthere are so there are a lot of tools out there for that, and now you know Iwon't mention them, but but yeah those are my. I think my three I would say ifyou're going to start up starting up to sales force that sells malem but salesfort in general, an you need, o three tools. Oh Yeah. I know I think that iscram one hundred percent on that they need. They need to have a space wherethey can find everything and then the content management system hands down. Iknow like based on my experience, is people are constantly chasing to finddifferent things, and so, when you have like that, one house of all the records,all the information they go to and was it that much simpler for them to figureit out on their own and the like. You sell sufficient as well yeah and peoplecall methodology. You want to call the play Book Colon Play Book. It doesn'tmatter what you call it, but it's so some way some process we used to sell.That's all it's about really yeah. I as well. Thank you so much mans forsharing all of your insight today and know how to really build out in anelement program really gain the the buyin from the top down, as well asmake sure that this is an ethos within your entire company for or less Tistoday, if they were looking to connect with you and chat about your experience,Ecelo or even more sales, an ableman where d be the best place for them toreach out to you Linton. My linked in profile is basically everything. I keepit pretty well up to date. You can contact me there. I do some mostconnections as long as I know the person it's Surrenden, I don't know theperson, I don't accept it, but please do you can message me linked in I'mthere just been small piece, alright, fantastic! Well, you hurt it here firstand thank you so much for join us for today's episode. This was another episode of the SalesEngagement podcast to help this get in front of more eyes and ears. Pleaseleave us a shining five star review. Join US AT SALES ENGAGEMENT COM for newepisodes, resources in the book on sales engagement to get the most out ofyour sales engagement strategy, make sure to check out out reach T io. Theleading sales engagement platform see you on the next episode to.

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