What are the best practices for helping new sales hires develop their own sales pitch?

First and foremost, it is important that new Sales hires understand the product or service offering and then have a deep understanding of the brand. If these two things are not done, your reps can easily stray. This simple practice reminds them that they are part of a team. Once this training is in place, it's up to the Sales leaders to understand the personalities, strengths and weakness of each team member. By doing so, you'll be able to help them find their voice or even place them in the right territories or verticals. E.g. If a rep has NY, this region speaks faster and is very direct. Also remember that new people may not always understand why they must do certain things. Leaders must explain why, instead of just giving more task.

Es fundamental entender las fortalezas y debilidades de los nuevos empleados de ventas para personalizar su desarrollo. Más allá de las evaluaciones, fomenta la comunicación abierta para que compartan experiencias y metas. En lugar de solo observar, involúcralos en discusiones sobre situaciones reales de ventas. Proporciona ejemplos específicos de cómo adaptar argumentos según diferentes perfiles de clientes. Esto promueve un aprendizaje más interactivo y aplicado, contribuyendo a un crecimiento más efectivo en sus habilidades de venta.

This can be really tough initially to do with a new hire. But honestly, if you get the next two steps in this process right, you'll discover their strengths and weaknesses via experimentation.

Practice practice practice practice. The best practice is on the phone with prospects. A pitch might sound great to me, but until I get a lot of data about how prospects are responding, I won't know if it's any good.

In a cold call there are many 'mini-pitches'. I start with structure for a call in my mind and listen to their call recordings. From there, I analyze what part of the pitch they are getting stuck on. Is it giving a reason for the call? Differentiating from competitors? Tailoring a persona-based pitch to what they learned on the call? Or asking for a meeting? It's easier to coach from that point because you can assess what's missing. Is it research? Product knowledge? Understanding persona r&r and pains? Or positioning the value of a meeting? I find sharing call recordings from successful players on the team lets the rep then experiment and find their own voice.

Bill Gates said, 'Everybody needs a coach.' This is crucial in sales, where new hires have potential that needs refining. The challenge of pitching can be daunting for novices, affecting their performance and the company's outcomes. . Accelerating their development involves providing frameworks and examples of effective pitches. This method introduces them to proven strategies while allowing room to develop their style. Learning from best practices, they can swiftly understand what leads to success. . With targeted coaching, new sales hires can quickly improve their pitching skills, benefiting both their growth and the company's achievements. Proper support is key to transforming them into confident and successful salespeople.

Es esencial proporcionar un marco estructurado para guiar a los nuevos empleados en la creación de argumentos de venta. Además del enfoque propuesto, sugiero incluir el cliente como parte integral del proceso. Introducir el concepto de escucha activa antes del gancho puede fortalecer la conexión. Por ejemplo, "Comienza identificando las necesidades del cliente a través de preguntas abiertas antes de presentar el gancho persuasivo". Para ejemplificar, puedes mostrar cómo una empresa de tecnología adapta su argumento para destacar la eficiencia del producto, mientras que una de bienes de consumo resalta la experiencia del usuario.

Yes! The way we've seen from our best customers, is to give your sales reps a really high level flow of how the call is supposed to go (basically a structure for the type of topics to cover), and then let them write their own "script" from watching plenty of example calls. This synthesis activity is really great for some reason at getting reps to pay attention to the details of example calls, and add their own twist to it.

First part is all about the Mindset. Too many salespeople try to be "The Hero" to their customers. The Real Key is to make the customer the hero. You then become the Trusted, Empathetic and Wise Guide. I have helped many sales pros to create the formulas and strategies to turn their customers into the hero. Your role is to build a bridge between their problem and the positive outcome they desire. You position your product or service as the bridge with a simple 3 step plan of action. When you are the catalyst for this, you will have a loyal fan!

Give reps a call script with templates for different parts of the call. As an example: "Reason for a Call': 1) "I noticed intent from your company around these keywords XYZ... curious if you have a way to know target accounts researching you anonymously?" 2) "I talk to Sales leaders who tell me they're focused on 3 areas XYZ.. curious if any resonate with you?" 3) "I was doing research and saw you head up sales at company and sell to this ICP . Curious how does your team prioritize accounts with such a large TAM?" The reps can adapt it on persona, industry, account research etc. and whether it's one-off or power dialed. Then run film rooms so successful reps can walk the team through what they did to explain what makes it work.

There's a famous sales story about visualising goals. If you need to make 100 cold calls per day, place 2 jars on your desk. The left one with 100 paper clips, the right one is empty. Every time you make a cold call, move a paper clip from the left jar to the right one. The goal is to move all the paper clips to the right one. This is an example of what can be done to encourage the activity, not the result that you can't control. Then when you're comfortable with this, you can add a marble every time you book a meeting or close a deal etc... The idea is to encourage the behaviour through gamification and show progress visually.

Getting manager feedback on practice is essential. In my experience have a scorecard to set the standard of excellence is a great starting point to help align on what a great pitch looks like. Then grade hits and misses on every call, using scorecard to track trends. AI now allows you to do this at scale for all calls, all reps. It’s a game changer.

Have them draft a succinct LinkedIn personal statement - something that their mum or dad would understand. Then share it with peers in a sales meeting and road test it with - guess who? Yes, Mum and Dad.

Practice and keep practicing - the best way to develop a pitch is through testing out different variations to find what works best for you and your customers. When it comes to creating a sales pitch you may require more than one depending on the customer persona so, practice what you are saying in a few different ways. I find practicing with colleagues/ family / friends and asking for their feedback helps to build sales pitching confidence. Recording your pitch and critiquing yourself is also a great way to experiment with your pitch - look at your tone, messaging and delivery and improve upon it.

Show candor....who ever you are, and wherever you have got to.....everyone had to take first steps, reminding yourself of that allows you to engage with the right compassion

True greatness in sales starts with finding your voice, not echoing the monotone of a sales script. We thrive on authenticity, not repetition. Encouraging our new sales reps to embrace enthusiasm and empathy, we guide them to listen deeply to client needs, crafting bespoke strategies that add genuine value. Imagine explaining your role and the impact you can make to a friend over a casual beer—that's the essence of your sales pitch. It's about being genuine, empathetic, and confident in the value you bring. Once a sales rep grasps that their unique contribution matters, their confidence soars. It's not just about selling; it's about believing in the solution you represent and conveying that belief authentically.

El refuerzo de la confianza y autenticidad es crucial en el desarrollo de argumentos de venta. Además de reconocer logros, propongo fomentar un ambiente de aprendizaje donde los errores se vean como oportunidades de mejora. Por ejemplo, resalta situaciones donde la honestidad sobre las limitaciones del producto condujo a una construcción de confianza a largo plazo con el cliente. Incorpora sesiones de reflexión para que los empleados identifiquen momentos auténticos en sus interacciones previas. Esto les permite internalizar la importancia de la sinceridad en el proceso de venta, fortaleciendo su autenticidad de manera práctica.

Preparation > Practice > Fail > Listening to yourself (records) > Learn > Repeat > Suceed Meaning, you need to provide the right tools and offer the right support to make this learning and success curve, possible. Preparation x Practice = Self-Confidence Practice x Self-Confidence = Wins Wins x Authenticity = More Wins

El monitoreo del progreso es esencial para optimizar el desarrollo del argumento de venta. Además de métricas cuantitativas, sugiero implementar análisis cualitativos, como solicitar a los clientes su percepción postventa. Por ejemplo, destaca casos donde una adaptación del discurso resultó en una respuesta positiva del cliente. Introduce un sistema de reconocimiento público, como menciones en reuniones, para resaltar éxitos individuales. Además, establece metas alcanzables y celebra hitos intermedios para mantener alta la motivación. Este enfoque integral no solo mejora las habilidades de venta, sino que también crea un ambiente que impulsa el crecimiento continuo.

Help them set up the KPI's that they can track. This helps them monitor their own progress. What are the 3 main financial objectives and what are the key tasks for reaching them. Make sure the actions align with the objectives. No need to micro-manage, just offer support when and if they are in need. Foster independence with support.

It's advisable to guide new sales hires to follow the organization's sales process before helping them develop their sales pitch. The salesperson should be familiar with the company's sales process and the best practices for approaching customers. Since each company and industry has its unique methods of approaching customers, it's essential to learn the basics, become familiar with the approach, and know what to say at each stage of the sales process. Learn how to overcome obstacles and challenges. Only after acquiring hands-on experience should one improvise and develop their style of pitch; otherwise, it would be counter-intuitive.

It’s vital that a salesperson, especially a new hire, develops a good pitch, that they can be confident in. One of the ways you can help a new salesperson develop more confidence in what they are pitching, is to have a strong pitch in the first place - that alone gives them more confidence! I’m not talking about scripting every single word like some kind of Sales Robot - that would be ridiculous! But I’m Stand Out Selling, we talk about the importance of a great first 20-30 seconds, that is delivered really well Most people don’t do this, and that’s why things fall apart very easily And there are a number of critical components to that of course And any salesperson that doesn’t have confidence in their pitch, is doomed from the start!

Points 1 - 5 are important, no doubt. Providing a sales pitch is however second to a reps ability to 1) prospect and 2) book meetings with the right personas to deliver the pitch to. My advice is to never isolate sales pitching as a stand alone practice. Once a rep is confident in their reach-outs and see some responses - they will grow to WANT to deliver the pitch and get better at it every day!!

in my experience, i have worked with many new sales hires. Sometimes they pleasantly surprise me. One of the important things i ask them to prepare is "What they want to do in the next 100 days". I will give them 1 week time from the date of joining, and ask them to present to me on the above topic. they will come up with some amazing ideas and if I like it, I will support and enable them to achieve it in 100 days. They feel empowered, and heard and the idea is their own, most probably they will give it all to make it happen. It is also important to take them to a few customer meetings and ask them to observe. While driving back, i will ask them what did they learn? From their answers, actually i learn a lot.

9 questions reps should ask themselves when starting a new role: 1. What are the ideal clients I sell with? 2. What are these ideal clients thinking of and struggling with? 3. What are these ideal clients trying to achieve professionally/personally? 4. What are the compelling events that make us a good fit? (triggers) 5. What are the questions that make them open up about their challenges? 6. What are the insights that "wow" them the most? (problem and industry) 7. What are the customer stories that represent them the most? 8. When to use us? VS. When to use the competition? 9. What are the questions to help understand and overcome objections?