BENCHMARK REPORT

THE TOP-PERFORMING
SELLER
Expansive global study reveals what
Top-Performing Sellers do differently

By Mike Schultz, Mary Flaherty, and Andy Springer

Table of Contents
3 Introduction
4 Executive Summary of Key Findings
8 Who Are the Top Performers?
11 The Top-Performing Seller Model
14 Achieving the Outcome: Value This report is the property of RAIN Group
16 Winning the Sale and is shared exclusively on an individual
basis intended for internal use only. No
20 Driving Account Growth: Account Management part of this publication may be reproduced,
stored in a retrieval system, or transmitted
21 Succeeding with People: Relationships, Conversations, and Influence by any means, electronic or mechanical,

23 Maximizing Personal Effectiveness: Productivity without the prior written permission of

RAIN Group, Boston, Massachusetts, USA.
24 Advanced Consultative Selling Skills and Top Performance To request permission, please contact
508-405-0438 or [email protected]. This
25 Sales Manager Influence on Top Performance report shall be treated at all times as a

27 Impact of Top-Performing Sales Managers on Sellers’ Skills confidential and proprietary document for
internal use only. Copyright RAIN Group.
28 Impact of Manager + Coaching + Sales Training on Sellers' Performance
29 Sales Training: The More Effective the Training, the Stronger Sellers’ Capabilities and Performance
31 A Roadmap to Top Performance for Sellers
32 Research Methodology and Demographics
33 Training Top-Performing Sellers
34 About RAIN Group

© RAIN Group THE TOP-PERFORMING SELLER | 2

Introduction
What do top-performing sellers, those who achieve significantly stronger This Research Analyzed 100 Skills and Behaviors
sales results than everyone else, do differently? Across 13 Categories
For three decades, studies conducted by the RAIN Group Center for Sales
Research have explored the central questions around sales performance: 1. Relationships

Core Consultative Selling

What makes for top-performing organizations? Top-performing sales
2. Needs Discovery
managers? Top-performing sellers?
3. Conversations and Communication
After years of studying sellers and sales organizations across the globe and
across industries, and analyzing data from thousands of sellers and sales 4. Solution Crafting
managers, we organized this expansive, global study of over 1,000 sellers
and sales managers. The goal: find out exactly what top-performing sellers 5. Value Case Making
do differently and better than other sellers, and learn what organizations do 6. Advancing the Sale
to inspire the best performance from their selling teams.
7. Influencing
Read on to find out what defines top-performing sellers, and the keys to
unleashing top sales performance at your organization.

Other Selling Skills

8. Negotiating

9. Prospecting

10. Account Management

11. Virtual Selling

12. Productivity

13. Sales Management and Coaching

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Executive Summary of Key Findings THE TOP-PERFORMING SELLERSM

Productivity
1. The Top-Performing SellerSM Model Revealed

We studied 100 skills and behaviors across 13 categories.

Sa
unt Management
Acco

les
Pe
Top-Performing Sellers are statistically significantly more
unity Managem

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capable in the following critical categories of selling: port ent
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ing

anc
ain

Inf
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Selling Across the Sales Cycle

s Tr

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shi

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Sale
Prospecting

tion

nce

ironm
 Opportunity Management

Rela

s
Driving/

ent
 Account Management Winning Discovering
Needs
 Relationships, Conversations, and Influence
Value
 Productivity
Negotiating Solution
Crafting
As a result of their approach to selling, Top-Performing
Sellers are also more capable of creating and Presenting
communicating value for buyers.

See page 11.

MAXIMIZING PERSONAL EFFECTIVENESS

SUCCEEDING WITH PEOPLE

C o n v e r s a ti o n s
DRIVING ACCOUNT GROWTH

WINNING THE SALE

S ale s g
ACHIEVING THE OUTCOME M a n a g e m e n t & C o ac h in

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Executive Summary of Key Findings

2. The Powerful Link Between Top Performance and PRODUCTIVITY BEHAVIORS

Seller Productivity TOP PERFORMERS ARE MORE LIKELY THAN THE REST TO...
Focus on their agenda and not react to or
73%
Each of the nine productivity behaviors studied is positively correlated get derailed by other people’s agendas
with top performance. Personal effectiveness work habits have a Change habits when needed 67%
surprisingly significant influence on sales performance. to improve results
Maximize time spent on activities
See page 23. 62%
that drive the best results
Get the most done and produced 60%
in the time available
Not get distracted 49%

Hold themselves accountable to commitments 46%

Plan and manage time to
achieve the best results 41%

Sustain energy for long periods of time 34%

Be very proactive 21%

Top Performers are 21% to 73% more likely to exhibit

productivity behaviors than The Rest.

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Executive Summary of Key Findings

3. Advanced Consultative Selling Skills Matter 4. Sales Managers Have a Significant Influence on
Top Performance
Sellers who excel with the nine capabilities associated with advanced selling
are almost twice as likely (94%) to be Top Performers. Sales Management has a significant impact on seller top performance.
See page 24. Top-Performing Sellers are 83% more likely to say their sales managers are
effective in supporting their ability to achieve top performance.

See page 25.

LIKELIHOOD OF TOP PERFORMANCE INCREASES WITH SALES MANAGER EFFECTIVENESS ACCORDING TO SELLERS
ADVANCED CONSULTATIVE SELLING SKILLS % RESPONDENTS

66%

Managers are
83% more likely
94% to be extremely
or very effective
36%
Sellers who excel with
advanced consultative
selling skills are
94% more likely to be
Top Performers.

Extremely/Very Effective

Top-Performing Sellers Other Sellers

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Executive Summary of Key Findings

5. Accelerating the Results of Sellers 6. Sales Training: The More Effective the Training, the Stronger
Sellers’ Capabilities and Performance
When sellers get the trifecta of an effective manager, regular coaching, and
effective sales training, they’re 63% more likely to be a Top Performer. Top-Performing Sellers get better training and have stronger skills than
other sellers.
Take any of these away—manager effectiveness, coaching frequency, or training
effectiveness—and the likelihood of top performance drops dramatically. They’re 58% more likely to receive very or extremely effective sales training,
and they have stronger capabilities across all areas studied.
See page 28.
See page 29.

IMPACT OF MANAGER + COACHING + SALES SALES TRAINING EFFECTIVENESS

TRAINING ON SELLER PERFORMANCE % RESPONDENTS
% RESPONDENTS
71%
66%

Managers are
83% more likely
to be extremely 45%
39% or very effective
36%
Sellers are 63%
28% moreToplikely to be are
Performers
24% a Top2xPerformer
more likely to
14% excel with advanced
selling skills

Strongly Strongly
Overall Effective Disagree/
Manager Extremely/
Extremely/Very Effective
Agree/Agree Disagree/Neither
+ Regular Coaching Very Effective
+ Effective
Top-Performing Training
Sellers Top-Performing Sellers Other Sellers Top-Performing Sellers Other Sellers

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Who Are the Top Performers?
The Top Performer group, representing 18.7% of survey respondents, matches the criteria outlined below.
The Rest, everyone else, represents 81.3% of total respondents.

We assessed the skills and behaviors of sellers based on their own responses, as well as those of sales
managers responding about their sales team. We then examined:
 Top-Performing Sellers compared to other sellers
 Managers whose sales teams are top performing compared with managers whose teams are not

Top-Performing Sellers Commentary

All Top-Performing Sellers met their annual goal. Sellers had to meet their goal (following the conditions set below)
Met annual (For sales managers responding for their teams, to be in the Top Performer group. For sales managers reporting
sales goal 75% of their sellers must have reached their goal for their team, it wouldn’t be realistic to have everyone meet their
to be included in the Top Performer group.) goal. We set the bar high at 75% of their team achieving goal.

Challenging sales goals We didn’t want to include sellers in the Top Performer group
Extremely / very / challenging
Goals must have set to be… who achieved goals perceived to be easy.

High win rates on proposed sales make for an efficient and

Win rate on
Greater than 50% cost-effective sales force. More wins over fewer sellers drives
proposed sales
greater profit and lower cost of selling.

Achieved premium pricing We didn’t want to include sellers in the Top Performer group who
Strongly / agree
in line with value provided discounted their way to success or won based on low prices.

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Who Are the Top Performers?

Interestingly, sellers and sales managers largely agree on what Top-Performing Sellers
do and what most separates Top Performers from The Rest.

We used the most significant findings in our data to organize the Top-Performing Seller
model (see page 11), and we share details on our findings throughout the report.

Organizations want sellers and sales teams that meet goals in the face of challenging
conditions with high win rates on opportunities and strong pricing. We now know
what Top-Performing Sellers do to achieve this, as well as how sales managers and
organizations inspire and support teams to succeed.

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Who Are the Top Performers?

Based on the definitions shared previously, Top Performers achieve superior sales results compared to The Rest. Premium Pricing ac
AVERAGE PROPOSAL WIN RATE MET SALES GOALS PREMIUM PRICING ACHIEVED
% RESPONDENTS % RESPONDENTS

100% 100%

Top Performers
Top Performers are 1.7x more
72% are 2.4x more likely to achieve
likely to meet 59% premium pricing
their sales goals
47%
42%

Top Performers The Rest Top Performers The Rest Top Performers The Rest

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The Top-Performing Seller Model THE TOP-PERFORMING SELLERSM

The purpose of this research was to answer the questions: Productivity

1. What capabilities and behaviors most separate

Top-Performing Sellers from other sellers?

Sa
unt Management
Acco

les
2. What other factors at an organization must be in

Pe
unity Managem

rfo
place to allow sellers with these capabilities to port ent
Op

rm
ing
achieve the most success?

anc
ain

Inf
ps
s Tr

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shi

lue

Env
From the data emerged both the answers to these

Sale
Prospecting

tion

nce

ironm
questions and the Top-Performing SellerSM model.

Rela

s
Driving/

ent
Winning Discovering
Needs

Value

Negotiating Solution
Crafting

Presenting

MAXIMIZING PERSONAL EFFECTIVENESS

SUCCEEDING WITH PEOPLE

C o n v e r s a ti o n s
DRIVING ACCOUNT GROWTH

WINNING THE SALE

S ale s g
ACHIEVING THE OUTCOME M a n a g e m e n t & C o ac h in

© RAIN Group THE TOP-PERFORMING SELLER | 11

The Top-Performing Seller Model

Top Performers are statistically significantly more capable in the following critical categories of selling:
Category
Description Example Supporting Data
of Value

Achieving Top Performers are:

Top Performers focus on, create, and
the Outcome  63% more likely to excel at making and communicating strong ROI and financial cases for buyers
communicate value more strongly to buyers.
of Value  60% more likely to excel at presenting overall value cases persuasively

Top Performers have stronger skills in key

areas throughout the sales cycle, including: Top Performers are:
prospecting, driving and discovering needs,  81% more likely to excel at overcoming price pressure and maintaining deal margins
Winning solution crafting, presenting, negotiating, and  65% more likely to excel at leading highly effective proposal and finalist presentations
the Sale winning the sale.  58% more likely to excel at leading thorough needs discoveries
Top Performers navigate the sales process  57% more likely to excel at influencing buyer thinking about the solutions they need
itself, and manage their sales opportunities,  48% more likely to excel at developing strong action plans to win their most important sales
more strategically and successfully.
Top Performers are:
Top Performers proactively drive and plan
Driving  91% more likely to excel at developing enterprise-level relationships
for account growth, develop stronger
Account  65% more likely to implement account growth plans rigorously
relationships with accounts, and successfully
Growth  60% more likely to explore and identify compelling untapped value ​
collaborate to co-create value.
 47% more likely to proactively lead process to grow accounts

Top Performers are:

Top Performers have better sales conversation
Succeeding  88% more likely to excel at inspiring buyers to reach out to them for advice and ideas
skills, better relationship development skills,
with People  63% more likely to excel at building strong, long-term relationships with buyers
and are more influential.
 59% more likely to excel at collaborating deeply with buyers throughout the buying process

Top Performers are:

Maximizing Top Performers exhibit key productivity and  73% more likely to maintain focus on their agenda and not get derailed by others
Personal time-management behaviors and are thus
 62% more likely to maximize time spent on activities that drive the best results
Effectiveness overall more productive.
 46% more likely to hold themselves accountable for their commitments

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The Top-Performing Seller Model

Outside the circle in the Top-Performing SellerSM model are three categories that impact
sales performance but that sellers themselves do not control. These are:
 Sales Management and Coaching
 Sales Training
 Sales Performance Environment

In this research, we studied the entirety of the Top-Performing Seller model, as well as
sales management and coaching and sales training.

Commentary on Sales Performance Environment is drawn from previous RAIN Group

Center for Sales Research studies, such as The Top-Performing Sales Organization and
The Benchmark Report on Top Performance in Strategic Account Management.1 2

Throughout this report, we share research and commentary for each area.

1 RAIN Group Center for Sales Research, The Top-Performing Sales Organization Benchmark Report.
2 RAIN Group Center for Sales Research, The Benchmark Report on Top Performance in Strategic Account Management.

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Achieving the Outcome: Value
Sellers are often told to focus on value when selling, but many sellers and sales managers don’t truly understand
what value is.

At RAIN Group, we define value as the collection of reasons a buyer buys from you, and we view it through the
buyer’s lens.

One of the most striking findings from our What Sales Winners Do Differently research was that only one factor
of the 42 we studied met the following criteria:3
1. It was something more sales winners did at a high frequency overall.
2. It was something sales winners did most differently than second-place finishers.
3. It was something buyers reported second-place finishers should change.
4. It drove buyer satisfaction with the buying process.
5. It drove buyer likelihood to buy again.
6. It drove buyer likelihood to refer the seller to their colleagues and peers.

That one factor was: overall value from the company is superior to other options.

In this research, we focused on uncovering the seller capabilities that lead to the outcome of delivering
maximum value in the eyes of the buyer. The data shows irrefutably that Top-Performing Sellers have significantly
stronger skills to drive both the perception—and reality—that the value of buying from them is higher than
buying from others.

On the next page, we share Top Performer highlights following the RAIN Group Value Proposition framework of
Resonate | Differentiate | Substantiate.

3 RAIN Group Center for Sales Research, What Sales Winners Do Differently.

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Achieving the Outcome: Value

Creates foundation for...

Resonate + Differentiate + Substantiate Premium Fees
Sales Wins
“I Need” “Best Option” “I Believe”
Loyalty

Top Performers are more likely than The Rest to...

Resonate Differentiate Substantiate

 Make and communicate  Make the differentiation  Inspire confidence in

strong ROI and financial case for our offerings buyers that they’ll achieve
cases for buyers: 63% compellingly: 55% desired results (and not fail
 Present overall value  Make the case that we’re should they buy from us):
cases compellingly and the best choice versus 51%
persuasively: 60% our competitors or other  Know and strongly
 Build a sense of urgency for alternatives: 33% highlight the results we’ve
buyers to take action: 50% achieved for others: 39%

Takeaway: Top-Performing Sellers understand and make the value case more strongly.

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 Winning the Sale
It’s not surprising Top-Performing Sellers have specific, tactical skills they employ across the sales cycle. What is
surprising is the strength and breadth of their capabilities.
Process
Selling

Driving & Solution

Prospecting Solution Crafting Negotiating Winning
Discovering Need Presentation

Top Performers are more likely than The Rest to...

 Generate referrals: 63%  Maximize cross- and up-  Collaborate with buyers  Communicate strong,  Know when to walk  Lead highly effective
sells: 65% deeply across the defensible ROI cases: away: 105%^ finalist presentations:
 Energetically prospect
buying process: 59% 63% 65%
over the long term: 50%  Change buyer thinking  Manage own and buyer
about needs: 60%  Influence buyer thinking  Make the overall value emotions: 105%  Build sense of urgency
 Implement organized
about what to buy: 57% case: 60% for action: 50%
prospecting campaigns:  Lead thorough needs  Overcome price
44% discoveries: 58%  Build excellent  Make effective pressure and maintain  Outsell the competition
responses to RFPs: 52% differentiation cases: margins: 81% in competitive bids:
 Devote enough time and  Be patient to allow all
55% 41%
energy to prospecting: needs to surface: 53%  Craft compelling  Lead the negotiation
36% solutions: 45%  Present solutions process: 71%  Overcome objections:
 Ask the right questions:
persuasively: 51% 29%
 Hyper-personalize 47%  Display expertise about  Manage buyer
prospecting how to apply offerings:  Inspire confidence negotiation tactics: 70%  Gain commitment—
 Ask enough questions:
communications: 32% 24% buyers will achieve average win rate:
45%  Trade for value; not
results: 51%
 Prospect successfully  Educate buyers with cave: 46% | Top Performers:
 Listen actively: 44%
through: new ideas about what  Highlight results 72%
 Understand power and
 Dive deep to surface to buy: 22% achieved by others:
| Social media: 59% leverage: 45% The Rest: 47%
hidden needs: 36% 39% |

| Email: 57%  Create value-based

 Research buyers
solutions to problems:
| Video: 54% comprehensively: 27%
40%
| Phone: 19%
^ RAIN Group Center for Sales Research,
Top Performance in Sales Negotiation.

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Winning the Sale

In our research, we found that most sellers had to drive and discover need, craft solutions,
present, and win. Many sellers had to prospect (but some didn’t), and many had to
negotiate (but some didn’t or weren’t allowed to). In any case, the skills in this section
represent the capabilities where Top-Performing Sellers are more likely to excel.

Takeaway: It’s not any one capability that distinguishes the best sellers, it’s the mix of
capabilities. Top-Performing Sellers have stronger capabilities across the sale cycle.

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Winning the Sale

Along with performing successfully in each stage of the sales OPPORTUNITY MANAGEMENT
process, sellers must also manage their opportunities— TOP PERFORMERS ARE MORE LIKELY THAN THE REST TO...
especially their most important opportunities—in deliberate Lead highly effective proposal and
ways to maximize their win rate. finalist presentations 65%

Eleven specific areas stood out as statistically significantly Adjust their selling process to better align
60%
different between Top Performers and The Rest. with the buyer’s buying process
Develop buyer champions to advocate 57%
Most sellers have felt the frustration of having a buyer who for us to help us win the sale
should have bought from them buy from another, often Pursue opportunities with the right intensity 48%
inferior, option.
Develop strong action plans to win our
Often this is because the other seller simply out-planned, 48%
most important sales opportunities
out-maneuvered, and outsold them. Sellers who deftly and
Uncover decision makers 43%
skillfully manage the sales opportunity both win more sales
overall and win more competitive bids.
Organize the resources needed to win the sale 42%
Takeaway: Top-Performing Sellers more skillfully and
deliberately manage their sales opportunities, winning them Outsell the competition in competitive bids 41%
at significantly higher rates.
Uncover and understand the buying process 41%

Qualify opportunities well 36%

Overcome objections 29%

Top Performers are 29% to 65% more likely to have
opportunity management skills than The Rest.

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Top Performers Have Higher Win Rates
In the capabilities listed on page 16, you’ll note the words “gains commitment” AVERAGE PROPOSAL WIN RATE
under “Winning.” We measured gaining commitment as the average win rate
sellers achieve on proposed or quoted sales. 72%

The average proposal win rate for Top Performers is 72%. For The Rest, it’s 47%.

When sellers have higher win rates, revenue per seller tends to be higher, 47%
a common measure sales leadership uses to gauge the success of their
sales organization.

Indeed, Top Performers have dramatically higher win rates than The Rest. It pays
to be a Top Performer and to have Top Performers in your sales organization.

Top Performers The Rest

© RAIN Group THE TOP-PERFORMING SELLER | 19

Driving Account Growth: Account Management
While not all sellers manage accounts, for those who do, ACCOUNT MANAGEMENT
Top Performers have much stronger skills than The Rest. TOP PERFORMERS ARE MORE LIKELY THAN THE REST TO...

It’s universally agreed that selling to existing, satisfied Work collaboratively with accounts
120%^
customers is much easier than to potential new to co-create value
customers. Company leaders often tell us that there’s
Develop and foster enterprise-level relationships 91%
significant untapped value and growth within existing
accounts. They lament that sellers don’t surface the
untapped need, and don’t engage existing customers Lead the account planning process effectively 91%^
nearly enough to expand the business the company
does with them. Execute and implement account plans 65%

Look at the list on the right. It’s not difficult to imagine Create compelling and inspiring ideas to
that sellers who are better at proactively leading bring to account decision makers 62%
the account growth process, developing enterprise-
level relationships, identifying where they can drive Identify where we can drive additional value 60%
additional value, and then building compelling account
plans and executing them are much more effective than Proactively lead the process to grow accounts 47%
those who don’t.
Create internal relationships to drive
45%^
Takeaway: Top Performers are more proactive and revenue growth for accounts
skilled at driving account growth. Break down internal trust barriers that hinder
collaboration to grow accounts 37%^
Drive implementation success post-sale so
accounts achieve strong results and value 33%
Top Performers are 33% to 120% more likely to
^ RAIN Group Center for Sales Research, Top-Performance in Strategic Account Management.
have account management skills than The Rest.

© RAIN Group THE TOP-PERFORMING SELLER | 20

Succeeding with People: Relationships, Conversations, and Influence
Think of a seller you know who has key relationships with influential executives CONVERSATIONS
and referral sources, regularly has rich and deep conversations with their key TOP PERFORMERS ARE MORE LIKELY THAN THE REST TO...
relationships, and gets people to take actions and pursue priorities that are
Lead individual sales 62%
most helpful to them. conversations effectively
These sellers are great with people. Tell good stories 57%
Both during the selling process and, often for the most successful sellers, Communicate compellingly
outside of the sales process, Top-Performing Sellers are more successful and in written form 50%
influential when interacting with key people.
Deliver highly persuasive 45%
presentations
Balance advocacy and inquiry 28%
RELATIONSHIPS
TOP PERFORMERS ARE MORE LIKELY THAN THE REST TO... Lead multi-person sales
conversations effectively 22%
Develop enterprise-level 91%
relationships
INFLUENCE
Inspire buyers to reach out for advice 88% TOP PERFORMERS ARE MORE LIKELY THAN THE REST TO...
Build long-term, value-based
relationships 63% Make strong ROI cases 63%

Connect personally Collaborate deeply with buyers

53% 59%
across the buying process

Present themselves professionally Inspire buyers with new ideas 33%

46%
and perspectives
Inspire confidence with executives 40% Display expertise about 24%
company offerings

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Succeeding with People: Relationships, Conversations, and Influence

The data on the previous page shows the percent Top Performers are more likely
than The Rest to have a strong capability in this area.

Note that these areas are not mutually exclusive. For example, sellers who build
long-term, value-based relationships, and who develop enterprise-level relationships,
are likely to be influential. Sellers who tell good stories, listen actively (see Driving
& Discovering Need on page 16), collaborate deeply with buyers, and lead sales
conversations effectively are likely to develop strong relationships.

For the purposes of clearly communicating the results of this research, we chunked
the capabilities and placed them under specific labels. However, when sellers
demonstrate many of these capabilities, they can be helpful across a variety of areas.

Takeaway: Top Performers are more effective with people compared to The Rest.

© RAIN Group THE TOP-PERFORMING SELLER | 22

Maximizing Personal Effectiveness: Productivity
Perhaps the most surprising finding of our research is the PRODUCTIVITY
correlation between sellers’ productivity behaviors and habits and TOP PERFORMERS ARE MORE LIKELY THAN THE REST TO...
their likelihood to be Top-Performing Sellers.
Focus on their agenda and not react to or
73%
In research conducted on the impact of productivity on work get derailed by other people’s agendas
performance for the book Not Today: The 9 Habits of Extreme Change habits when needed 67%
Productivity, we studied a number of factors that have been to improve results
proven to underpin productivity and top performance at Maximize time spent on activities
62%
work overall.4 that drive the best results
Get the most done and produced 60%
This research on productivity not only holds true for sellers, but in the time available
also stands out as exceptionally important. Not get distracted 49%
Notably, in an analysis of the behaviors and skills of sales
managers, of the 15 major areas studied, the #1 factor most Hold themselves accountable to commitments 46%
separating Top-Performing Sales Managers from other managers Plan and manage time to
is motivating sellers for high productivity and performance.5 achieve the best results 41%

The topic of sales productivity is popular among sales enablement Sustain energy for long periods of time 34%
and sales leadership. The conversation often focuses on
technologies that can help sellers work faster and spend less time Be very proactive 21%
on non-selling activities, but it often doesn’t focus on how sellers
work, day in and day out, to produce the best results.

It should.

Takeaway: Top Performers have much stronger productivity

behaviors and habits than The Rest. 4 Erica Schultz and Mike Schultz, Not Today: The 9 Habits of Extreme Productivity (Matt Holt Books, 2021).
5 RAIN Group Center for Sales Research, The Top-Performing Sales Manager Benchmark Report.

© RAIN Group THE TOP-PERFORMING SELLER | 23

Advanced Consultative Selling Skills and Top Performance
Some consultative selling capabilities are commonly known as fundamental to sales success, LIKELIHOOD OF TOP PERFORMANCE INCREASES WITH
including leading thorough needs discoveries, active listening, and crafting strong solutions. ADVANCED CONSULTATIVE SELLING SKILLS
We also now know that Top-Performing Sellers are stronger in these core capability areas.

But what about advanced selling skills? What correlation do they have with top performance?

We studied nine capability areas commonly associated with more advanced sellers to see if
these capabilities do, in fact, correlate to higher performance.
94%
They do.
Sellers who excel with
Sellers who excel with the following nine capabilities are almost twice as likely (94%) to be advanced consultative
Top Performers: selling skills are
94% more likely to be
1. Inspiring confidence and succeeding with executive-level buyers
Top Performers.
2. Inspiring buyers to reach out to me for ideas and advice
3. Influencing buyer thinking about the solutions they need
4. Educating buyers with new ideas and perspectives about what they should do or buy
5. Making and communicating strong ROI and financial cases for buyers
6. Finding and capitalizing on maximum cross-selling and up-selling opportunities
7. Collaborating deeply with buyers throughout the buying process
8. Developing buyer champions to advocate for us to help us win the sale
9. Leading highly effective proposal and finalist presentations

Takeaway: Developing advanced selling skills pays dividends in sales results.

© RAIN Group THE TOP-PERFORMING SELLER | 24

Sales Manager Influence on Top Performance
Sales Management is one of the three key external influences on top SALES MANAGER EFFECTIVENESS ACCORDING TO SELLERS
sales performance. % RESPONDENTS

But how influential is having an effective sales manager on top performance? 66%
Very. Managers are
Top-Performing Sellers are almost twice as likely to say their sales managers 83% more likely
are effective in supporting their ability to achieve top performance. to be extremely
or very effective
36%

The Top-Performing Sales Manager

Extremely/Very Effective
If you’d like to read more about what defines Top-Performing Sales
Managers, download a copy of The Top-Performing Sales Manager Top-Performing Sellers Other Sellers
Benchmark Report.

© RAIN Group THE TOP-PERFORMING SELLER | 25

Sales Manager Influence on Top Performance

The impact of Top-Performing Sales Managers on sales performance cannot be overstated.

And the impact of having effective sales managers is much more pronounced if the
organization has sellers with less than five years of experience. These less-experienced
sellers are 240% more likely to be Top Performers when they have an effective manager.

SELLERS WITH LESS THAN 5 YEARS' EXPERIENCE

% RESPONDENTS

34%

240% more likely to be

a Top-Performing Seller

10%

Extremely/Very/ Somewhat/Not
Effective at All Effective
Manager Manager
Top-Performing Sellers

Takeaway: Effective sales management is critical for driving top sales performance.

© RAIN Group THE TOP-PERFORMING SELLER | 26

Impact of Top-Performing Sales Managers on Sellers' Skills
When we analyzed the differences between sellers who receive ad hoc SELLERS HAVE HIGHER AVERAGE SKILL RATINGS WITH REGULAR
or intermittent coaching versus a regular, ongoing schedule of coaching, SCHEDULE OF COACHING ACCORDING TO MANAGERS
we found: (5-POINT SCALE)

 A regular, ongoing schedule or rhythm of coaching sessions 4.3

Relationships 4.1
is positively correlated with higher seller skill ratings in all 3.8

categories studied. 4.3

Needs Discovery 4.0
3.7
 Seller skill ratings are even higher when coaching is delivered by a 4.3
Top-Performing Sales Manager. Conversations & Communication 4.0
3.7

Takeaway: Sellers are more likely to have better skills with a regular
4.3
Solution Crafting 4.1
3.8
schedule of ongoing coaching. And if they’re coached by a Top-Performing 4.3
Sales Manager, they’re more likely to have even better skills. Value Case Making 4.0
3.7
4.3
Advancing the Sale 4.0
3.7

4.2
Account Management 4.0
3.7

4.2
Productivity 3.9
3.6
4.2
Negotiating 3.9
3.6

3.9
Prospecting 3.7
3.4

Regular on-going coaching Regular on-going coaching Ad hoc/intermittent

+ Top-Performing Sales Manager + Other Manager coaching + Other Manager

© RAIN Group THE TOP-PERFORMING SELLER | 27

Effective Manager + Regular Coaching + Effective Sales Training Significantly
Increases Likelihood of Seller Top Performance
IMPACT OF MANAGER + COACHING + SALES TRAINING
What role do factors outside sellers’ control have on seller performance? ON SELLER PERFORMANCE
To find out, we analyzed the relationship between top performance and a % RESPONDENTS
combination of three factors: sales manager effectiveness, sales training
Sellers are 63% more likely to be a Top
effectiveness, and regular schedule of coaching. Performer with an effective manager,
39%
regular coaching, and effective training

SELLER PERFORMANCE
Here’s what we learned:
24% 22%
 The combination of all three is exceptionally powerful. Sellers with an
effective manager, regular coaching, and effective sales training are 1.6x 5%
more likely to be Top Performers (39%) compared to sellers overall (24%).
This shows the impact these three areas can have on seller performance.
 Effective training is a linchpin. When sales training is effective but the
manager isn’t, Top Performer likelihood drops somewhat but is supported
by effective training. In other words, sellers can be successful with strong
training despite their managers.
 Low manager effectiveness plus ineffective training is a death knell. Top-Performing
Sellers
Performance drops way off when both the manager and the training 61% Other Sellers
are ineffective. Even when the manager coaches regularly, if the seller
perceives their manager to be ineffective, the seller is unlikely to take the 76% 78%
manager’s advice. Given that situation, there’s a case to be made that
the seller shouldn’t take their manager’s advice. And if sellers’ training is 95%
ineffective, they won’t have the skills to compensate for their lack of an Overall Effective Ineffective Ineffective
effective sales manager. Manager + Manager + Manager +
Regular Coaching Regular Regular Coaching
Takeaway: Sellers are more likely to be Top Performers with the combination of
+ Effective Coaching + + Ineffective
an effective manager, regular coaching, and effective training.
Training Effective Training Training

© RAIN Group THE TOP-PERFORMING SELLER | 28

Sales Training: The More Effective the Training, the Stronger Sellers’ Capabilities and Performance
Top-Performing Sellers get better training and have stronger skills than SALES TRAINING EFFECTIVENESS
other sellers. % RESPONDENTS

We also analyzed whether the effectiveness of sales training correlates to

71%
stronger selling skills.
Top-Performing Sellers
It does. are 58% more likely to
receive extremely/very
Across all categories of skills analyzed, sellers who receive extremely/
45% effective training
very effective training have stronger selling skills. See a sampling on the
next page.

Takeaway: Highly effective sales training correlates with stronger skills.

Top-Performing Sellers prove the point.

Extremely/Very Effective

Top-Performing Sellers Other Sellers

© RAIN Group THE TOP-PERFORMING SELLER | 29

 SELLER SKILLS BY TRAINING EFFECTIVENESS
% STRONGLY AGREE THEY EXCEL AT...
Building strong, long-term relationships with buyers 47%
that buyers consider essential 29%
Overcoming objections 45%
16%
Inspiring buyers to reach out to me for ideas and advice 45%
16%
Developing buyer champions to advocate 44%
for us to help us win the sale 21%
Leading highly effective proposal and finalist presentations 43%
19%
Influencing buyer thinking about the solutions they need 42%
26%
Making the case that we’re the best choice 42%
versus our competitors or other alternatives 26%
Making and communicating strong ROI and financial cases for buyers 42%
16%
Changing buyer thinking about how to approach their challenges 41%
19%
Developing strong action plans to win our most 40%
important sales opportunities 27%
Crafting and delivering highly persuasive presentations 39%
23%
Leading thorough needs discoveries that are appropriately 39%
broad and deep across relevant offerings 16%
Presenting overall value cases compellingly and persuasively 38%
18%
Crafting strong, tight, compelling solutions 37%
21%
Uncovering and understanding the buying process 37%
21%
Finding and capitalizing on maximum cross-selling 37%
and up-selling opportunities 21%
Inspiring confidence and succeeding with executive-level buyers 36%
26%
Telling good stories when selling 36%
19%
Collaborating deeply with buyers throughout the buying process 35%
29%
Leading strong multi-person or group sales meetings 35%
19%
Qualifying opportunities well 34%
25%

Extremely/Very Effective Somewhat/Not At All

Sales Training Effective Sales Training
© RAIN Group THE TOP-PERFORMING SELLER | 30
A Roadmap to Top Performance for Sellers THE TOP-PERFORMING SELLERSM

As noted in the introduction, our goal with this research Productivity

was two-fold:
1. Find out what Top-Performing Sellers do differently

Sa
unt Management
and better than other sellers Acco

les
Pe
2. Learn what organizations do to inspire the best unity Managem

rfo
port ent
Op

rm
ing
performance from their teams

anc
ain

Inf
ps
s Tr

e
As a result, we’ve been able to identify the capabilities that

shi

lue

Env
Sale
Prospecting

tion

nce
define Top-Performing Sellers and pinpoint the keys to

ironm
Rela

s
unleashing top sales performance at your organization. Driving/

ent
Winning Discovering
Needs
If you want your sellers to become top performers, use the
Top-Performing SellerSM model as your guide. Value

Negotiating Solution
Crafting

Presenting

MAXIMIZING PERSONAL EFFECTIVENESS

SUCCEEDING WITH PEOPLE

C o n v e r s a ti o n s
DRIVING ACCOUNT GROWTH

WINNING THE SALE

S ale s g
ACHIEVING THE OUTCOME M a n a g e m e n t & C o ac h in

© RAIN Group THE TOP-PERFORMING SELLER | 31

Research Methodology and Demographics
The data shared in this report was OVERALL RESEARCH DEMOGRAPHICS TOP PERFORMER DEMOGRAPHICS
collected in our Skills and Behaviors
of Top-Performing Sellers and Top- Role % of Total Geography % of Total Industry % of Total
Performing Sales Managers research. Top Performers are distributed
Sellers 38% Americas 54%
The RAIN Group Center for Sales similarly across industry groups.
Research conducted this global study Sales Managers 29% EMEA 29% Business and Professional Services 26%
to better understand what it takes to
be a of Top-Performing Seller or Top- Sales Managers Asia-Pacific 16% Technology 27%
33%
Performing Sales Manager. Who Also Sell Pharmaceuticals/Biotech/Medical
26%
Number of Devices
Data was collected from 1,004 % of Total
Industry % of Total Sellers Other Industries 21%
respondents (380 sellers and 624
sales managers) and via online Business and Less than 100 38%
survey in late 2021 and analyzed in Professional 25% Geography % of Total
Services 100 to 999 33%
2022. Respondents were invited to
Top Performers are distributed across geographies.
participate via online links sent by Technology 26% 1,000+ 29%
the RAIN Group Center for Sales Americas 46%
Research, as well as by partners. Gross Annual EMEA 28%
Pharmaceuticals/ % of Total
Data was analyzed through multiple Sales Asia-Pacific 26%
Biotech/Medical 23%
lenses, including what top-performing Less than
Devices 34%
$10 Million
sellers do differently than other Number of Sellers
sellers, which skills and behaviors 10 Million to
35% Top Performers are less likely to be found in
$250 Million
are correlated with top performance, Other 26% organizations with fewer than 100 sellers, but
More than
and which external factors impact 32% not dramatically so. This makes sense as smaller
$250 Million
seller performance. organizations are less likely to have the full
landscape of resources, such as sales enablement,
to support teams and training.

© RAIN Group THE TOP-PERFORMING SELLER | 32

Training Top-Performing Sellers
Body copy
As we shared in this report, Top-Performing Sellers are significantly more capable across the sales
cycle, and are also more capable of creating and communicating value for buyers.

With over 70 portable, modular blocks of learning, RAIN Group helps organizations like yours train
sellers to top performance.

Whether you have a geographically distributed team, multi-language needs, or a complex sales
process, we work with you to design a custom solution that drives results.

Areas of focus include:

RAIN Group Delivers
 Foundations of Consultative Selling World-Class Sales Training
 Advanced Consultative Selling
 Modular, multi-modal, and purpose-built
 Virtual Selling for the modern learner.
 Strategic/Key Account Management  Unique approach to driving behavior
 Winning Major Sales change through training we call
Execution Assurance.
 Sales Prospecting
 Focused on driving the business results
 Sales Negotiation important to you.
 Sales Management  A transformational experience that
 9 Habits of Extreme Productivity ensures the development, adoption, and
implementation of new skills.
 Sales Coaching
 Action-oriented coaching prepares
Click here to request a complimentary consultation sellers for real situations and provides
direct feedback.

© RAIN Group THE TOP-PERFORMING SELLER | 33

About RAIN Group
Drive Transformational Change through Award-Winning Sales Training

We help organizations: THOUGHT LEADERSHIP

IN COMPLEX SALES
 Enhance sales capability with award-winning sales training
 Design and execute strategic account management initiatives
 Increase effectiveness of sales management and coaching

Best IP: We study buying and selling relentlessly through the RAIN Group Center for Sales
Research. Our research and field work allows us to create industry-leading intellectual property to
help our clients achieve the greatest success.

Best Education System: We use the best education approaches, methods, and technologies to
make training work, stick, and transfer to the job.

Best Results: We make it our mission to drive value and achieve the highest client satisfaction
2022

Inc.
through excellence in quality and producing transformational results for our clients.

SALES TRAINING
PRACTICE OF THE YEAR
5000Honoree

raingroup.com
© RAIN Group | [email protected] | 1-508-405-0438 © RAIN Group | 34