A Strong Correlation Exists Between Actual Usage and Contribution to Sales

The application level questions verified to what extent the participants had used or planned to use the key techniques and strategies taught during the training session. It appears that more than 75 percent of the respondents confirm they use or plan to use these techniques.

In addition, the objective of the impact level questionnaire was to assess the usage frequency of the same techniques found in the application questionnaire. The analysis results indicate that more than 50 percent of respondents confirm that they use these techniques at least once a month.

As demonstrated in Figure 8.8, there is a strong correlation between the use of acquired knowledge and usage frequency.

Several Teams Have Taken Ownership of the Content Elements

The results of the Level 4 questionnaire show that the Sales Simulator program contributed a 15.6 percent increase in sales. A more in-depth analysis of the contribution percentage for each director of sales reveals that the contribution percentage varies greatly among them. The assumption can therefore be made that certain senior managers have assumed ownership of key techniques and strategies taught and have integrated them in their business processes more than others.

The assumption can also be made that certain groups felt that the contents of the program were more applicable to their situation (specifically when all the participants were from the same vertical market and worked only in this vertical market).

Figure 8-8. Content Usage Frequency

The Data Show a Clear Chain of Impact

The analysis carried out on the Sales Simulator program has a very clear chain of impact between the reaction, application, and impact levels.

O The results from the reaction questionnaire revealed that 98 percent of the participants confirm having the intention of using the knowledge acquired during the training in conjunction with their work.

O The results from the application-level questionnaire indicate that a high proportion (about 78 percent) of the participants use or plan to use three of the most important techniques taught during Sales Simulator.

O The results from the impact level questionnaire reveal that the majority of respondents confirm they use these same techniques at least once per month (79 percent).

In spite of a high usage rate for the concepts taught, the chain of impact shows a gradual decrease in enthusiasm among the people trained regarding the training contents. It would therefore be important to examine the ways of maintaining momentum and encouraging the use of the training's contents.

The Absence of Barriers Correlates With Greater Use

The application level questionnaire reveals that 52 percent of respondents do not see any barriers to the implementation of the knowledge acquired during Sales Simulator. Moreover, the impact level questionnaire shows that more than 79 percent of respondents use the key techniques taught during the training at least once a month. It is therefore very probable that those who do not see any barriers to implementation are those who actually use the knowledge acquired and who grant a higher percentage of contribution.

Teamwork: Mission Accomplished

One of the Sales Simulator program's objectives was to encourage teamwork. Consequently, multidisciplinary teams across specific vertical markets were formed in order to achieve this objective. The importance of teamwork was also questioned in various questionnaires. The results obtained are quite revealing:

O The reaction level questionnaire reveals that 67 percent of the participants say that teamwork is a major facilitating element with respect to the implementation of the knowledge acquired.

O The results from the application questionnaire show that teamwork is the second highest intangible benefit (48 percent) resulting from the Sales Simulator training.

These two observations confirm that the initial strategy regarding the formation of groups was good. Furthermore, should other similar business transformation projects be initiated, Future-Tel would benefit, in our opinion, from repeating this strategy.

The Content Was Not Only Useful but Very Relevant

The analysis of results from the application rates reveals that 78 percent of respondents say they use or plan to use the 6P and MARS techniques. A few eloquent testimonials, among others from a sales professional in the banking sector, prove the usefulness of these techniques. In fact, the use of the MARS technique helped to reactivate and conclude an important multimillion dollar project with a major account. According to the testimonial, the project had been dragging for a while and the MARS technique enabled implementation of the strategy needed to provoke action from the client. This kind of data shows the relevance and effectiveness of the techniques and strategies taught during the Sales Simulator program.

Application of Content Yields Business Results

The majority of participants confirm having acquired useful knowledge. This correlates with the application data, which shows usage rates of up to 78 percent. When asked how much the program contributed to their sales results, overall contribution is 15.6 percent, which is considered very good for a one-day training program. Moreover, the 42 percent ROI shows that the techniques used contributed to improving sales within the Future-Tel business market group.

Finally, 73 percent confirm that it did contribute to increase the number of offers of more complex solutions. Please note that the initial objective was set at 80 percent. It would therefore be important to offer effective means of encouraging the use of the techniques taught and of convincing the participants of their effectiveness.


1. Should all training programs related to business development or sales be submitted to an ROI study?

2. To what extent is it important to adjust revenue variation according to the seasonality of the business?

3. What is the actual impact on the study when scorecards are created and presented to senior management on a regular basis?

4. What is the correlation between the size of a company and the need to measure the outcome of projects?


Phillips, J.J., and P.P. Phillips. (2007). The Value of Learning: How Organizations Capture Value and ROI and Translate it into Support, Improvement, and Funds. San Diego: Pfeiffer.

Phillips, J.J., and P.P. Phillips. (2007). Show Me the Money: How to Determine ROI in People, Projects, and Programs, San Francisco: Berrett-Koehler.


Claude MacDonald, a graduate from the McGill Executive Institute, is president and founder of Talentuum, a Canadian leader in sales culture enhancement. Over the last 23 years he has trained over 25,000 managers, professionals, and employees from various prominent organizations in Canada. In business since 1996, he has held management positions both in training and business development. Recognized as a true innovator and a business development specialist, MacDonald is also the author of many training programs and conferences offered by Talentuum.

Louis Larochelle. Over the last 20 years, Larochelle has held key business development positions: consultant, sales and marketing executive, project manager, product manager, and sales representative in the software and telecom industry. He has a deep understanding of many business segments, which allows him to offer high-level expertise on the improvement of business processes and the ROI assessment of any project or program. Larochelle is the vice president, professional services of Talentuum.

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