For many years L&D teams have implemented methodologies and skills which support 'Value Offered' or 'Value Added' engagement models, but the needs of the 21st century business are different. Sales training needs to be considered by leadership as a key component of the whole Sales Culture, in the same way that they address markets, products, pricing, supply, finance and organization. This is a particularly difficult challenge because many companies are used to developing high-level plans using an informal process that doesn't provide the level of detail necessary to describe a training agenda.

"How can training value be made real and practical?"

Training professionals need a business case for training projects beyond financials, such as cycle time or customer retention. These measurements are essential to validate investment in training against other business opportunities. These justifications can then be used to guide the detail of the training portfolio and hold the business and training leaders accountable for seeing them through.