If sales managers are spending more of their time reporting sales performance than coaching their salespeople, which phase of the frictionless selling framework will be most helpful to them?
- Enable
- Align
- Transform
Home » HubSpot Frictionless Sales Certification Exam Answers
HubSpot Frictionless Sales Certification Exam Answers
In the world of inbound, businesses are visualized as flywheels instead of funnels. A flywheel is a machine that stores rotational energy, and its spin represents your company's growth. You can increase that growth by adding force to the flywheel or by removing friction from it. Sales organizations in general have no problem using force. If you want to help your sales team grow better, you need to find ways to remove friction. Learn how to use the frictionless selling framework so that your team can spend more time selling. Also, discover how to align your team with your target buyer and how to transform your team through a culture of learning.
Some questions:
identify their buyers’ needs
spend more time selling
negotiate more assertively
accomplish more in the time they have
ROI, profitability, and year-over-year growth
Customer retention, rep productivity, and employee happiness
Close rates, time to close, and customer satisfaction
Time to complete key tasks, time spent connecting with customers and making sales, and quota attainment
your target buyer
your company goals
market trends
industry best practices
Time to complete key tasks, time spent connecting with customers and making sales, and quota attainment
Close rates, time to close, and customer satisfaction
Customer retention, rep productivity, and employee happiness
ROI, profitability, and year-over-year growth
your team through a culture of learning
your sales process to match your customers’ buying process
your funnel into a flywheel
your team through a large-scale reorganization
Forecasting sales performance for the coming month or quarter
Hiring new team members
Ensuring sales performance is communicated clearly to upper management
Ensuring their salespeople are coached on a regular basis
Time to complete key tasks, time spent connecting with customers and making sales, and quota attainment
Close rates, time to close, and customer satisfaction
Customer retention, rep productivity, and employee happiness
ROI, profitability, and year-over-year growth
About a third
About half
About three quarters
Nearly all
True
False
Improving interdepartmental communication and reporting you team’s performance to upper management
Training the team on best practices and coaching individuals to help them overcome their specific weaknesses
Adjusting your team’s incentive structure and ensuring their legal compliance
Removing non-sales activities from your team’s responsibilities and streamlining their other responsibilities
True
False
In-person meetings
Transparent pricing and discounts
Short sales cycles
Free consultations
Real-time performance data
Off-site training
Rigorous hiring standards
Weekly performance reviews
Enable
Align
Transform
Enable
Align
Transform
True
False
Identify, connect, explore, advise
Awareness, consideration, decision
Enable, align, transform
Attract, engage, delight
Your product or service
A problem they have
The principles of an inbound strategy
Changes in the market
Different categories of solutions
Different solution vendors
Whether they want to make a change
How much of a priority their current problem should be
During the decision stage, when they are deciding on a specific product or service
Before they even begin their buyer’s journey so that you can lead them through it
Before the decision stage, when they are still defining their path forward
After the buyer’s journey is over and they have decided to buy from you
Identify
Connect
Explore
Advise
Identify
Connect
Explore
Advise
Identify
Connect
Explore
Advise
Identify
Connect
Explore
Advise
Start with an overview of your company and provide a list of noteworthy customers you’ve served. Next, recap the conversations you’ve had with your prospect so far and propose your plan for helping them.
Start by recapping the previous conversations you’ve had, then talk the prospect through the available options. End by recommending one of those options and explaining how you are uniquely positioned to help with that option.
Start by asking the prospect what they would like to talk about. Use the topics they suggest as the basis of your agenda.
Start with a description of your most advanced offering and then ask if they have any concerns moving forward with it. If they do, seek to resolve those concerns. If you can’t, position your less advanced offerings as an alternative.
True
False
They would be better off not implementing a coaching program than implementing an ineffective program.
Their salespeople’s performance is unlikely to be improved by coaching.
They spend too much time coaching their salespeople.
They don’t coach their salespeople as much as they should.
True
False
Goal, Reality, Options, Way forward
Growth, Resilience, Optimism, Wealth
Gradual improvement, Realistic goals, Ongoing support, Willing compliance
Grade, Redirect, Optimize, Watch
Set a goal for your salesperson to achieve.
Ensure the salesperson’s personal goals are aligned with team goals.
Ask the salesperson what goal they would like to set.
Work with the salesperson to set a goal for your coaching sessions.
Help the salesperson judge how realistic the goal is.
Explain to the salesperson the reality of what they need to achieve.
Help the salesperson create a realistic plan for achieving the goal.
Help the salesperson evaluate the reality of where they are right now.
Provide the salesperson with a list of options for achieving their goal.
Help the salesperson explore their options for getting from where they currently are to where they want to be.
Explore what options the salesperson has if they fail to achieve their goal.
Help the salesperson consider whether the goal is optional.
Help the rep decide how they will achieve their goal and how you can support them.
Determine for the rep the best way for them to achieve the goal.
Explain to the rep what they’ll need to do after accomplishing the goal.
Ask the rep how you can improve your coaching efforts in the future.
True
False
It places the responsibility for improvement on the person being coached.
It can be implemented without any direct involvement from sales management.
It gives the management team more control over individual salespeople.
It simplifies the way salespeople report their progress.
True
False
As your team comes together to discuss their favorite movies and other topics not related to work, they will build trust with one another and be more open to coaching.
As you review recordings of how individual salespeople spend their working hours, you’ll be able to give them specific recommendations on how they can improve.
As your team reviews a specific call or meeting one of your salespeople ran, other team members can give advice on how that salesperson can improve in the future.
As your salespeople meet with their leads, they can click the filmstrip icon inside HubSpot CRM to indicate the meetings they need help with. Their manager can see a list of these meetings and coach the salesperson through each one.
As you review each salesperson’s pipeline, you can teach them the best approach for each sale they’re pursuing.
As your salespeople review each other’s pipeline, they can hold one another accountable and share best practices.
As your salespeople each review their own pipeline, they can look for places where they need coaching.
As your executive team reviews the sales organization’s pipeline, they can identify the salespeople who are struggling and assign leaders to coach them.
They serve as a bridge between marketing and sales and seek to provide a seamless transition between being a prospect and being a customer.
They are the primary engine that drives the company’s growth.
They play a background role and should only become involved with a customer if the customer explicitly asks to talk to sales.
They have the opportunity to set the tone for a person’s entire relationship with a company because they are often the first person a prospective customer meets.
Enable
Align
Transform
Enable
Align
Transform
Enable
Align
Transform
Enable
Align
Transform
Enable
Align
Transform
Enable
Align
Transform
Enable
Align
Transform
Enable
Align
Transform
Enable
Align
Transform
Enable
Align
Transform
If sales managers are spending more of their time reporting sales performance than coaching their salespeople, which phase of the frictionless selling framework will be most helpful to them?
If a sales team doesn’t have a good onboarding program for its new hires, which phase of the frictionless selling framework will be most helpful to them?
If a sales team is inconsistent in its quota attainment, which phase of the frictionless selling framework will be most helpful to them?
If a sales team asks their prospects to make large commitments early on in the sales process, which phase of the frictionless selling framework will be most helpful to them?
If a sales team tends to have hostile negotiations with their prospects, which phase of the frictionless selling framework will be most helpful to them?
If a sales team’s leads struggle to get in contact with their assigned salesperson, which phase of the frictionless selling framework will be most helpful to them?