About Imparta
Imparta helps companies to achieve significant and lasting improvements in sales and marketing effectiveness.
Expert Coaching
Reinforce learning at work through expert coaching.
Global Sales Study
Is your sales force world class? How do your salespeople compare to other companies in your segment?
Why Imparta
When founder Richard Barkey started Imparta in 1997, the goal was to provide an antidote to an industry that was – and remains – focused on delivering events rather than results.
High Impact Workshops
High impact workshops linked to real business issues.
Online Tutorials
Online tutorials accelerate learning and save workshop time for applying knowledge. See demo at:
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Level 4 – Gold Level (Business Impact/ROI)
Although many people shy away from measuring business impact as too difficult, it is both achievable and a key tool in creating momentum for the new approaches.
There are several ways to measure business impact that correct for external factors such as changes in the market or the economy
1. Measure the improvement in salesperson performance vs. quota, and correlate this with observed competency scores:
To discover more about the link between improvements in competencies and business performance, read our white paper on Tracking Progress and Impact.
Interestingly, performance is better correlated with improvement in competencies than with the absolute level. One client, for example, found that their top 10% of salespeople by competency improvement were on average 30% higher against their revenue target than the bottom 10%.
2. Examine the distribution of performance (e.g. sales vs. quota) and track improvements over time. Generally one would look for an increase in average performance, but this could relate to external conditions or the level of quota being set. A tightening of the distribution, on the other hand, or a skewing to the right, tends to indicate improved individual performance.
3. Use a control group that receives no training, in order to create a direct comparison and cancel out external/market effects.
Probably the most effective approach, however, is:
4. “Attribution” – i.e. use a sample of case studies created by individuals and checked by their managers, that attribute specific financial impacts to the new skills being applied. This generally under-reports the overall impact but you can be more certain that the examples are real and have been tested out. We typically have salespeople present these at an event held 6 months after the training. This creates “pull through” of the learning and provides a focal point for communicating successes to the rest of the organisation. The following chart shows some example outputs from this type of exercise.
For specific examples of business impact, see the Quantified Impact section.
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