Interview with GamEffective           9/20/2016

Let’s Get Real.

In this series, we interview sales tool providers and get real about the problems they’re solving and why you should care (or not).

This week I interview Gal Rimon, CEO of GamEffective.

Nancy: I ask guests to answer the first question using what I call the “You know how…” format. Tell us, what does your solution do?

Gal: You know how managers have a detailed understanding of what they would like their salespeople to do, down to the specific KPIs, prioritization, how to make sure that first things are first?

You know how managers look at their employees/salespeople and wonder whether they are engaged with their work, whether they are well-trained in what it takes to do the job well, and whether they are aligned with the goals of the company? You know how the answer to all these questions isn’t always positive, because managing people is a tricky business?

Well, the problem is that there’s a huge gap between the goals and objectives managers have for their salespeople and the daily actions salespeople actually do. This isn’t due to laziness or lack of a willingness to learn. In fact, giving detailed objectives to employees – both from the “what to do” perspective, through “when to do it” and “how do I prioritize” is notoriously difficult. It gets even trickier when managers want to drive dynamic goals (such as time sensitive goals, e.g. creating leads in the beginning of the Q) or learning (for instance, getting to really know the company’s new product offering).

Even when goals are given in advance and are clear and crisp, salespeople don’t always know that they may be under-performing and don’t necessarily know how to fix what they are doing. Getting the balance between the different KPIs you want to achieve at work isn’t that simple.

We offer a solution to these problems with our Sales Performance Management solution, GamEffective for Sales. Using the platform, sales managers can set KPIs from calling to closing, from learning about the new product to using the CRM properly or even helping a colleague. These KPIS are personalized – each employee gets the KPI target that is relevant to them and the achievement of these KPIs is communicated to employees in real time, together with digital motivation mechanisms that drive them.

When employees seem to not be doing well, we add learning sequences that help them course correct. Managers have access to analytics modules that help them see who’s performing and how and to choose the dynamic and personalized goals they set for employees.

Nancy: It seems pretty important to solve those problems. But let’s get real, sales and marketing organizations have a lot of challenges and they have to make choices about which to solve first. Why shouldn’t they continue with things the way they are if they’re getting by? What are the ramifications of not solving the problems you outlined?

Gal: It’s true that sales managers have a lot of challenges on their plate, but the management of employees (in the sense of getting them to do what really matters) is no laughing matter, neither is training and development. Employees and salespeople make your business tick and you should try to motivate them, train them and align them as often as possible.

Getting employees aligned and in the know is probably one of the age-old challenges all managers face. Yet this is becoming a matter of more urgency today as some of the underlying issues are getting more pronounced. This is happening as millennials enter the workforce and expect more meaning at work, as the inside sales revolution is requiring certain sales methods be closely followed and as employee training and engagement are coming to the center of attention.

Another benefit of using sales performance management that’s combined with gamification and real-time feedback, such as the GamEffective platform we offer, is that it creates a method of continuous improvement, driving real performance results. As you set goals and see employee engagement and responsiveness to these goals, you can optimize goal setting, training and even internal processes.

One of the more important ramifications of using sales performance management is that is requires managers to closely think about goal setting and the personalized goals employees think. Doing this properly really changes the efficiency of management. Setting goals requires thinking about:

  1. Personal goals – setting goals isn’t a matter of creating a leaderboard and having everyone compete. This approach can actually alienate employees, as their goals will seem disconnected to what employees actually do and how they understand their jobs. The trick is to set personalized goals that are tied to the salesperson’s work and to their past achievement.
  2. KPIs – what are the activities that will drive performance? What habits does the manager want to instill in the employees? These can be defined and should be driven
  3. Dynamic goals – the goals of the company and the sales organization change constantly. This means that sometimes new leads need to be created, sometimes new products need to be learned and sometimes deals need to be closed.

Setting all these goals and objectives dynamically and using digital motivation to drive them is a new way of managing sales people; but it addresses an age old question of not only how to drive employee performance, but also how to communicate what’s important and urgent to sales people.

Nancy: What types of questions should sales leaders ask to decide whether solving this problem should be a high priority?

Gal: The main questions should be:

  • Are my sales people aligned with our sales performance goals?
  • Am I communicating sales performance goals as I should?
  • Is training and new product introduction being disseminated and is the knowledge retained?
  • Do my managers have sufficient tools to explain what they want done and how, or are they always writing this on a board/page/excel or going and explaining these goals to employees, one by one?
  • Am I getting the top performance I’d like to get from my sales people?

In reality, the real question is whether the potential that exists in motivated, well-briefed individuals that are intrinsically motivated is actually realized by managers, or is the management of employees not as optimized as it should be.

Nancy: This question is your choice. What do you want to answer that I didn’t ask?

Gal: I’d want you to ask about elearning, since one of our core differentiators is combining elearning.

Now that you’ve asked, I’d like to say that goal setting is only one piece of the puzzle, and giving employees feedback on how they are performing in real time is the second piece. But what people often forget is that training is important, and that it is usually tied to KPIs. For instance, if I want employees to sell a new product, I need to also digitally motivate the learning behind this new product. And this is exactly what GamEffective does on top of sales performance management. We do this with our next best action or “booster” mechanisms.

Nancy: What should people do next?

Gal: Stop by and see it in action at Dreamforce. We’ll be in booth 267.  In the meantime, to learn more about our solution or apply for a free demo, you can go to, or download any of our free resources.