Sales Outsourcing

In Ireland, sales outsourcing or Sales-As-A-Service should be considered as it can offer multiple benefits to a start-up or growing business. Companies can boost its sales functions, accelerate sales and build the business faster by contracting in an interim sales manager or director for outsourced selling, business development or lead generation.

sales-outsourcing

Outsourcing is nothing new as many Irish small businesses already outsource their PR, advertising, marketing or finance functions. In fact a number of recent studies have shown that mid-market companies that are using sales outsourcing can have a competitive advantage over companies that have all these sales functions in house. Lean, agile, high growth companies are now taking a different approach; they are finding sales partners with the experience to cost effectively and efficiently drive their sales strategy.

Building a sales team is not easy or cheap

Recruitment costs and time makes building a sales team no easy task. An outsourced sales partner fit in to take the same company approach to selling while also investing time in getting to know the business. An experienced sales outsourcing company can then provide the sales and marketing skills necessary to go out and win customers. The benefits to a business are instant access to an experienced sale professional who will short circuit the time to find the right markets, customers, messages, and media for exposure. An outsourced sales partner hits the ground running faster, cutting down on the ramp up time to target prospects and new customers.

The sales outsource partner should have the ability to refine or quickly implement the company’s sales strategy. When a company needs revenue, to test or define a target marketing, outsourcing some sales functions is a way to get sales resources fast without any long term commitment.

A major benefit to a budget constrained or small business is that sales outsourcing cuts out a lot of the risk. The investment of time and money into hiring a full time sales person can lead to a company holding on to a person even when they are not delivering on the sales, whereas the agreement with an outsourced sales partner can usually be terminated within 30 days’ notice.

The Bitter Business is owned by a seasoned executive who has the proven experience and skills necessary to oversee a company’s sales efforts and help the founders and management to put it on a path to success. The sales and marketing service on a risk-reward model can utilise existing business relationships, contacts and networking which is put at the disposal of the company. Also outsourcing sales is a great way to kick start demand generation for a smaller business and sales outsourcing means the business is free from having to generate leads from customers in order for the sales partner to start working.

Some advantages of sales outsourcing include

  • Implement fast and efficient sales strategy
  • To reduce the cost of sales (no salaries, fixed cost)
  • Grow the sales resources without adding fixed overheads
  • Access to sales experience and contacts
  • Short circuit the sales cycle
  • Test the best sales process to acquire customers
  • Find the right channels, customer sweet spots and market segments
  • Leveraging the skills and knowledge without incurring expense
  • Direct accountability to the business. Full transparency on sales pipeline
  • A faster return on investment in the sales efforts
  • Results driven as both sides are making an investment!

 

Outsourced sales services are focused on sales acceleration to a business (B2B, sales partners, channel or business partners). Areas where a business could deploy an outsource sales partner could be inside sales to generate and close leads, channel development to speed up the sales coverage, lead nurturing to work the sales pipeline or as an experience sales manager to refine and implement the sales strategy.

About The Bitter Business

The Bitter Business is focused as a sales accelerator. Working with a broad range of client companies, (mostly start-ups and smaller growth orientated business owners) to help them achieve sales and growth targets. We are based in Ireland but extensive experience in US, UK and EMEA markets. Using a combination of networking, social selling, prospecting, telemarketing and good old fashioned selling, the sales services are supported by deep insights into marketing and customer acquisition strategies.

Sales Leadership

Sales leadership should not be confused with sales management; sales management implies authority to manage the sales team whereas being a sales leader implies team buy-in and commitment from the sales team towards higher business goals.

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In a rapidly changing sales environment, decisive sales leadership can be the difference between a company that thrives and a company that struggles to acquire enough customers to survive.

Sales leadership could be described as “the ability to get a salesperson to do something the sales leader wants done because the salesperson WANTS to do it.”

Here are a few qualities sales leaders have that separate them from just being sales managers.

  1. Sales leadership decisions are based on data

Selling is a numbers game, being a sales leader is part people artist, part data scientist. A successful sales strategy is measured in results – performance against targets. Were the sales results better than last quarter? How fast is the company’s revenue growing? Sales leaders know there cannot be “sales teams higher order needs” if the core sales results are not being delivered. Sales leaders through to sales managers or front line sales supervisors need to be number driven, using the data as proof of leadership effectiveness. Using data for sales and performance analysis allows sales leaders to make decisions for future sales growth or plans.

  1. Sales leaders have vision

The sales management aspect of running a sales team is mostly tactical, at the coal face level, sales leadership is about understand the business mission, the product strategy, the market dynamics, having a vision to where the sales growth can flow from and then putting in place plans and direction. Sales leadership is about taking the time to think strategically. Sales leaders impart there vision while stamping there mark on the culture of the sales organisation. Sales leaders devise sales plans, define, communicate and redefine the sales processes while uncovering sales effectiveness drivers using KPI’s.

  1. Sales leaders are empowering

Sales leadership is about getting the balance right between “Activity based management” and “Results based management”. Strong sales leaders empower their sales managers and sales reps to succeed using results based management. This means that Sales VPs or senior management sets the results and vision; they then empower the sales management and sales teams to execute the agreed sales tactics. Leaders lead and managers manage, this is why sales management is more focused on day-to-day sales execution and coaching the sales teams to sell more effectively. Sales leadership focuses on the data coupled with business mission to map out plans that gets buy-in and commitment from all the sales to the point where the sales team(s) WANTS to follow the sales leader and believe in the vision and strategic direction that the sales leader has communicated.

The effort and dedication to earn the title “sales leader” is high, and the business acumen along with business skills sales leaders must master require time and learning.

The path to sales leadership is no easy walk, and not every sales manager will join the ranks of company sales leader (usually a director or VP title. Why? Well research suggests that the average lifespan of VP sales is about 24 months. Why the short career? Today’s tough business market means the CEO has to deliver growth and change. If the sales leader does not manage the change, the CEO changes sales management.

So to be successful in sales leadership, a person has to have the vision. They take the time to think and plan ahead while executing against targets today. Sales leaders see the big picture. While sales managers know the “What” sales leaders know the “WHY and the “HOW”, sales leaders see opportunities and how to get them. Sales leaders inspire while keeping the sales team on track and on their toes. Sales leaders are tough, they say, “Let’s get moving or get left behind.”

Key Performance Indicators for Sales Success

Key Performance Indicators for Sales Success.

Sales in a digital driven world brings different challenges for the sales team, Key Performance Indicators (KPI’s) and sales metrics that reflect this shift is critical for sales success.

Measuring sales metrics like revenue per head, order values, margin mix are still valid measures for sales management as selling is a numbers game. However these metrics are only indicators of past performance, it allows sales management to measure the output but they don’t monitor the inputs needed to grow sales. Sales KPI’s are what sales managers or sales leaders need to use as the indicators to future sales success, indicators that show gaps in the sales process, how strong the sales funnel is, how deeply is the sales team connected to the industry and KPI’s that pinpoint coaching areas to lead the sales team in higher levels of performance.

sales-kpi's

“KPI’s – Measurements of sales activities that are vital gears in the success of a sales engine”

What does the term Sales KPI’s mean?

When sales leadership discuss the term KPI it is not always understood by the sales team or sometimes even management itself. To be defined as a Key Performance Indicator within the team it must be:

  • KEY to the future success of the organisation. A KEY is a measure, one of the plates management want to spin. An example could be “how many direct contacts and connections a company has with buyers in a market segment”
  • The KEY is then related back to the sales team PERFORMANCE where it is measured, monitored, quantified and can be understood by all the members of the sales and marketing teams. Linking a KEY to PERFORMANCE could be benchmarking when a sales person connects (phone call, LinkedIn, meeting) and influences (with great content) to an executive level decision maker in a customer segment.
  • Then this KP (Key Performance) will be used as an INDICATOR; where this information will be analysed to model future sales results or sales plans. So in this example, sales management might want to track the amount of time the sales teams spend social selling, the size of their LinkedIn/CRM database, the number of calls and the amount of time they spend influencing executive level decision makers in their accounts, and then set some SMART sales expectations there that can be measured, maybe the prospect to lead ratio, or lead to proposal ratio.

So when sales leadership discuss Key Performance Indicators (KPI’s), the sales team know to focus on indicators as part of their sales role – the team and management will use KPI’s as signposts along the way to focus everyone to spend time on activities that need doing in order for everyone to be successful now and in the future. KPI’s is one of the best ways to keep a sales strategy on track. Planning and laying the foundations are future success leads to great sales outcomes.

Remember that KPI’s and sales metrics are not the same. Sales metrics are outputs and results that are measured “past performance,” and sales managers have a tendency to give these most attention because they tend to be the metrics that go into sales reporting to senior executives.

KPI’s with a focus on the “Indicators” are sales activities and actions that will be tracked or measured for future success (as the sales pipeline is refreshed).

Here is some sample Key Performance Indicators that could be implemented.

Note: Sales KPI’s are about desired business outcomes, so they will be unique and individual to every business. So begin the construction of sales KPI’s with a clear understanding of the sales strategy and business goals. Try and ensure the KPI’s are specific, maybe it is to “Shorten the sales cycle by 40%”,” Generate 50% of sales leads from social selling” or  “Get existing customers usage up by 20%”. If a business links sales KPI’s to sales strategy and is clear about where the business is going, then any business will have a set of sales KPI’s to get the business to where it wants to get to.

Lead Generation Funnel

Lead generation is not the sole responsibility of marketing, think Smarketing; where sales and marketing both generate leads. How fast and at what cost can qualified leads be generated?  So the KEY is “number of sales leads generated this week” “PERFORMANCE” could be something like the lead response time (especially on inbound leads) to talking (yes talking) to the customer.

The “INDICATOR” might be how many leads got into the sales funnel (lead to proposal ratio). So have the lead generation funnel as a sales KPI , the business can determine how many and who generated sales leads, ideal contact times/points, rate of lead to prospect or how many leads does it take to generate one prospect.

Social Media Selling

This KPI will grow in important over time, social selling to influence buyers and as a channel to lead nurture is now paying dividends for forward thinking companies. If a business is in B2B selling then the sales teams needs to be social selling. Research from top performing sales teams using LinkedIn to build connections show a direct correlation between social media selling, leads and revenue as a result of activity in this channel.

KEY = Number of connections in sales funnel on Social Media

PERFORMANCE = number of leads generated or document views on LinkedIn or SlideShare

INDICATOR = Number of buyer discussions or leads generated from social selling channel

Sales Cycle

Sales Cycle is more of a sales process KPI. How many touch points (calls, meetings, presentations) over a given period of time needs to happen to ensure customer moves through the sales funnel. It also includes rate of contact as the focus is on the levels of performance and efficiency not just with the sales person, but with the company including pre-sales and customer service. When a business understand the sales cycle length it can forecast, budget and adjust the lead generation funnel creating efficiency in the sales engine but also controlling cost of sales.

Lead to Win/Lose Ratio

This KPI is critical to understanding how effective a sales person is at moving customers along the sales cycle. It also can throw up questions on sales training, product fit and pricing strategy. The focus here is on the lead drop-out rate, the connection between social selling and the sales cycle process. What is profile of customer guided through the sales funnel and what is the profile of customers who abandon the sales process at the proposal stage (think buget, needs, authority).

Sales KPI’s are powerful because they help sales leaders or senior sales management make better decisions, which leads to better sales execution and ensures a consistent approach across the sales focus. But mostly sales KPI’s ensures that the sales teams are connected to the overall sales or business strategy because everyone is focused on the KEYS that will make the business stronger.

Customer Service Tips for Business Growth

Customer service has as much a part to play in customer acquisition or business growth as sales.  Customer service and how it is delivered must evolve alongside the adoption of social media and technology by consumers and business. Customer service is no longer an “after the event” function, it now impacts sales, business growth even product development.  We live in a digital world of connected people and devices. Today the world is talking about new technologies such as the internet of everything, products connected to the home, technologies and apps to improve everyday life.

customer-service

A company’s business prospects or potential customers are as new as these technologies. They are curious and now use different ways to research a brand or company before interacting with it; they are constantly gathering information from social networks and digital media to make informed decisions.

The sales and customer service channels are being rewritten, the buyer journey has been revolutionised like never before. Here are eight things a business should know to help acquire customers and grow a business.

  1. Customers like knowledge and to be informed.

Customers and potential customers will help themselves to product or company information if you provide a content library via the web of FAQ’s with at least 100 questions. If they don’t get it on your website, they most likely will go looking elsewhere in the presale process or phone customer service in “after the event” process.

Help content to support customer interaction should include how-to video content, written FAQs, product specs, replies to queries from social forums and research articles.  The goal is that this open availability of content will satisfy customers quest for information, allowing the customer service team to focus on higher impactful issues that need one-to-one attention. An informative and comprehensive FAQ page is a win for any business because it requires just time, not money.

  1. Customers want it to be personal.

Personalisation is the only game in town. Bland demographics are out. Selling today is all about the uniqueness of each potential client. Prospective and existing customers expect offers that are relevant and useful. Do not simply blast out mass messaging or post links on LinkedIn, nothing worse than ill-timed or ill-targeted messaging from a company to turn off customers.

A simple business tip is to focus on building personal relationships and remembering  about individual preferences uncovered along the way.

  1. Be flexibility with your policies.

Business policies may suit the business but do they endear customers. Consumer data shows that 70% of buyers feel that brands are motivated by a self-centred desire to drive profits rather than any genuine commitment to their customers. Some forward thinking companies are turning that feeling around is by becoming more flexible with purchase policies, returns and cancellations.

In the B2B market, especially in digital goods and software, buyers want to try before they buy and not be locked in to a purchase if not for them. Best in class companies are offering more transparent buying procedures, less restrictive return and cancellation policies. Flexible and transparent polices can act as a customer promoter.

  1. Clear the clutter in purchasing and interaction points .

No matter how big or small your business is, do not put clutter in the way of your customers when they want to purchase or interact. Buyers are educated and most are digital savvy so reduce down the steps when it comes to buying. Take the examples of pre-checking in on flights, paperless tickets for events, touchless payments in shops or ability to download and complete forms ahead of time to save time at hospitals.

These are just some of the examples a business can brainstorm how to clear the clutter and streamline purchasing and customer service.  Where do customers experience the biggest clutter points (usually measured in cart abandonment, exit pages, contact forms and phone calls) in your business? That’s the parts any business should clean up.

  1. Turn customer service into a marketing department.

Customer service is the new marketing. Easy access to information, FAQ’s and touches points to interact with the company impress a customer more than flash ads or meaningless straplines. The old saying of you only get one chance to make a good impression has never been truer with time poor buyers. It really is simple, use customer service as a way to compete and as a customer acquisition channel.

  1. Customers want a multi device experience.

Customers or prospects are searching, researching and checking out websites or social media channels while on the move. The key is to make it easy for anyone to share your content and communications around the web on smartphones and tablets. Ensure to test all the various elements of a customer’s journey on multiple devices.

7. Look at every touch point

Why spend money getting traffic, leads or sales when a bad customer experience at any point in the customer lifecycle can kill the customer relationship with a click. In is in every businesses interest to ensure the right skills and information is being deployed, does customer service understand their strategic importance. Focus in on the major touch points, but make sure the whole customer experience has been plotted. Customer service that is not fully integrated or with holes in the touch points can really hurt business growth.

  1. Business mission matters

Business mission matters so share it and live it with staff and customers. Customers and prospective buyers will take note if you let them know the business mission and why you are in business.

The bottom line is the customer service team is often the face and voice of a company. In the digital age a customer’s experiences will be defined by the information, skill, accessibility and quality of the support they receive.

A business who just wants to survive will have to have good customer service as standard, but a company who wants to grow and thrive will always be asking “What is great customer service?” These companies will constantly be on the lookout for opportunities to improve the customer service and use it as a customer promotion or customer acquisition channel.

 

 

Sales Management

Sales management or being a manager of a sales team could be described as leading people to higher levels of achievement to deliver company growth while implementing the sales process the company uses to target prospects and convert them to paying customers.

The starting point to managing a sales team is not with the sales team but with ourselves whether we are a sales manager or sales director. The reality is that to successfully manage and build a high performing sales team, the sales team needs a high performing sales manager.

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“People tend to follow those who will lead them somewhere”

To manage the sales team to high levels of performance, the sales manager needs at a minimum the following four competencies: (1) general business and market acumen, (2) ability to deliver effective coaching, (3) strong leadership skills and (4) evaluating and communicating individual salesperson performance. Sales managers who build on these core competencies are on the right track to managing the sales team.

In today’s highly competitive market with longer sales cycles and maybe smaller sales values, for a business to successfully sell their products or services, the sales leader needs to have these competencies to effectively manage and lead the sales team. The sales manager responsibilities also extends so that the sales team not only understands the sales objectives but the company’s overall strategic direction. It is about managing the sales team so they want to fully apply themselves to their roles and maximise their selling skills to sell solutions to customers.

Walk the job: As a sales manager, you need to allocate the time to work closely with your team so that you develop an understanding of each person’s motivation, strengths and weaknesses. This walking the job and communication will over time help a sales manager to put the right salesperson in the right sales role (hunter, miner, and farmer) that best suits the requirements of the sales process. A sales manager needs to organise the sales teams so that there is a range of different people bringing a range of different skills and experiences to the business.

Control: A sales manager can only control the outcome if they control what the sales people do! A balanced approach to managing sales people is about mixing activity based management with results based management. This is also known as Task V Individual in management schools. “Activity based management” is about giving the direction and coaching on the sales process and ensuring the associated activities get done. This could be coaching and educating sales people how many calls to make, how many appointments to set, what suspects to call, which products need to be pushed, etc.  The activities or tasks may be set by senior sales management or by the sales manager to assist the sales people to take ownership in managing their own sales business.

Remember that activity based management is not about trying to kill creativity or initiative in the sales process. It should be used to define the sales role expectations so that a sales person can take ownership of their role and clarifies the sales person question of “what do you want me to do?”

The “Results based management” aspect for a sales manager is to focus on the individual sales member’s goals, actions and target results.  It is about giving the sales team ownership and the ability to approach a sales process or task that suits their style. If a sales person likes to make a LinkedIn introduction prior to a sales call, then fine. This is about asking the sales person what their plan is to hit the sales target or what their personal goals are for a given sales period. Don’t be afraid to listen to the sales team’s views or insights on getting the desired results. It gives them freedom and shows you value their input.

If a sales manager gets the balance right between Activity and Results based management, sales teams realise their manager is leading them somewhere (bigger earnings, recognition, promotion, job enjoyment).

The Sales Managers “Playing Lines”.

Sales managers should set playing lines at an individual sales person level, they are at their widest when a sales person is delivering the agreed results, and the playing lines are at their tightest when the results are not there.

Playing lines represents how much scope (weekly rather than daily reports, less drill down on the pipeline or forecasting, reduced focus on the activity etc.) a sales person has earned from the sales manager when they are hitting their targets or results. If the results are there then the sales person enjoys the wider space in which to perform and be successful. The only things outside the playing lines are items such as company policies, human resources issues, unethical behaviour or actions that could affect the sales team. The sales person understands they have a level of autonomy earned from the sales manager due to past performance and can only be retained by continuing to perform.

The flip-side is if the sales results start to suffer or the numbers are not coming in, then the playing lines start to narrow. When the lines narrow, activity based management or task dominates. Now the sales manager needs to work the basics with the sales person bye spending more time challenging approaches or activities. Ask more questions. Deeper drill down into the metrics and status updates. The sales person still has the space to determine their own plan, just not as much. If over time, results are still not achieved and progress is not made then the playing lines will get even tighter to the point of performance management.

The playing lines concept is a great method to have a consistent approach to all sales team members with the ultimate goal of having all your sales team members operating within the widest lines of responsibility.

Quick sales management tip: Want to boost your sales team performance? It may sound simple but get the sales team spending more time selling. Managing a successful sales team requires the ability to get the sales team to spin the plates that matter.

A few more tips for managing a successful sales team.

Become a great sales coach

Create the space to let them do what they do best. Sell!

Give them recognition and constant feedback.

Always remember, in sales management it is not just about the final sales numbers. As any high performing sales manage will testify, you need the business acumen to know that the sales pipeline needs to be constantly filled and kept filling via sales activities, and this requires the competencies of a proper sales manager. In order to maximise the revenue of the sales teams pipeline, the sales manager needs to be able to analyse what actions and activities are working, and what is not then prioritise tasks. A high performing sales manager will always focus on the realities in the sales process of what works for the company and the sales team.

As written about earlier, managing a sales team is a balancing act. Clear guidelines on the “playing lines”, sales role definition and time spent on sales analysis can help sort the “what’s wrong from the “what’s working”. Strive to create the space to let the sales team do what they do best– sell the product. By working on the sales manager’s competencies and focusing on the sales process, a sales manager can enjoy watching the sales team thrive as a result of having earned a widening of the playing lines which will drive bigger revenue streams to contribute to company growth (not to mention your career).

Get the Sales Team Selling

To win more customers and grow, every business needs to focus on getting the sales team selling, they need to get sold on sales actions and sales time not just the company’s sales process. One question any salesperson needs clarification on is “what do you want me to do”. Seems like a easy question for a sales leader to answer,”Go sell”. So what does selling actually mean in your business?, is it revenue, margin, revenue by product line, number of new deals?. Once upon a time selling was easily quantified. In the day of the door to door sales, all a sales person needed was the product to demo and enough streets with enough door bells to ring. Simple numbers game, keep knocking until someone opens, give the sales pitch and close.

Today in the digital era, sales has moved inside, online, blended, push,pull, hunter,miner, gatherer and the systems supporting the sales process have gotten more complicated. First we had contact management with software programs like Goldmine, then came CRM and now Sales Force Automation.Which makes me wonder, has actual selling time got second billing to the sales process?, are sales people more engaged in the sales process and systems than the actual selling itself?. Maybe its time to spend longer fighting for more sales!

selling-time

Sales models for many companies have become more complex and less efficient in the quest for data, putting pressure on the rate they can acquire customers, productivity and even shifting the focus point from selling time to process time.

The guiding principle of all sales and marketing teams is to maximise selling time, lead generation and relationship building. That may sound obvious to any sales leader, but it is important to remember that the drive for data and sales insights can collide with the forces of rising complexity in the sales process. In fact, sales teams can over time slip comfortable into being sales processors against being sales winners. Companies must understand and clarify the scope of their sales teams while promoting efficiency throughout the sales process.

There are thousands of ways to kill a sale but only a few ways to win them. Some ways to kill a sale are obvious like not showing up to a meeting prepared, not following up, not listening, not establishing a realtionship, going to proposal too early, not speaking to decision makers… the list goes on. These can be easy to identify and with some training and practice can be overcome.

Then there are the sales killers that hide beneath the surface that many companies and sales managers do not even know exist. These are the sales weaknesses in the sales process (over reporting anyone?) which when combined with a salesperson’s own make-up can act like weights pulling down the sales efforts and results.

sales-team-productivity

Aligning your selling efforts with sales process takes work. Sometimes companies can be cautious about meddling with the sales force—directors and even owners need to overcome the common fear that disrupting it will hamper revenue or market intelligence. Then, other stake holders from not only sales, marketing and sales support but also other functions, such as finance, must work together to identify and prioritise the expected outputs from the sales engine. Next, successful sales teams transformations require support from the very top: someone has to take the lead, get the senior people from across the company to sit down, share data, and be willing to talk about what’s not working. This leader must override internal concerns, see the big picture, and focus on the best solutions to boost the time spent selling regardless of past practices.
Changing the sales focus and sales teams activities may mean changing the sales talent as successful sales teams refocusing may change how people carry out their roles and the ways other stakeholders interact, from customers to marketing and back offices.

Finally, winning back and protecting selling time for sales people to sell requires vigilance. The growth of multi channels marketing and sales channels in the  B2B and B2C markets can demand non-selling activities into the sales teams day. In addition, old habits chip away at selling time: a salespersons ingrained response when a customer needs a quick answer to something is to drop everything and dive in, even when a well mapped out sales support or customer support mechanism is in place to handle any issue faster and better. The new mantra has to be “A sales teams time is better used to sell.”

An example of refocusing the sales team selling time, was an Internet company who set aggressive targets for sales metrics such as the number of new customer interactions per week. Giving the sales people goals they could not meet without changing their behavior forced them to adopt to the change in sales focus. Success became self-reinforcing: the more they stayed in the business of selling the better they performed.

 In larger companies, viewing sales operations across departments may not be easy, nor is implementing changes that affect the entire sales process. Yet the more sales operations can be streamlined and admin reduced, the more likely customer satisfaction will improve as deals close quickly and sales pipeline grows faster. At these companies, the result can often be millions of Euros in higher revenues and lower sales costs.

Get the right sales people and channel in front of the customer at the right time.

It may not be enough to transform the sales teams by hiring people with the skills and capabilities to sell solutions to target sectors. Companies might have to restructure their sales coverage model, which means defining the sales roles differently. The questions to ask, include how much hunting versus gathering capacity to employ; what the role of sales specialists should be; whether to use one or multiple sales people to serve a segment or customers across different geographies.

When to hunt for new customers and when to mine deeper within current customers is one of the answers that needs to be made explicit to any sales team. Too many sales people often get comfortable serving their current customers, so an obvious initial step is to charge them with becoming more aggressive about mining the largest customers to their full potential. At the same time, however, the life blood of any business is acquiring new customers.

That’s why an effective coverage model needs to be deliberate about who should be hunting and where. Sales managers should meet regularly with hunting sales people to understand and actively refine their target prospects and beach-head plans. Given the degree of sales difficulty and the strategic value of acquiring new customers, sellers should receive a compensation recognition for breaking into new accounts.

Whether hunting,farming or mining, it’s critical to get the mix and sequence of sales skills, sales training and specialists right. Do not ignore a sales stream because there’s no sales expert in-house to cover the area with the skills the target customers considers crucial.

Sales people need to learn and be taught how to orchestrate effective teaming. Like musicians who seamlessly improvise back and forth after they have played together several times, salespeople who get to know and trust one another tend to sell together more effectively.

Sales people need to get sold on selling again,

They need to understand that new customer conversations are a priority, building and expanding relationships is more important that a spreadsheet and get the answer to “what do you want me to do?.

Sales Strategy – Inbound Sales – Digital Sales Transformation – Social Selling – Sales Training

Sales training and digital sales transformation including social selling strategy training in Ireland.