2. Today’s Speakers
Gabe Larsen
Director of Strategy
InsideSales.com
@GabeLarsen
glarsen@insidesales.com
Matt Behrend
Co-Founder & CSO
DemoChimp
@MattBehrend
matt@demochimp.com
3. AGENDA
Accelerating your sales growth in 2016 will depend on how
well you understand and execute three strategies:
• How to use specialization to organize your inside sales
team
• The steps for developing a seamless inside sales process
• Building your sales tech stack for 2016
7. Demand
Generation
Inbound
Inquiry
Outbound
MM & Geo
List
Purchasing
Operations
Sales
Engineer
Sales
Engineer
Self-Sourcing
Inside Sales
MM & Geo
Channel Mgr
Social Selling
Channel
Event
Inside Sales
ENT & Geo
Field Sales
Client Success
MM & Geo
Client Success
ENT & Geo
Client Success
Field
Outbound
ENT & Geo
Outbound
Field & Geo
Sales
Engineer
Sales
Engineer
Implementation
MM & Geo
Implementation
ENT & Geo
Implementation
Field
Product
Support
Expander
Expander
Expander
Expander
Inbound Response
Demand Gen SDR Sales Client Success
8. Demand
Generation
Inbound
Inquiry
Outbound
MM & Geo
List
Purchasing
Operations
Sales
Engineer
Sales
Engineer
Self-Sourcing
Inside Sales
MM & Geo
Channel Mgr
Social Selling
Channel
Event
Inside Sales
ENT & Geo
Field Sales
Client Success
MM & Geo
Client Success
ENT & Geo
Client Success
Field
Outbound
ENT & Geo
Outbound
Field & Geo
Sales
Engineer
Sales
Engineer
Implementation
MM & Geo
Implementation
ENT & Geo
Implementation
Field
Product
Support
Expander
Expander
Expander
Expander
Demand Gen SDR Sales Client Success
Inbound Response
9. THE PATH TO SPECIALIZATION
Generalist
Account MgmtSales
CloserLead Gen
Out In Geo
SuccessGrowth
1
2 2
3 3
455
6 6
10. Area of
Concern
Area of
Concern
Demand
Generation
Territory
Manager
Client Account Manager
Outside Channel
Manager
Channel Development Reps
Product
Specialist
Renewals Team Customer Service Team
Renewals Portal
Customer Account Team
Direct Marketing TeamVAR
Generates leads
PartnerorPassBiggerDeals
Partners for
specific
areas
Work with large VARs
Partner with TM
to support VAR Opps
Partneronchanneldeals Partner to expand
channel
QualifyUpsellOpps
Close Deal
Current Sales
Structure
11. Demand
Generation
Territory
Manager
Client Account Manager
Outside Channel
Manager
Channel
Development
Reps
Product
Specialist
Renewals Team Customer Service Team
Renewals Portal
Customer Account Team
Direct Marketing TeamVAR
PartnerorPassBiggerDeals
Partners for
specific
areas
Work with large VARs
Partner with TM
to support VAR Opps
Partneronchanneldeals
Partner to
expand
channel
Qualify
Upsell
Opps Close Deal
Phase One
Future State
Structure
Sales
Development
Generate
Leads
Set
Appointments
Leads:
Tradeshows,
web, chat
Accounts:
Current
Clients
12. Micro Team US Team International Team <30 Min Team
Generate Opps through
webinars
Demand Generation
Tyler
Hand Raisers & Assign
Orientation
Account Rep Early Pay-Off Team
Vanessa
All other
leads: assign
CURRENT
SALES
STRUCTURE
Area of
Concern
Area of
Concern
13. Micro Team US Team International Team
Generate Leads through
webinars
Demand Generation
Orientation
Account Rep Early Pay-Off Team
Qualifier Team
Auto-Dupe, Score &
Route
PHASE
ONE FUTURE
SALES
STRUCTURE
Live Transfer/Set Appt
17. Current State Sales Process
Phase One:
Lead/List
Acquisition
Phase Two:
Contacting
Cadence
Phase Three:
Qualification &
Close
18. Referral Request
(duplicates, etc.)
Research
Google
Sales Navigator
SFDC Notes/History
First Dial
+ VM
+ Email
Contact
YES
Contact
Later
Make notes in Notebook/
Tasks/Calendar to follow up
YES
Interest
NO
Interest
Contact
NO
Account Status
VM
(Email)
Attempt
Again
Done
Needs
Assessment/Qualification
More time
Needed
Done
Save notes in SF
Assign to appropriate group
Presentation
Notes into
SFDC
Contacts
Review folllow-ups
Additional research
Plan out future contact periods
Task Mgt Time
Close
Data Research
Data Cleanup
Second
Dial
Varied
Lead
Sources
VM / Email
Notes in SFDC /
Follow—up forms
Contact
YES
Contact
NO
Check calendar / Thumb through
follow-up forms 10-15 min
10-20 min
Task Mgt Time
Metrics
Inefficiently
Tracked
2-3x
Persistency:
attempted contacts
Calls/Day
Lack of
Immediacy
First touch: Email
40
Calls/Day
19. 8X
Accounts
Salesforce
Quick notes
check
Attempt
Contact
Contact
YES
Contact
Later
Call back using PowerDialer™
YES
Interest
NO
Interest
Contact
NO
Account Status
VM
(Email)
Done
Needs
Assessment/Qualification
More time
Needed
Done
Save notes in SF
Assign to appropriate group
Create
Opportunity
Presentation
+20%
Persistency:
attempted contacts
Contact Rate
60+
Calls/Day
Real-timeanalysis,Prioritized
Lists
PowerDialer™
LocalPresence™
Engagement Tracking:
Vision™
Gamification
+20
NeuralView™
+4.5
3 mins
Research Time
Call back
using PowerDialer™
PowerDialer™
20. KEYS TO MAPPING
YOUR SALES
PROCESS
- Know functional areas
- Map “as is”
- Find strengths and weaknesses
- Create future state
- Have governance structure
21. Website
Chat
Deal Reg
Tradeshows
SF Routing
SalesForce
Pardot
Hot/Card
Cold/Scan
Nurture
Activity
ExportTalk to Sales
Import/Assign
Queue
No
Activity
Stay in Pardot
View Lead
Queue
Change
Owner
Find
Duplicates Research
Client Account
Team Leads
Phase One
Attempt
Contact
Partner
Direct
Interested
TM
Not interested
Call Back
No
Contact
Status:
Unqualified+
Why
Good
SF
Task/Outlook
Log
a Call
Bad
Ask Manic
Questions
Add notes to
activity history
Convert
Create Acct
and Opp
Merge with
existing Acct
Ask about
Partner
NoAcctAcct
Find a partner
Find partner
contact
Work Opp
Stages
Closed
Pending
Customer
Service
Phase Two Phase Three
Initiate Chat
No lead
Lead
Enter into SF Hand to
TM
Open Fav
Reports
Sort by last
activity
Open multiple
tabs
Check history (No
Opps, No Dupes)
Don’t do
anything
Interested
CAT
Ask basic
questions
Log a
Call
Create a lead
Access lead
Change
Owner
Set Appointment Hold Appointment
Good
Bad
Don’t call
28. KEY
ACTIVITIES
AND METRICS
Key Activity Key Metrics / Output
Managing Customer Records Segmentation, Forecasting
Measuring Everything New Bookings, Expansion Rev
Creating and Appending Lists Data Quality, Connections
Calling, Emailing, Social Dials per day, Lead Velocity
Demoing / Stakeholder edu. Close Rate, Sales Cycle
Coaching Production Per Rep
Managing Adoption / Implem. Usage, Time to Value, Churn
33. RESULTS AT Outbound: 25 TQOs / Rep / Month
Inbound: 50 TQOs / Rep / Month
SMB AE: $75k / Rep / Month
Up from 12
Up from 20
Up from $30k
34. 6 PART BLOG How to manage your tech stack
@MattBehrend
Editor's Notes
Think about it. Assembly line sales. That’s what Henry Ford to to manufacturing. He revolutionized it by creating an assembly line, staffed with all kinds of specialists excelling in their individual skill sets to contribute to the quality of the whole.
Whether you like it or not inside sales has slowly moved in this same direction. Rather than rely on one sales person to do everything—prospect, qualify, sell, close and continually manage the account—multiple sales specialties have been created along the sales conveyer belt (CRM).
And like a manufacturing plant, this allows for more throughput and better quality performance.
We did a study in partnership with Dr. James Olldroyd a fellow at MIT and he fundamentally proved the generalist model – where one person qualifies and closes and manages is wrong. If you can split your closing activites from your appointment setting acitivites you have a 7pt higher close rate.
So how does this look? How are companies specializing. I want to show you what I’ve found. Having been at InsideSales.com for 3 years I’ve seen over 250 sales models from 3m and netapp to docusign and apptus. Here is how companies are specialzing. Are you ready?
The demand generation focus plays a predominant role with a dedicated events team to help generate demand. The SDR function is blowing up. My favorite is the inbound response team and the outbound prospecting team as well as a dedicated social selling team. Oh my goodness. A dedicated social selling team that resides in the SDR function so that not every sales rep has to waste time parroosing Linkedin is genious.
On the closing side it’s often broken up by territory, product, and vertical and it’s suported by some form of a sales enginnerr.
The success organization is morphiing as we speak. You have a client success manager, and implementaiton consultant and a support org but just recetnly we’ve started to see more of that role called an expander or strategic growth consultant that’s dediced the upselling and cross selling so the client success manager can focus on client success.
Can you belive it? What 20 years ago used to be one person is now 20 people and you know what? The qualifty and qualify is increasing. Now this is a velcity model, this is a machine!
Now people always ask? Gabe what’s the path to specialization. Look every company is unique but often there is tyipcal path companies take as they look to specialize.
Raise the pan – no need to give opinions just show them what is happening, add first touch email before first call
Bubbles come in later – something at the end, more conversations, more conversions
I challenge you
Lead should go through a marketing automation tool – pardot
Trade show process is lame
You’re not hitting the call types so you’re missing a lot of power
Throw in the chat window – what is in your optimal tech stack?
CRM: Database, workflows, insights
Dashboard: Measure everything
How confident are you in your current tech stack management process?