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What is Inbound Sales?

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The internet changed the buyer/seller relationship. Now, the needed information that the buyers use to make a purchase decision is just a click away. The power in the buying and selling process has shifted from the seller to the buyer. So if the buying process has transformed, shouldn’t your sales team transform to match today’s empowered buyer? Of course it should.

This presentation is one class in HubSpot Academy's free sales training course. You can enroll in the course here: http://hubs.ly/H045r270

Published in: Sales
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What is Inbound Sales?

  1. 1. Introduction to Inbound Sales Professor: Mark Roberge Inbound Sales Certification Brought to you by HubSpot Academy CLASS 01
  2. 2. 1WHAT IS INBOUND SALES?
  3. 3. To understand inbound sales, start with the buyers and how their buying behaviors have changed over the years.
  4. 4. •  What is included in an offering? •  How much does something cost? •  How does it compare to other competitors? •  Who else is using the offering? Do they like it? THE QUESTIONS SALESPEOPLE HELD THE ANSWERS TO:
  5. 5. The power in the buying and selling process has shifted from the seller to the buyer.
  6. 6. Inbound sales transforms sales to match the way people buy.
  7. 7. 1.  Inbound sales teams base their entire sales strategy on the buyer rather than the seller. 2.  Inbound salespeople personalize the entire sales experience to the buyer’s context. INBOUND SELLING PHILOSOPHIES
  8. 8. Where should you start in this transformation to inbound sales?
  9. 9. This course will focus on the best practices of inbound selling for the individual sales person.
  10. 10. Want to learn from a Harvard Business School professor? Register  for  a  Free  Sales  Training  Course  
  11. 11. 2 HOW DO YOU START DOING INBOUND SALES AT YOUR COMPANY?
  12. 12. 1.  Inbound sales teams base their entire sales strategy on the buyer rather than the seller. 2.  Inbound salespeople personalize the entire sales experience to the buyer’s context. INBOUND SELLING PHILOSOPHIES
  13. 13. STEP 1 Define the buyer’s journey
  14. 14. 1.  Prospect 2.  Demo 3.  Close EXAMPLE LEGACY SALES PROCESS
  15. 15. If the salesperson can not add value beyond the information the buyer can find on their own, the buyer has no reason to engage with the salesperson.
  16. 16. BUYER’S JOURNEY
  17. 17. BUYER’S JOURNEY Buyers identify a challenge they are experiencing or an opportunity they want to pursue.
  18. 18. •  How do buyers describe their goals or challenges? •  How do buyers educate themselves on these goals and challenges? •  What are the consequences of inaction by the buyer? •  Are there common misconceptions buyers have about addressing the goal or challenge? •  How do buyers decide whether the goal or challenge should be prioritized? UNDERSTANDING THE AWARENESS STAGE
  19. 19. BUYER’S JOURNEY Buyers identify a challenge they are experiencing or an opportunity they want to pursue. Buyers have clearly defined the goal or challenge and have committed to addressing it.
  20. 20. •  What categories of solutions do buyers investigate? •  How do buyers educate themselves on the various categories? •  How do buyers perceive the pros and cons of each category? •  How do buyers decide which category is right for them? UNDERSTANDING THE CONSIDERATION STAGE
  21. 21. BUYER’S JOURNEY Buyers identify a challenge they are experiencing or an opportunity they want to pursue. Buyers have clearly defined the goal or challenge and have committed to addressing it. Buyers have already decided on a solution category and one that best meets their needs.
  22. 22. •  What criteria do buyers use to evaluate the available offerings? •  When buyers investigate your company’s offering, what do they like about it compared to alternatives? What concerns do they have with your offering? •  Who needs to be involved in the decision? For each person involved, how does their perspective on the decision differ? •  Do buyers have expectations around trying the offering before they purchase it? •  Outside of purchasing, do buyers need to make additional preparations, such as implementation plans or training strategies? UNDERSTANDING THE DECISION STAGE
  23. 23. Want to learn the sales strategy HubSpot used to grow from $0 - $140M? Register  for  a  Free  Sales  Training  Course  
  24. 24. STEP 2 Build a sales process that supports the buying journey
  25. 25. Inbound sales teams build a sales process that supports the buyer through their journey. As a result, the salesperson and the buyer feel like they are aligned, rather than at odds with one another, through the buying and selling process.
  26. 26. 1.  Inbound sales teams base their entire sales strategy on the buyer rather than the seller. 2.  Inbound salespeople personalize the entire sales experience to the buyer’s context. INBOUND SELLING PHILOSOPHIES
  27. 27. INBOUND vs LEGACY
  28. 28. Inbound Sales Methodology Legacy Inbound IDENTIFY Unaware of which buyers are active in a buying journey and identify buyers they believe are a good fit for their offering and start calling those buyers randomly. Prioritize buyers that are active in a buying journey and use all of the clues available to them to determine who might need their service. CONNECT Focus their prospecting efforts on cold emails and cold voicemails that highlight the same generic elevator pitch and entice the buyer with an offer to see a presentation.   Lead with a message personalized to the buyer’s context. They develop trust with buyers by showing a genuine interest in helping. EXPLORE Transition into presentation mode the moment a buyer expresses interest and revert to a generic presentation, outlining information buyers already have access to. Transition into exploratory mode when a buyer expresses interest and leverages it in order to develop additional trust and uncover deep buyer goals through a conversation.   ADVISE Deliver the same presentation and same case studies to all buyers and revert to “auto-pilot” and deliver their standard presentation. Tailor the presentation to the buyer’s context, leveraging the information gathered during the exploratory process.
  29. 29. •  Find blogs their buyers are reading •  Find LinkedIn groups their buyers ask questions in •  Follow the thought leaders on Twitter that their buyers follow •  Contribute to their company’s blog INBOUND SALESPEOPLE USE CLUES TO DETERMINE WHO NEEDS THEIR SERVICE
  30. 30. Only after all active buyers have been identified do inbound salespeople focus on identifying passive buyers.
  31. 31. Inbound Sales Methodology Legacy Inbound IDENTIFY Unaware of which buyers are active in a buying journey and identify buyers they believe are a good fit for their offering and start calling those buyers randomly. Prioritize buyers that are active in a buying journey and use all of the clues available to them to determine who might need their service. CONNECT Focus their prospecting efforts on cold emails and cold voicemails that highlight the same generic elevator pitch and entice the buyer with an offer to see a presentation.   Lead with a message personalized to the buyer’s context. They develop trust with buyers by showing a genuine interest in helping. EXPLORE Transition into presentation mode the moment a buyer expresses interest and revert to a generic presentation, outlining information buyers already have access to. Transition into exploratory mode when a buyer expresses interest and leverages it in order to develop additional trust and uncover deep buyer goals through a conversation.   ADVISE Deliver the same presentation and same case studies to all buyers and revert to “auto-pilot” and deliver their standard presentation. Tailor the presentation to the buyer’s context, leveraging the information gathered during the exploratory process.
  32. 32. When inbound salespeople get a buyer on the phone, they identify the buyer’s interests and priorities and offer helpful advice.
  33. 33. Inbound Sales Methodology Legacy Inbound IDENTIFY Unaware of which buyers are active in a buying journey and identify buyers they believe are a good fit for their offering and start calling those buyers randomly. Prioritize buyers that are active in a buying journey and use all of the clues available to them to determine who might need their service. CONNECT Focus their prospecting efforts on cold emails and cold voicemails that highlight the same generic elevator pitch and entice the buyer with an offer to see a presentation.   Lead with a message personalized to the buyer’s context. They develop trust with buyers by showing a genuine interest in helping. EXPLORE Transition into presentation mode the moment a buyer expresses interest and revert to a generic presentation, outlining information buyers already have access to. Transition into exploratory mode when a buyer expresses interest and leverages it in order to develop additional trust and uncover deep buyer goals through a conversation.   ADVISE Deliver the same presentation and same case studies to all buyers and revert to “auto-pilot” and deliver their standard presentation. Tailor the presentation to the buyer’s context, leveraging the information gathered during the exploratory process.
  34. 34. Inbound Sales Methodology Legacy Inbound IDENTIFY Unaware of which buyers are active in a buying journey and identify buyers they believe are a good fit for their offering and start calling those buyers randomly. Prioritize buyers that are active in a buying journey and use all of the clues available to them to determine who might need their service. CONNECT Focus their prospecting efforts on cold emails and cold voicemails that highlight the same generic elevator pitch and entice the buyer with an offer to see a presentation.   Lead with a message personalized to the buyer’s context. They develop trust with buyers by showing a genuine interest in helping. EXPLORE Transition into presentation mode the moment a buyer expresses interest and revert to a generic presentation, outlining information buyers already have access to. Transition into exploratory mode when a buyer expresses interest and leverages it in order to develop additional trust and uncover deep buyer goals through a conversation.   ADVISE Deliver the same presentation and same case studies to all buyers and revert to “auto-pilot” and deliver their standard presentation. Tailor the presentation to the buyer’s context, leveraging the information gathered during the exploratory process.
  35. 35. •  A generic PowerPoint deck illustrating the company background, product advantages, and two most popular case studies •  A product demonstration flow of the same features presented in the same order emphasizing the most common value propositions •  A generic ROI study that the legacy salesperson shows to all buyers EXAMPLES OF STANDARD LEGACY PRESENTATIONS
  36. 36. •  A PowerPoint deck emphasizing only the value propositions aligned with the buyer’s needs, using the buyer’s terminology. The deck also includes the case studies best aligned with the buyer’s industry, role, and need •  A product demonstration illustrating only the features important to the buyer, in order of importance to the buyer •  An ROI analysis customized to the buyer’s metrics and business •  A proposal or contract that spells out a client’s goals, agreed upon scope of work, and metrics that indicate success EXAMPLES OF TAILORED INBOUND PRESENTATIONS
  37. 37. Inbound Sales Methodology Legacy Inbound IDENTIFY Unaware of which buyers are active in a buying journey and identify buyers they believe are a good fit for their offering and start calling those buyers randomly. Prioritize buyers that are active in a buying journey and use all of the clues available to them to determine who might need their service. CONNECT Focus their prospecting efforts on cold emails and cold voicemails that highlight the same generic elevator pitch and entice the buyer with an offer to see a presentation.   Lead with a message personalized to the buyer’s context. They develop trust with buyers by showing a genuine interest in helping. EXPLORE Transition into presentation mode the moment a buyer expresses interest and revert to a generic presentation, outlining information buyers already have access to. Transition into exploratory mode when a buyer expresses interest and leverages it in order to develop additional trust and uncover deep buyer goals through a conversation.   ADVISE Deliver the same presentation and same case studies to all buyers and revert to “auto-pilot” and deliver their standard presentation. Tailor the presentation to the buyer’s context, leveraging the information gathered during the exploratory process.
  38. 38. Inbound sales transforms sales to match the way people buy.
  39. 39. 1.  Inbound sales teams base their entire sales strategy on the buyer rather than the seller. 2.  Inbound salespeople personalize the entire sales experience to the buyer’s context. INBOUND SELLING PHILOSOPHIES
  40. 40. Want to learn more about inbound sales? Register  for  a  Free  Sales  Training  Course  
  41. 41. EXAMPLE COMPANY #13
  42. 42. Company Size: 10 employees Focus: Helping companies find salespeople to hire Target: U.S. based companies in the technology and healthcare sectors with less than $100M in revenue Specific goal: Find companies that fit their target profile and convince the company to hire the recruiter to source sales candidates Note: In this case, recruiters at Tyre Recruiting are the salespeople EXAMPLE COMPANY: TYRE RECRUITING
  43. 43. BUYER’S JOURNEY: TYRE RECRUITING
  44. 44. BUYER’S JOURNEY: TYRE RECRUITING The potential buyer becomes aware of a hiring goal or challenge.
  45. 45. 1.  Attracting top quality sales candidates 2.  Keeping pace with the sales hiring goals 3.  Maintaining their cost per hire at a scalable level COMMON CHALLENGES FOR TYRE RECRUITING’S TARGET BUYERS
  46. 46. 1.  They turn to their industry peers, executives within their company, and their board for advice. 2.  They research their challenge online in blogs, ebooks, and other content. COMMON BEHAVIORS FOR TYRE RECRUITING’S TARGET BUYERS
  47. 47. BUYER’S JOURNEY: TYRE RECRUITING The potential buyer becomes aware of a hiring goal or challenge. The potential buyer defines the solution categories they could use to solve the hiring challenge.
  48. 48. BUYER’S JOURNEY: TYRE RECRUITING The potential buyer becomes aware of a hiring goal or challenge. The potential buyer defines the solution categories they could use to solve the hiring challenge. The potential buyer generates a list of the outside recruiting firms that might be a good fit for their context.
  49. 49. Company Size: 10 employees Focus: Helping companies find salespeople to hire Target: U.S. based companies in the technology and healthcare sectors with less than $100M in revenue Specific goal: Find companies that fit their target profile and convince the company to hire the recruiter to source sales candidates •  They listen for inbound leads on the website, practice social selling with potential buyers, attend networking events, and research passive buyers in LinkedIn. IDENTIFY STAGE FOR TYRE RECRUITING
  50. 50. Company Size: 10 employees Focus: Helping companies find salespeople to hire Target: U.S. based companies in the technology and healthcare sectors with less than $100M in revenue Specific goal: Find companies that fit their target profile and convince the company to hire the recruiter to source sales candidates •  They reach out to these buyers via email and voicemail. They share content about the three common recruiting challenges their buyers have at the Awareness stage. CONNECT STAGE FOR TYRE RECRUITING
  51. 51. Company Size: 10 employees Focus: Helping companies find salespeople to hire Target: U.S. based companies in the technology and healthcare sectors with less than $100M in revenue Specific goal: Find companies that fit their target profile and convince the company to hire the recruiter to source sales candidates •  They explore which recruiting challenge is most pressing and why. •  They understand the perceptions the buyer has on inside recruiters versus outside firms, as well as which type of outside firms might be best for their needs. EXPLORE STAGE FOR TYRE RECRUITING
  52. 52. Company Size: 10 employees Focus: Helping companies find salespeople to hire Target: U.S. based companies in the technology and healthcare sectors with less than $100M in revenue Specific goal: Find companies that fit their target profile and convince the company to hire the recruiter to source sales candidates •  They advise the buyer on properly framing their challenge. They advise the buyers on the decision between an in-house recruiter versus an outside firm, given the buyer’s context. ADVISE STAGE FOR TYRE RECRUITING
  53. 53. EXAMPLE COMPANY #24
  54. 54. Company Size: 15 employees Focus: Design and marketing agency that provides a full array of services from digital marketing to traditional advertising Target: Established professional service firms like consulting, law and accounting Specific goal: Grow to a 50-person firm within 5 years Note: Salespeople are called “New Business” people to describe their sales professionals, preferring not to use the word “sales”. EXAMPLE COMPANY: COGROW MARKETING
  55. 55. BUYER’S JOURNEY: COGROW MARKETING
  56. 56. BUYER’S JOURNEY: COGROW MARKETING The potential buyer realizes that the old ways of getting new clients are getting less and less effective.
  57. 57. 1.  They’re learning about new opportunities in their geography well after competitors are already talking to them. 2.  They have an outdated website that doesn’t reflect the scope, quality and impact of their work. 3.  Their website and sporadic marketing efforts have little impact on their sales efforts. 4.  They no longer have sufficient time to prospect for new business. COMMON CHALLENGES FOR COGROW MARKETING’S TARGET BUYERS
  58. 58. 1.  They historically rely on their larger clients and other trusted peers to find and hire marketing agencies. 2.  They are increasingly relying on their younger employees who are digital natives and social media savvy when looking for new ideas. COMMON BEHAVIORS FOR COGROW MARKETING’S TARGET BUYERS
  59. 59. BUYER’S JOURNEY: COGROW MARKETING The potential buyer realizes that the old ways of getting new clients are getting less and less effective. The potential buyer defines the solution categories they could use to get new clients.
  60. 60. BUYER’S JOURNEY: COGROW MARKETING The potential buyer realizes that the old ways of getting new clients are getting less and less effective. The potential buyer defines the solution categories they could use to get new clients. The potential buyer generates a list of software companies and agencies that might be able to help them.
  61. 61. Company Size: 15 employees Focus: Design and marketing agency that provides a full array of services from digital marketing to traditional advertising Target: Established professional service firms like consulting, law and accounting Specific goal: Grow to a 50-person firm within 5 years •  The owner and their new business people evaluate every inbound lead they generate on their website as soon as they get it. •  They also proactively identify great fit professional services firms and connect with the principals and associates on LinkedIn, Facebook and Twitter. IDENTIFY STAGE FOR COGROW MARKETING
  62. 62. Company Size: 15 employees Focus: Design and marketing agency that provides a full array of services from digital marketing to traditional advertising Target: Established professional service firms like consulting, law and accounting Specific goal: Grow to a 50-person firm within 5 years •  They prioritize their recently converted inbound leads. •  They automate call scheduling when a professional service firm employee completes a “request a free consultation” form. •  New business team also engages early stage buyers proactively by engaging them with questions and content. CONNECT STAGE FOR COGROW MARKETING
  63. 63. •  Ebooks •  Blog articles •  Recorded videos •  Case studies •  Research reports COGROW MARKETING CONTENT FORMATS
  64. 64. Company Size: 15 employees Focus: Design and marketing agency that provides a full array of services from digital marketing to traditional advertising Target: Established professional service firms like consulting, law and accounting Specific goal: Grow to a 50-person firm within 5 years •  They explore which marketing challenges are most pressing and why. •  They ask about goals the firms has. •  They talk about results that other firms are getting following best practices. •  They talk about what help and involvement they’ll need from the partners. EXPLORE STAGE FOR COGROW MARKETING
  65. 65. Company Size: 15 employees Focus: Design and marketing agency that provides a full array of services from digital marketing to traditional advertising Target: Established professional service firms like consulting, law and accounting Specific goal: Grow to a 50-person firm within 5 years •  They recap what they learned in the Explore stage. •  They advise the partners on the effort required to achieve the goals and why certain experience and skills are critical. •  They ask what evaluation criteria the firm is going to use to choose an agency. •  They make sure the firm values their unique capabilities and focus. •  They confirm that they are the front runner and best choice. ADVISE STAGE FOR COGROW MARKETING
  66. 66. THANK YOU. Register  for  free  sales  training  here.    

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