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Best Practices for Managing Inside Sales with


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Best practices for managing an inside sales team with Call strategy, lead scoring, using a console or a dialer, management and measurement tips and tricks. Know when to call, how many times, how to disposition call attempts, and call scripts. Learn the importance of dialing from a local number and having a direct number for your contact.

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Best Practices for Managing Inside Sales with

  1. 1. SalesforceInside SalesBest PracticesAugust 2012 Copyright ©
  2. 2. Agenda•  Have a Call Strategy•  Leverage Salesforce•  Measurement and Management•  Other Items to Consider•  Appendix 2 | Copyright ©
  3. 3. Call Strategy•  For this team, since the main method of engaging contacts will be by phone, it is important to have a Call Strategy in place•  Your Call Strategy should be designed to accomplish these three things: 1  Increase contact rates 2  Know who to call (and something about them) 3  Have a goal for each interaction (what to accomplish) 3 | Copyright ©
  4. 4. Things that can increase ContactRates•  Quality Lead sources•  Speed to respond to a new Lead•  Timing - Time of Day & Day of the Week•  Persistence•  Having a Direct Dial Number•  Calling from a Local Number 4 | Copyright ©
  5. 5. Speed Matters (Immediacy) WhenResponding to a New LeadCall new Leadsquickly – it’sreally thatsimple “The Lead Response Management Study” by Dr. James Oldroyd. MIT 5 | Copyright ©
  6. 6. Timing Matters – Time of DayOptimize yourcall times if yourreps can onlydedicate alimited amountof time each dayto outboundcalls.Not a good timeto talk? Ask yourcontact when isa good time tocall back. “The Lead Response Management Study” by Dr. James Oldroyd. MIT 6 | Copyright ©
  7. 7. Timing Matters – Day of the WeekPeople are busy during the beginning of the week, and by the end ofthe week they are not interested in starting new projects. “The Lead Response Management Study” by Dr. James Oldroyd. MIT 7 | Copyright ©
  8. 8. Be PersistentThe averagesales rep onlymakes 1.3phonecalls on a leadbefore givingup.If the contactratio is 10%,then 10 calls =1 contact! “The Lead Response Management Study” by Dr. James Oldroyd. MIT 8 | Copyright ©
  9. 9. Direct Dial Numbers HelpGoogle with a wild card search onthe phone number and theperson’s name – for example,“Joe Contact (214) ***-****” –will often return results withdirect phone numbers. Othertools that can be used to finddirect dial numbers include:LinkedIn, Zoominfo, InsideViewand Data.comAlso, don’t be afraid to leverage acell number!TIP: Next time you hear “Your call is being answered by Audix,” punch in **6. It will say “enter last name, followed by poundsign.” Put in the contacts last name (e.g. Richard), and it will say “Steve Richard, extension 4237.” Now that you have that magic10 digit direct dial number! 9 | Copyright ©
  10. 10. Use a Local Number if Possible Source: “31 Sales Must Haves” – 10 | Copyright ©
  11. 11. Don’t Waste a Call Attempt•  Do some research upfront (next slide) §  Know who to target (roles in the organization) –  Try to identify Contacts with the budget, authority, need, and timeline (BANT) §  The goal is to know something about the contact and their company in order to build rapport quickly•  Know how to disposition calls that do not result in a contact•  Have a call script and an objective for each interaction 11 | Copyright ©
  12. 12. Buy or Enrich Existing Lead /Jigsaw allows youto search forContacts byCompany, Level,Department, Title,etc.Check to if youhave missing orout of datecontactinformation 12 | Copyright ©
  13. 13. Do your homework in advanceLeverage Salesforce“Social Contacts”:• LinkedIn• Twitter• FacebookVisit the company’swebsite:• What do they do?• Read their pressreleasesThe more you know,the easier to buildrapport & credibility 13 | Copyright ©
  14. 14. Have a plan on how to disposition each unsuccessful call attemptExample: After the first call, be sure to leave your first voicemail and email.You should not leave another voicemail or email until after the fourth and thesixth call Source: “31 Sales Must Haves” – 14 | Copyright ©
  15. 15. Call Scripts – Make the Most of Each InteractionExample six step process to ensure a productive and successful first call:• Step1: The Opening – This is where you introduce yourself. Tell them who you represent and whyyou’re calling. Reinforce what the lead expressed interest in.• Step2: Establish Trust / Build Rapport – Do some research in advance (look at the company’swebsite and your target contact’s LinkedIn profile) so you can demonstrate you know something aboutthem and their company (see previous slide).• Step 3: Positioning – Where do you stand in the race? What does your company offer, and how is itdifferent from competitors in your industry?• Step4: Cool Feature and Key Benefit – What can you do and, more importantly, what can you do forme? It’s great if you can state a quantitative benefit.• Step 5: Proof Story – Why do you have credibility? What proof can you impart that indicates whatyou’re telling me is accurate? This is where you tell the success story of another customer, quote anarticle, a piece of research, something outside of what the company itself is saying.• Step6: C2C (Commit to Continue) – Do you have time right now for me to show you how we canmake your business more successful? Set the appointment as early as possible in order to maximize theper- cent of appointments held. 15 | Copyright ©
  16. 16. Your Contact Strategy can bereplicated over multiple channels(don’t limit yourself to email andphone) 16 | Copyright ©
  17. 17. Agenda•  Have a Call Strategy•  Leverage Salesforce•  Measurement and Management•  Other Items to Consider•  Appendix 17 | Copyright ©
  18. 18. Help Reps Manage Their Day•  Don’t let the day rule the rep (don’t be reactive)•  Organize data in Salesforce to support a rep’s call strategy, account planning, and pipeline management•  Ensure reps know how to leverage: §  Tab Views (“My New Leads”, “My Open Opportunities”) §  A Lead Scoring system (later slide) §  Dashboards (later slide) §  Activities (Emails, Log-A-Call, Tasks and Events) §  Stage, Close Date, Contact Roles, and “Next Step” on Opportunities §  Console View or a Dialer (later slide) §  Chatter (for deal collaboration) 18 | Copyright ©
  19. 19. Lead Scoring•  A Lead Scoring system answers the following question quantitatively – “Who are my hot Leads?”•  The higher the score, the farther along the Lead should be in the evaluation, and ultimately, the buying process•  Three basic questions that should carry a lot of weight in your score (1) is this the right contact (2) are they a good fit and (3) are the interested•  Lessor weighted, but can incrementally adds value over time, is the lead’s continued engagement with the salesperson (e.g. responds to emails, phone calls, requests information, agrees to meetings, etc.)•  How complete a record can impact your lead score (e.g. do you have a direct dial number, their title, department, etc.)•  Points can be added for the right company demographic (size, industry, Lead Source)•  Leverage Workflow and formula fields on the Lead record to calculate the score for the rep 19 | Copyright ©
  20. 20. Benefits of Using the Console•  The Console is a multi-pane view that allows a rep to step through a targeted list based on a View of either Leads or Contacts and log activities from a single screen - thus reducing clicks 20 | Copyright ©
  21. 21. Benefits of Using a Dialer •  Measure the amount of time reps are on the dialer •  Voicemails can be pre-recorded so a rep can start to leave their voicemail and move on to the next call, increasing call efficiency •  Management can set the dialer to record a percent of calls over a certain duration (e.g. 60 seconds) to inspect call quality and rep knowledge (great for managing remote reps) •  Ability to dial from a bank of local numbers •  “Screen pop” incoming calls (matching on the phone number of the Lead or Contact record) 21 | Copyright ©
  22. 22. Voicemails and Emails can bequeued up with a Dialer todisposition call attempts quickly 22 | Copyright ©
  23. 23. Agenda•  Have a Call Strategy•  Leverage Salesforce•  Measurement and Management•  Other Items to Consider•  Appendix 23 | Copyright ©
  24. 24. Measurement Best Practices•  Use the same metrics up and down the organization §  If it is important to the manager to track, it’s important to the rep•  To avoid surprises at the end of the month, give each rep their own Dashboard so they can track their progress towards goals•  Leverage the “Running User” on Dashboards and set the underlying reports for “My Records.” This will make it easier to clone Dashboards for new reps•  Use the Gauge metric to track attainment towards goals (or conditional formatting in tables - i.e. shade the number red, yellow or green)•  Show them the money! (self motivate) If possible, have a rep’s dashboard show commission obtainment MTD / QTD based on closed deals•  Know which Lead Source (list) produce the best quality leads. Track contact, conversion and win rates by marketing source 24 | Copyright ©
  25. 25. Management Best Practices•  Run your weekly sales meetings from your Salesforce Dashboards. No need to have reps submit a weekly forecast – it’s in Salesforce!•  Don’t allow reps to talk about deals that aren’t being tracked in Salesforce. If it’s not in Salesforce it doesn’t exist•  Promote friendly competition with “Leaderboard” Dashboards with user profile photos (no one wants to be on the bottom of a list)•  Spotlight reps hitting their objectives to demonstrate to the rest of the team the goals are obtainable•  Spend the time needed to educate reps on how to read pipeline metrics to understand concepts like pipeline health and stage aging 25 | Copyright ©
  26. 26. Easy things to measure inSalesforce•  Activities §  Dials, Emails Sent, Meetings created §  Use a custom “Type” field for further categorization (e.g. presentations made) §  “Last Activity” on a record (activity aging)•  Adoption §  Login frequency §  Records created•  Sales Process §  Leads converted §  Opportunity Stage Aging §  Close rations (win ratios)•  Quota Attainment §  Sales MTD, QTD vs. Goals 26 | Copyright ©
  27. 27. Agenda•  Have a Call Strategy•  Leverage Salesforce•  Measurement and Management•  Other Items to Consider•  Appendix 27 | Copyright ©
  28. 28. Don’t Recreate the Wheel•  Leverage the knowledge from other sales groups to increase effectiveness early §  What is the typical buying cycle (3 mo, 6 mo?) §  Is there seasonality to these services (e.g. tax time, end of year) §  What’s the average size deal §  How do they overcome objections §  Who do they target (role in the organization) §  How do they position themselves against the competition §  If contact attempts are unsuccessful, is there a handoff back to marketing for continued lead nurturing §  Who can the rep engage if they have a question 28 | Copyright ©
  29. 29. Establish Ground Rules up Front•  Are reps able to call on existing contacts?•  Establish when a sale should be handed off to outside sales §  What makes a deal “too complex” (e.g. delivery across multiple locations, services that are tied to other operating companies)•  Establish rules for channel conflict and sales crediting §  When is a Contact “free game” (e.g. no interaction with an existing Contact for six months, or no sale to that company in over a year) §  Use Salesforce as the system of record §  If a sale has to be handed off, is there any sales credit for the originating rep? 29 | Copyright ©
  30. 30. Provide Marketing Support•  Don’t allow reps to create their own marketing materials. Create a content library of approved customer facing materials that adhere to brand guidelines §  HTML Emails §  Presentations §  White Papers §  Proposal Templates and Contracts §  Testimonials §  Approved List of Client Referrals•  With the exception of email templates, store resources in Documents or Files in Salesforce 30 | Copyright ©
  31. 31. Staffing Considerations•  Align comp plans with the desired results•  A new team will need intensive training and coaching (system, process & product)•  Partner new reps with sales leaders•  Learn quickly what profiles are successful for future hires•  Always have a pipeline of potential new hires – you will have turnover 31 | Copyright ©
  32. 32. Appendix 32 | Copyright ©
  33. 33. Top Problems for Inside SalesManagers Source: January 2012 – - 608 respondents, 350 were sales managers and 258 were sales reps 33 | Copyright ©
  34. 34. Top Problems for Inside SalesReps Source: January 2012 – - 608 respondents, 350 were sales managers and 258 were sales reps 34 | Copyright ©
  35. 35., LLC•, LLC is a Salesforce Cloud Alliance Partner located in Dallas Texas•  Our goal is to help companies maximize their CRM investment by providing elegant Salesforce solutions that facilitate how you market, sell and support your customers•  For Salesforce news, updates and information follow us on Twitter: @Shell_Black•  Learn more about us online at: 35 | Copyright ©