Connect with us:Inside Sales Success: A Guide for Global Sales Leaders 2Introduction | Part I | Part II | Part IIIIntroduction: Shifts in the Sales ProfessionThe sales profession is not what it was 10 years ago, or even five years ago. The globalization of the economy,rapid and pervasive advancements in technology, rising sales costs, and shifts in buyer behavior have had adramatic influence on the way sales organizations operate. These shifts have challenged long-held assumptionsand misconceptions about what it takes to achieve sales success.For example, consider the perceived value of field sales reps versus insidesales reps. Sales leaders have traditionally looked to their top performingfield reps to leverage a mix of strong people skills, competitive drive,and a well-stocked list of contacts to make sales magic happen quarterafter quarter. As any sales leader can attest, however, the superstar repis difficult to find and expensive to retain. Even with the backing of greattraining and the proper mix of incentives and compensation, a strong fieldsales rep is no silver bullet.The bottom line is that pervasive changes in buying and selling behaviorshave forced us to rethink the way we build and operate winningsales organizations. The winning formula now involves adopting andimplementing new practices and tools, specializing and segmenting yoursales force, and automating many of your sales processes – all of whichyou can accomplish best by building a powerhouse inside sales team.That’s why we’re seeing a growing dependence on inside sales to carryrevenue. According to a joint study conducted by InsideSales.com andInfoUSA, the inside sales model is growing 15 times faster than thetraditional sales model (“Remote Sales Trends”).3.75 Mil3.50 Mil3.25 Mil3.00 Mil2.75 Mil2.50 Mil2.25 milOutside SalesRemote SalesRemote Sales Industry Study
Connect with us:Inside Sales Success: A Guide for Global Sales Leaders 3Inside sales teams are not only helpingcompanies transform the way they sell; theyare also adding millions in incremental andsustainable revenue to the top line of globalbusinesses. Inside reps can help you engagemore buyers, increase chances of winning moredeals, and accelerate sales cycles. They canalso help you create more predictable revenuestreams and forecast revenue with greateraccuracy. And all at a far lower cost than what ittakes to run a typical field-sales organization.There’s still a place for the field sales superstarin the sales profession. But by shiftingopportunities to a high-level inside salesorganization, best-performing companies focustheir most senior (and expensive) salespeopleon negotiating and closing only the largest,most resource-intensive opportunities withoutmissing out on smaller, higher -volume, oreasier-to-close business. Inside sales assuresthese opportunities are covered througha disciplined and consistent process ofengagement and follow up. That means yourcompany leaves less money on the table anddelivers a better customer experience.The implications of developing a highly effectiveinside sales team are enormous for globalbusinesses. In fact, some companies considertheir inside sales strategy and execution amajor competitive advantage. This eBook willillustrate the many ways in which an insidesales group can make your organizationquantitative, predictable, measureable, andscalable. You’ll learn how to identify trends,make better business predictions, and setbetter expectations with your board of directorsand shareholders (to the delight of CFOs,CEOs, and managing directors everywhere).Most important, you’ll find out how you canreplicate the success of top performing insidesales teams that are achieving a competitiveadvantage in today’s technology-enabled, data,and metrics-driven selling environment.“As head of strategy andbusiness development forInside Sales in my division, I feelit’s important to learn aboutinside sales structures andbest practices not only frominside sales leaders outsideour company but also from mycolleagues around the globeacross the divisions withinour own company.“– Global Head of Direct Inside Sales, Financial and Risk Division,A Leading Information Technology and Services CompanyContinue reading, forward this eBookto the members of your executive team,and begin your implementation plan forbuilding a top performing inside salesorganization – before losing businessto your competitors.Introduction | Part I | Part II | Part III
Connect with us:Inside Sales Success: A Guide for Global Sales Leaders 4Part I: Adapting toToday’s Buying and Selling CycleHow can we blend the “art” of selling (the skills we use to connect with today’s buyers) with “science”(revenue delivery that’s measurable, predictable, scalable and sustainable)? These chapters review theorganizational structures, roles, and responsibilities that have emerged to make both sellers and buyersmore effective and efficient and outline two key concepts that a growing number of global companies haveembraced – most often driven and proven successful by their inside sales organizations.
Connect with us:Inside Sales Success: A Guide for Global Sales Leaders 5Introduction | Part I | Part II | Part IIITo engage effectively with your customers atall stages of their buying cycle, you need tosegment your sales force. Quota-carrying fieldreps, for example, will naturally gravitate tolarge, high-revenue opportunities that are likelyto close soon – as they should. Often, however,this leaves customers that are too small, tooremote, or too early in their decision processout in the cold. Inside sales teams give youthe coverage you need for all kinds of buyersat all stages of buying – and even before abuying cycle begins – that could otherwise bevulnerable to the influence of your competition.As you map roles, responsibilities, andcompensation for your sales team, keep theperspective of your customer in mind andyou’ll be rewarded with your customer’sattention, trust, and ongoing business.Chapter One: Specialized Sales RolesA coordinated, cross-departmental approach,starting with education from marketing andsales development (lead qualification) canhelp shape the buyer’s vision. Customer serviceand other groups dedicated to customers arealso an integral part of selling, because thecustomer’s experience determines long-termallegiance and propensity to buy additionalproducts or renew services or subscriptions.CSO Insights’ survey shows that the majority ofsales executives recognize the revenue potentialand competitive advantage of specialized roleswithin inside sales. Over 58% of their surveyrespondents have outbound inside sales functionsand over 55% use inside sales to sell to existingcustomers. But there is still room for improvementin many companies to add inside sales functionsor optimize and grow existing ones.
Connect with us:Inside Sales Success: A Guide for Global Sales Leaders 6Introduction | Part I | Part II | Part IIISimplified Buyer’s StepsIntegrated Cross-Functional EngagementIdeation and ResearchConsiderand IdentifyInitiativesMarketing andLead QualificationLead QualificationandSalesSales and Legal Sales and Customer ServiceDefineBudget andRequirementsResearchand EvaluateOptionsSelect VendorApprove andSign ContractImplementand MeasureResultsRenew orBuy MoreReady to BuyTeam Approach to Buyer - Collaborate - Communicate - Well-Defined Two Way Hand-offs
Connect with us:Inside Sales Success: A Guide for Global Sales Leaders 7Sales Development TeamEngages and educates early-stage buyers, nurturesbuyers that are not yet ready to buy, qualifies prospects,and builds a pipeline of qualified leads for quota-carryingsales reps. Sometimes reports to marketing ratherthan sales. Many sales development teams contributelarge gains in productivity and results by allowing quotacarrying inside sales reps to concentrate on buyerswho are ready to buy. Companies have seen millions ofdollars in incremental revenue as a result of creating salesdevelopment teams.Also known as: Lead Generation, Lead Qualification,Lead Development, Business DevelopmentOld-school name: TelemarketingUnderstandingSpecialized SalesRoles in SegmentedSales ForcesWhat’s the difference between an insidesales team, a sales development team,and a hybrid sales team? Althoughthere are no universally recognizednaming conventions, here are somegeneral guidelines.Roles within SalesDevelopment Teams:• Inbound. Responds toWeb leads/search, inboundmarketing response (phoneand online).• Social Listening. Watchessocial media for potentialbuyers.• Chat. Interacts real timeonline with online prospects(e.g. visiting web site).• Outbound. Uses phone,email, and/or social mediachannels to engage, educateand prospect.Introduction | Part I | Part II | Part III
Connect with us:Inside Sales Success: A Guide for Global Sales Leaders 8Inside Sales TeamUses phone, email, social media to closebusiness. Organized by territory, carries a salesquota, has a commission plan.Also known as: Corporate Sales, AccountManagement, Virtual Sales, Remote SalesOld-school name: TelesalesRoles within Inside Sales Teams:• New Business. Sells to new customersthat are comfortable buying online or byphone, or that are not cost-effectivelyhandled by field sales.• Client Success. Sells additional productsto existing customers, renews services,and sells to new departments withcustomer accounts.Hybrid Sales TeamA cross between inside sales and field sales.Uses mostly phone, email, and social mediato close business but travels to visit prospectswhenever appropriate and necessary to closebusiness (e.g. whenever the opportunity is largeor the customer is strategic and the cost oftravel is justified).New concept: In some organizations, insidesales and field sales are combined and referredto simply as “sales.”Field Sales TeamSells mostly in person. Typically closes complexdeals and handles large, strategic accounts.Introduction | Part I | Part II | Part III
Connect with us:Inside Sales Success: A Guide for Global Sales Leaders 9Stage One:Pre-AwarenessBuyer recognizes there isroom for improvement buthasn’t identified a projector initiative yet.What sales developmentcan do: Ask the rightquestions and providethe right education tohelp shape the buyer’sideas about yoursolution. Using businessintelligence and socialconnections, suggest newideas that could help thebuyer’s business, shareinformation about bestpractices or research in thebuyer’s industry that couldmotivate change or makean introduction to a personthe buyer perceives as avaluable connection.The Buyer’s Journey in Six StagesSuccessful sales teams think more about the buyer’s journey than the traditional sales cycle. In other words, it’s all about the buying cycle. Consider whatinside sales – along with sales development – can do to enhance the buyer’s journey at various stages.Stage Two:AwarenessBuyer starts onlinesearching, research,and engagement withtrusted community.What sales developmentcan do: Continue providingvaluable information andcontacts without pushyselling. At this stage,the buyer will typicallyappreciate learningabout pertinent onlinecommunities and contentas well as in-person eventsthat can provide additionalperspectives from expertsources and peers.12The Sales CycleIntroduction | Part I | Part II | Part IIIStage Three:ConsiderationBuyer defines initiativesand requirements,develops funding options.What sales developmentcan do: Ask qualifying(BANT) questions andbring inside sales intothe conversation whencustomer has beenqualified as a buyer. If thebuyer is not ready to buy,continues to nurture alongwith marketing.Stage Four:Ready to BuyBuyer asks detailedquestions regardingproduct, competitiveadvantage, pricing, terms.What inside salescan do: Address openquestions and issues andconfirm results needed forcustomer’s success (alongwith field sales if selling inteam model).Stage Five: PurchaseBuyer finalizes internalapprovals, contracts andschedules delivery orstart date.What inside sales cando: Assist customer instreamlining purchasingprocess, schedule internalresources to insure asuccessful project start.New business rep can bringclient success rep into theconversation.Stage Six:Post-Purchase/Re-PurchaseBuyer begins usingproduct.What inside sales can do:Client success rep staysin contact with customer,addresses open questionsand issues, helps trackresults and experiences,nurtures relationship withcustomer and understandswhen it’s valuable tointroduce additionalproducts that can helpcustomer’s business – oranother business within thecustomer’s company.6543
Connect with us:Inside Sales Success: A Guide for Global Sales Leaders 10Introduction | Part I | Part II | Part III Quick TipsCreate a sales development group.Many sales development teams contribute largegains in productivity and results by focusing onearly-stage buyer education, prospecting, andqualification, allowing quota carrying inside salesreps to concentrate on buyers who are ready tobuy. This is especially true if you are asking insidesales to generate and qualify early-stage buyersas well as close sales. Companies have seenmillions of dollars in incremental revenue as aresult of creating sales development teams.Add a human element to yourwebsite with chat.Invest in a team to engage prospects on demandwhen they are visiting your web site. And don’t gowith the lowest-skilled, lowest-cost resources thatare limited to a script. Remember, this is the firstimpression your buyer will have of your company.Deals can be lost or won by differentiating with anexceptional customer experience at the earlieststages of the buying cycle.Separate new business and existingcustomer territories.“Hunters” (those who close net new accounts)and “farmers” (those who renew services orsubscriptions, find new opportunities, and selladditional products to existing customers)generally have different skills. Align these repswith territories that suit their strengths, and you’llsee revenue improvements. One technologycompany selling software as a service (SaaS)saw double-digit percentage improvements inproductivity and revenue per headcount withinone year by making such territory splits.
Connect with us:Inside Sales Success: A Guide for Global Sales Leaders 11If you want your sales team to consistently hit the numbers each month,your reps have to maintain high levels of productivity. And, for mostbusinesses, inside sales is the area to focus on if you want to pushproductivity to the next level.Data-driven inside sales organizations contribute a more predictable numberof forecasted opportunities than field sales forces every month. When youtrack quantitative and qualitative information, you gain better visibility intoyour funnel and pipeline as well. C-level executives rely on forecasted numbersfrom the sales team to predict revenue streams, make strategic businessbudgeting decisions, and set expectations with shareholders.Inside sales teams typically work with a high volume and a wide varietyof information about prospects and customers – both inside and outsidethe company’s information sources. Increasingly, inside sales teamsare using big data and analytics to take advantage of that volumeand variety. Specifically, they’re tapping masses of informationto understand who is most likely to buy from your company, whenthey’re most likely to buy, and why. Analytics can help make visibletrigger events, buying patterns, products to bundle together or upsell,optimal number of connection attempts, and more for different kinds ofbuyers. As a result, you can theoretically predict who your most likely nextset of customers will be, as well as which existing customers are likely tomake repeat purchases and when.Chapter Two: How Data and Metrics Impact ProductivityIntroduction | Part I | Part II | Part IIIMillions of data points can be processed topredict likely customer acquisition rates and theestimated value of each potential account.For example, companies are using analytics to attract higher volumesof new customers from outbound contact efforts. Millions of data pointscan be processed to predict likely customer acquisition rates and theestimated value of each potential new account. The results? Companiesare seeing 75% more pipeline growth, tripled sales cycle conversion rates,and doubled win rates.
Connect with us:Inside Sales Success: A Guide for Global Sales Leaders 12Instead of playing the numbers game and starting at top of list with adatabase full of contacts, you’re using technology to create a prioritized list,starting with the people who, according to analytics, are most likely to buy(and buy soonest). The end result is a huge productivity gain; not to mentionthe end of grueling and inefficient smile-and-dial tactics for inside reps.Data and metrics can also help managers quickly identify the differencesbetween top performers and middle-of-the pack reps by comparingmeasurable KPIs (Key Performance Indicators) and using coaching to raisethe overall team’s results. Great managers spend time with their teammembers; and, given the nature of inside sales, that time doesn’t have tobe in person, thanks to technology. Sales leaders are moving away fromthe “big brother” approach of previous decades and toward thecollaborative perspective of “How can I help you succeed?”Tracking Key MetricsExperienced inside sales managers track key metrics to helpthem assess their progress toward monthly and quarterlyrevenue results, predict their performance against qualitative andquantitative objectives and measure sales productivity and financialimprovements at both organizational and individual rep levels. Someof these metrics include:1. Sales performance-to-quota2. Pipeline added3. Sales activities (calls/emails/social connections/meetings)4. Win rates5. Average sales price (ASP)6. Average sales cycle length7. Average discount percentage8. Accuracy of sales forecast9. Variation in monthly and quarterly sales10. Revenue per headcount11. Churn (lost customers)12. Customer acquisition cost (CAC) and average payback time (APT)(Telebusiness Alliance meeting, 2013, Q1)Introduction | Part I | Part II | Part IIIBy using analytics,companies are seeing75% more pipeline growth.
Connect with us:Inside Sales Success: A Guide for Global Sales Leaders 13 Quick TipsTrack outcomes as well as activities.Meaningful inside sales KPIs (Key PerformanceIndicators) are not just about numbers ofcontacts and “talk time.” Focus your team onhaving meaningful conversations and convertingprospects into qualified buyers and ultimatelycustomers and repeat customers. With the rightset of integrated tools, pre-contact research canturn “cold calling” into relevant messaging. Withthis approach, you’re measuring success based onoutcomes (such as numbers of new opportunitiesidentified and dollars in the forecast) and not just onthe number of contacts made per day.Prioritize calls and onlineconnection attempts.If your data show that new prospects are verylikely to buy from you when their business hascertain characteristics or a combination ofcharacteristics (for example, multiple internationallocations, a complex website, a growing number ofjob posts in a certain function, or a subscription-pricing model) guide your sales team to reach outto companies that fit those criteria first. Reps whoask the right questions can uncover and developa qualified prospect even before he or she hascontacted the sales department.Tap integrated, back-office systems.For existing customers, integrated back-officesystems and analytics can reveal pertinentinformation about purchase history and timing.Such systems will also help you identify primeopportunities for service or subscriptionrenewals, upgrades, and additional products.Introduction | Part I | Part II | Part IIILeverage your salesoperations team.Many companies have trusted sales operationswith goal setting, tracking and reporting ofdata and metrics as well as the evaluation andimplementation of sales productivity technologiessuch as analytics. Sales operations teamscan also be entrusted with many executive-level responsibilities such as structuring salesterritories, recommending new sales strategies,calculating commissions, and determining thebusiness return on new initiatives.
Connect with us:Inside Sales Success: A Guide for Global Sales Leaders 14If sales reps are going to adapt to the way customers buy, they need toharness the incredible potential of social media and social connections toenhance their sales efforts. These days it’s difficult to find an individualor company that doesn’t maintain some sort of social presence online.Whether it’s a LinkedIn profile, company or personal blog, YouTubechannel, Facebook page, or Twitter account, customers and prospects areactively asking questions, broadcasting information, sharing referrals, andvoicing their opinions across vast networks online.Successful inside sales teams around the world are figuring out how toleverage social media to engage with customers in more authentic, timelyand relevant ways, and they’re seeing real results. Recent research fromAberdeen shows that social selling organizations had superior resultsacross a number of sales effectiveness measures, such as team andindividual quota achievement and renewal rates, compared to companieswho do not use social selling approaches (“Social Selling: Leveraging thePower of User-Generated Content to Optimize Sales Results”). Researchfrom IBM found that more than half of global CEOs who participatedin their survey expect social channels to be a primary way of engagingcustomers within five years (“2012 Global CEO Study”).Chapter Three: Embracing Social SellingIntroduction | Part I | Part II | Part III“When we launched our social selling program,we made the decision to do a pilot with a small,specialized team. A year later, we were able toshow significant returns on leads generatedthrough social listening and outreach. On thestrength of those results, we have begun rollingout these proven social practices to additionalmembers of our sales team.”– Global Director, Inside Sales Centers of Excellence,A Multibillion Dollar Global Technology Company
Connect with us:Inside Sales Success: A Guide for Global Sales Leaders 15Sales leaders who want to pave the path for increased productivity and jobsatisfaction find that one of social’s greatest attractions is that it turns thetraditional cold call into a “warm call.” When your reps integrate the useof social media for both pre-call research and outreach with their existingsales process (phone, email, and even in-person contacts), you can makesocial selling measurable and scalable.50% of global CEOsexpect social channels to bea primary way of engagingcustomers within five years.What is Social Selling?Social selling is a highly customer-focused approach toselling, enabled by business intelligence, social media, andsocial networks, that helps reps better understand theirprospects and customers and communicate with them in amore trusted, personal, relevant, and valuable way. Socialselling is not just about using social media and networks toclose business. In fact, companies seeing the biggest revenueresults engage in a combination of social listening, research,education, collaboration, and communications – at all stagesof the buying cycle – to generate qualified opportunity andrevenue results. In combination with other selling and accountmanagement practices, social selling ultimately results inqualified opportunities and sales for the seller and a positivecustomer experience for the buyer. When customers share thoseexperiences with their own internal and external networks, yougain even greater influence in the market – which translates tonew and repeat business opportunities.
Connect with us:Inside Sales Success: A Guide for Global Sales Leaders 16 Quick TipsUse social to learn aboutyour prospects.Buyers are informed and empowered, and they’reusing social tools to conduct research aboutproducts and services they might want to buy.Because many of them are also sharing not onlybusiness updates but also personal informationabout themselves on social channels, there’s noexcuse for a lack of insight about what their wantsand needs are. Stale, generic sales pitches thatfail to take into consideration each customer’sunique business challenges and goals won’t cut it.Aberdeen’s research on Social Selling reports that70% of Best-in-Class companies (the top 20%) aretraining the sales team on the use of external socialmedia tools compared to 50% of Industry Average(middle 50%) and 30% of Laggards (bottom 30%)(“Social Selling: Leveraging the Power of User-Generated Content to Optimize Sales Results”).Integrate social with existingselling processes.Social can and should be measurable and scalableacross your organization and built into yourplaybook. A large global technology company useda social approach with its inside sales team to sellsolutions to clients in a market that has readilyembraced social media. A pilot program involving asmall team of reps quadrupled order volumes in asingle quarter.Leverage CRM to measure revenueimpact of social engagement.Whenever prospects respond to a link or engageotherwise in social media, that information shouldbe recorded and the prospects should go into yourCRM system as leads. Be sure to indicate thatthese leads came via social media channels or thatsocial was part of the sales cycle. This not onlyindicates a potential preference of your customerto communicate in social media; it also makesit easier to track your social activity through theIntroduction | Part I | Part II | Part IIIpipeline and connect it to a business return. It alsogives marketing visibility into what kinds of content,messages and campaigns are resonating with yourpotential customers.Encourage inside sales repsto maintain activesocial media profiles.When prospects research your company, they oftenalso research individuals. If your reps don’t havea presence online, they’re invisible to prospects.Think of the competitive edge your rep might gain ifhe or she has a professional, active, and appealingLinkedIn page or other online social presence.
Connect with us:Inside Sales Success: A Guide for Global Sales Leaders 17Part II: Empower Inside Salesto Achieve Peak PerformanceHow can you empower your inside sales team to achieve peak performance? This juggling act requires acombination of the right tools, processes, training and support from other departments. These chaptersoutline how you can set up your inside sales team to succeed using sales enablement best practices,playbooks, and collaboration with marketing.
Connect with us:Inside Sales Success: A Guide for Global Sales Leaders 18Introduction | Part I | Part II | Part IIITraining – including initial onboarding, ongoingeducation, and coaching – is a key elementof sales enablement. In addition to providingproduct knowledge and sales skills training, youcan help your inside sales team speed up salescycles, increase opportunities and deal size, andgenerate predictable revenue by including salestools and resources and documenting day-to-day responsibilities and actions they need toperform consistently and efficiently.You can do this in a sales playbook. Whetheryou’re training new reps, introducing newofferings or giving experienced team members arefresher, playbooks support training in a varietyof ways. As good sales leaders are well aware,the faster you onboard new reps and get themup to speed on sales process training, productknowledge, internal systems and resources,Chapter Four: Sales Enablementand the Role of the Sales Playbookand other vital elements, the faster they canstart pulling their weight and contributing totop-line revenue. Sales playbooks help in newhire training by answering the question, “Whatdoes an inside sales rep need to do every day,how, and in what order to be successful?” Forexperienced reps, playbooks can be used asa coaching resource within the context of acampaign. They can also be used as continuingeducation to help reps reach out to or respondintelligently to new buyer needs at differenttimes in their decision cycles. Training andplaybooks, when presented together, helpreps improve their pre-call research, answersto common objections or questions aboutcompetition, as well as manage their ownperformance against individual improvementor team goals.
Connect with us:Inside Sales Success: A Guide for Global Sales Leaders 19In summary, sales playbooks support a consistent, measurable andscalable selling process that is highly customized to your company andcustomers. They may include:• Job descriptions and measurable expectations (KPIs)• Buyer personas and the buyer’s point of view• Key questions to ask buyers• Sales-process steps• Sample voicemails, emails, social connection invitations, and tweets• Content that can help buyers in education and decision making• Answers to common questions or objections• Competitive information• Step-by-step instructions for using CRM and other systems and toolsAccording to research by IDC, a full one-third of potential selling time iswasted due to poor sales enablement. Specifically, IDC reports that repsspend 26% of the week on administrative tasks, 2.3 hours a week lookingfor marketing materials, 5.8 hours a week searching for customer-relatedinformation, and 6.4 hours a week creating presentations (IDC SalesAdvisory Service).Introduction | Part I | Part II | Part III6.4 hours creatingpresentations2.3 hours looking formarketing materials5.8 hours searching forcustomer-related info26% of a workweek is wasteddue to poor salesenablement.potentialsellingtime
Connect with us:Inside Sales Success: A Guide for Global Sales Leaders 20This means it’s worth your investment tointegrate systems – including training andplaybooks modules – with CRM. This way, repscan avoid performing manual, offline researchor repeating their data entry (both of which addtime to sales cycles). Integrated systems that giveyour inside team a 360-degree view of customersat the right time in their buying cycle are powerfulfor enhancing productivity, responsiveness,accuracy, and service. High-volume sales teamscan rapidly accelerate revenue growth with real-time, customized information access, pricing,quoting, and sales orders. When activity trackingis easy and fast in CRM systems, reps will bemore inclined to enter information that allowsthem to benchmark themselves versus topperformers and best practices.Including a description of how to use tools forsales-related tasks such as generating quotes,proposals or researching inventory and ordersin sales playbooks can help insure consistencyand adoption as well as underline how they helpsales reps sell. This can address the commonchallenge of CRM adoption. CSO Insights researchreveals that almost one quarter of sales executivessurveyed said 75% or fewer of their sales reps useCRM as part of their daily work flow.Introduction | Part I | Part II | Part III
Connect with us:Inside Sales Success: A Guide for Global Sales Leaders 21Gamify Your Inside Sales TeamSome companies are experimenting with adding a gamificationelement to CRM and other sales technology usage to make adoptionnot only less onerous but outright fun. Gamification – using gametheory, scenarios and mechanics in a business setting to motivateproductive behavior – can also help improve sales metrics that arecritical to revenue production but aren’t specifically included in salescommission plans.“Within one quarter gamification helpeddrive a 200% increase in call activityacross my sales team, a 50% increase inmeetings with targeted prospects, and a100% increase in pipeline.”– Director of Corporate Sales,A Leading Web Conference CompanyIntroduction | Part I | Part II | Part IIIQ1Call activityacrosssales teamSuccess from GamificationMeetingswith targetedprospectsPipelineQ1 Q1Q2 Q2 Q2
Connect with us:Inside Sales Success: A Guide for Global Sales Leaders 22 Quick TipsOffer on-demand training.Quarterly sales kickoffs are great for team-buildingand bonding, but they are time-intensive andexpensive, especially when your inside sales forceis global. Many sales leaders are moving towardvideo-based training that is always available online.Taking a page from “flipped” educational modelsemployed by the popular Khan Academy amongothers, they are breaking learning into shortersegments, offering quizzes immediately after thematerial is consumed, and providing opportunitiesfor reps to ask questions and engage with eachother as well as instructors and experts in onlineforums in addition to face-to-face meetings.Create a collaborative culture.Reps can learn a lot from each other, especiallywhen your team consists of both junior and seniorsellers. Provide an easy-to-use platform – andincentives – for reps, subject matter experts andother sales and marketing professionals to sharesuccess stories, ideas about selling situations,and best practices as well as ask questions aboutproducts, internal processes, customer referencesor other inside-sales-specific topics. Providetools that enable sales teams, internal experts,marketing, and partners to collaborate in thecontext of account and opportunity information.Develop special playbooks forsenior reps.An inflexible process and verbatim “scripts” cankill creative approaches to customers. It’s bestto develop flexible materials for senior reps.Use guides or customizable templates to makesure experienced sellers follow process withoutmicromanaging their communications. Checklistsare also a good idea (that’s why airline pilots usethem.) Incorporate them into each opportunitystage in your CRM system.Keep your playbook current.As your business changes, invest in salesenablement resources to keep playbooks currentand relevant. Ask reps what should be includedand how they should be organized to make themmost useful in selling situations. Playbooks shouldbe attractive, intuitive, and immediately accessibleduring a sales conversation.Introduction | Part I | Part II | Part III
Connect with us:Inside Sales Success: A Guide for Global Sales Leaders 23Many sales leaders want to hire inside sales reps, give them a list to call against, and watch the revenue come rolling in. But the best inside sales teams getheavy support from marketing departments. Unfortunately, many companies don’t fund – or underfund – marketing campaigns aimed at the customersinside sales serves. In these cases, sales reps ignore leads from marketing and instead pursue their own avenues to find new sales opportunities.In the picture-perfect scenario, marketing – with the support of a sales development (lead qualification) team – delivers a consistent flow of highlyqualified leads (gleaned from smart campaigns, targeted to the right market segments with the right messages) to sales, and uses input from sales teamsto adjust messaging and marketing content accordingly.Sales leaders who invest in establishing a robust inbound marketing program get a leg up when it comes to feeding reps with high volumes of well-qualifiedleads. A CEB study of more than 1,400 B2B customers across industries revealed that 57% of a typical purchasing decision has already been completedbefore a sales conversation happens (CEB Customer Purchase Research Survey). And the Wall Street Journal has reported that 92% of buyers have moreconfidence in information found online than they do in anything from a sales rep or other source (“New Info Shoppers”).If the prospect has already heard of your company and finds the information you distribute valuable, reps don’t have to work as hard to establish rapportwhen they make that all-important initial contact. That’s why the best inside sales groups are supported by marketing teams that produce high qualitycontent (for example, eBooks, online demos, white papers, videos, on-demand podcasts, and webinars).Chapter Five: Supporting Inside Sales with Content and MarketingIntroduction | Part I | Part II | Part III
Connect with us:Inside Sales Success: A Guide for Global Sales Leaders 24How to Help Sales andMarketing Work TogetherMarketers fail to help reps sell when they focus onlyon “branding and awareness” and don’t talk with salesto uncover what actual customers and prospectsare concerned about. Both teams feel frustrated;meanwhile, sales and marketing leaders watch some oftheir most expensive resources circle the drain. Withoutagreement on what constitutes a qualified lead, andwithout continual collaboration on how to best attractand nurture qualified leads, sales and marketing teamscannot function at their maximum effectiveness. Makesure both teams implement a lead scoring programand automate passing leads from marketing to sales(and back again). Commitments to response times forboth groups are important, too, as is general ongoingcommunication. For example, you should provideprocesses for sales to provide feedback to marketingsuch as reporting on lead sources and rating of bothinternal sales tools and customer-focused content interms of quality and usefulness.Introduction | Part I | Part II | Part IIIThere’s an efficiency component to this kind of content generation. When youinvest in resources to produce engaging materials, your sales reps don’t haveto spend an hour on the phone with individual prospects to explain what yourcompany does. Reps can instead forward a video or an eBook that showcasesyour expertise and thought leadership. This results in a deeper level of trust withprospects that are looking for a solution but are not quite ready to buy.Competitive inside sales organizations do not leave content distribution to thedomain of marketing alone. Customers simply move too quickly online. If reps arenot sharing useful content via their social media profiles, conducting live demosand presentations, sending personalized emails with their own signature, andpossibly even contributing to blog content, they’re losing out on opportunities tomake direct connections with potential customers. But they don’t have to do thismanually; sales leaders can help them accelerate that success with technology,by investing in tools such as marketing automation, collaboration, and salesenablement tools.57% of a typical purchasingdecision has already beencompleted before a salesconversation happens.
Connect with us:Inside Sales Success: A Guide for Global Sales Leaders 25 Quick TipsCo-create a lead scoring systemand establish joint ownership.Sales must work with marketing to define theprofile of buyers who are most likely to buy (aidedby analytics). Once you have this definition, agreeon the type of action appropriate for each lead atdifferent stages in the buying cycle. Research hasshown that 81% of top-of-funnel buyers are not yet“sales ready;” meanwhile, 50% percent will needfurther nurturing, and 25% may not have beenan appropriate fit in the first place (“The UltimateRevenue Engine”). Based on how a conversationbetween the sales rep and the prospect goes, salesmight actually hand the lead back to marketingand say, “This prospect isn’t ready to buy, and weneed to do more lead nurturing.” Look into how wellyour sales and marketing teams are passing leadsback and forth; this will give you a better sense ofhow accurate your lead-qualification criteria andprocesses are.Pay attention to volume, timing andfair distribution of leads.Set targets for qualified lead volumes per month/quarter and identify clearly who needs to dowhat and when to reach established goals for thecompany. At the end of the month or quarter,you don’t necessarily want sales pursuing leadsthat still need heavy nurturing. You want themto be closing on very highly qualified leads.By thinking strategically in this way, sales andmarketing leaders can budget and time campaignsappropriately to maximize sales productivity andavoid follow up delays. To solve the recurringcomplaint among sales teams that they lackenough good leads, some companies assignmarketing qualified lead targets or ask them toproduce qualified leads by territory to ensure evendistribution of lead generation.Don’t neglect existing customers.Add-on revenue in the customer base can besignificant – and churn can ruin your quarterlygoals. Nurture your customers – as well as yourprospects – with top-quality content that can helptheir business.Introduction | Part I | Part II | Part III
Connect with us:Inside Sales Success: A Guide for Global Sales Leaders 26Part III: Growing a HighlyCompetitive Inside Sales TeamWhile process, metrics, and technology will give you an edge in inside sales, if you are expanding anexisting group or starting up a new inside sales organization, you’ll need the right people to execute atruly exceptional inside sales strategy. These chapters cover some of the most important things the bestcompanies have done when creating inside sales organizations.
Connect with us:Inside Sales Success: A Guide for Global Sales Leaders 27Introduction | Part I | Part II | Part IIIHiring and recruiting can be a challenge, especially in parts of the world where inside sales isn’tcommonplace or where competition for candidates is fierce. But with the right approach, you canabsolutely assemble and retain a top-performing team.What does that kind of approach look like? Think of structuring your sales-hiring approach the sameway you would think about prospecting. Establish a process for engagement and follow up, cultivatetrust and credibility, and show how you can create a mutual value for each other.Just as your marketing department works creatively and intelligently to engage prospects usingdifferent messages and media, you have a number of options to help you avoid the humdrumapproaches of most companies. For example, consider your interview process. Ask yourself how theserecruits will be spending their time. Will they be expected to use social media as part of the job? If so,use social media to find those candidates. Take to LinkedIn and Twitter to advertise job openings, andexamine the social media profiles of potential candidates.If they’ll be spending a lot of time on the phone, conduct job interviews by phone so you can gauge thequality of their phone skills. Find out how well they use video-conferencing, screen sharing, and otheronline tools.You may also have to do some work to make your inside sales culture attractive to the kind of peopleyou want to hire. Don’t underestimate the appeal of flexible work schedules, an eco-friendly office, anda demonstrated commitment to charities or volunteer organizations. Candidates are looking at thewhole package. Even if your company culture is a bit more staid, you can still create a new, fun, friendlyenvironment in inside sales.Chapter Six: Better Hiring StrategiesTraits to Look forWhen Hiring InsideSales RepsGreat inside sales managers and repspossess a variety of great qualities; buthere are some of their strong suits.• Ability to ask incisive questions.• Curiosity and openness to learningnew skills/tools.• Competitive drive.• Performance-driven attitude.• Disciplined/comfortablewith process.• Aptitude for technology.• Self-managing andself-motivating skills.
Connect with us:Inside Sales Success: A Guide for Global Sales Leaders 28 Quick TipsClearly define roles andexpectations.Be specific. Service or subscription renewal salesreps have different skills from new business reps.New business reps often fail selling to existingcustomers and vice versa. Inside sales reps thathave succeeded in start-ups might not fit well inlarge corporate environments. And field reps don’tnecessarily make great inside reps. Be clear aboutthe kind of skills and experiences the job will requireso you can cull applicants who are not a good fitfrom the get-go.Consider career path.Does this job offer opportunities for growth andadvancement? This can be a deciding factor fornew recruits, especially younger candidates. Afterthey’ve proven themselves in an entry-level role,what can they expect next? A majority of yourinside sales team can be home-grown by promotingentry-level sales employees who start in a salesdevelopment or lead qualification role – oftenestablished as a liaison department between salesand marketing. A classic career path is startingin inbound sales development often leading topositions in outbound sales development andthen into quota carrying inside sales roles. Internalpromotions allow inside sales managers to growtheir departments with decreased hiring andonboarding time.Work with your recruiter.Explain clearly to your internal recruiter what kindof person you’re looking for, what that person willneed to do, and where and how to attract that typeof person. Often human resources departmentshandle recruitment for sales positions, and therecruiters might not understand the differencebetween field and inside sales, for example. If youneed someone proficient in phone skills and onlineor social media usage, then the recruiter needsto know that. It would also be helpful for them tounderstand what a compelling package would looklike to your ideal candidate – this can help give youan edge in an era where appealing candidates maybe juggling multiple job offers.Fast-track results by hiringexperienced management.Inside sales is a specialized field and requiresunique skills. If you are building a new team orexpecting fast results through optimization of anexisting team, it pays to hire a senior manager withthe appropriate experience and instincts to avoidcostly mistakes or delays.Introduction | Part I | Part II | Part III
Connect with us:Inside Sales Success: A Guide for Global Sales Leaders 29Compensation is always an influential factor when candidates areconsidering a sales role. Compensation is also a critical component ofbusiness strategy, and sales incentives are especially important to getright in high-volume selling environments.Generally speaking, inside sales reps will invest their time and energy onwhatever activity will yield the highest personal return. So you need toalign your comp plan with the most important measurable goals you’veset. These goals could include increasing market share in a new industry,increasing sales of a new product line, improving customer retention, orselling new business.Bear in mind that the wrong pay package can ultimately weaken yourposition in the market. Because customers have more choices, moreoptions, and access to more opportunities, companies need to offera truly superior experience. And unless you pay close attention toincentivizing and motivating reps, you won’t be able to hire or retainthe kind of talent that can provide the kind of customer experience thatstands out from the crowd.Chapter Seven:Winning Compensationand Incentive PackagesIntroduction | Part I | Part II | Part III
Connect with us:Inside Sales Success: A Guide for Global Sales Leaders 30 Quick TipsChallenge reps to perform,but strike a balance.A sales target that’s too easy to achieve hasobvious implications on sales productivity. Yeta quota that is so high that it is not achievablecan have devastating effects. Successfulcompanies structure plans to include bonusesor commission accelerators for “stretch goals”or overachievement.Compensate repson things they control.Team selling models with combined quotas canwork well, but if the bulk of your inside team’sincome is tied to whether or not someone else –like a field sales rep – closes a deal, you’re settingup inside reps for frustration and disgruntlement.Many companies have established both individualand team targets to cover both bases.Automate commissions.No sales leaders should have to waste their timevetting Excel spreadsheets to ensure commissionchecks are accurate. Commission paymentdelays and errors are a surefire way to disruptsales team productivity. Sales compensationautomation solutions that integrate with existingCRM systems could be a worthy investment.Introduction | Part I | Part II | Part IIIMotivate the entire team.There are many ways to think about the art andscience of motivating a sales team, but one waythat’s outdated is to reward only your top sellingreps. For inside sales teams, a rising tide lifts allboats – comp plans that recognize performanceimprovements of average reps and includeincentives for team goal achievements in additionto individual performance will yield better overallresults. This will also encourage collaboration andidea sharing – something that distinguishes topperforming inside organizations from the rest.
Connect with us:Inside Sales Success: A Guide for Global Sales Leaders 31How to Get StartedLeveraging an inside sales team is a proven way to achieve business growth. Here’s a quick guide on howto best use the information in this eBook to ramp up new inside sales initiatives quickly.
Connect with us:Inside Sales Success: A Guide for Global Sales Leaders 32Start a conversation with your executive teamand key sales leaders.Share this eBook, “socialize” the ideas to get buy-in from the right people,and brainstorm about improvement possibilities. A high-performanceinside sales organization can be threatening to some traditional salesprofessionals, especially those who have sold in the field their whole careers.Be sure to address concerns to avoid distractions, conflict or sabotage.Identify the areas with the most opportunity.Take a baseline measurement of where you are now, compare to thebest-performing companies that are similar to yours, and consider keyfactors such as revenue potential, cost, implementation difficulty andtime to results. Some things will be obvious to your internal team. It mightbe valuable to get an objective perspective and new ideas from expertsoutside your company.Agree on priorities, set measurable realisticexpectations and design an implementation plan.Get the right people to commit to a short list on which to focus and developan implementation plan that clearly identifies accountabilities: who isresponsible for doing what by when. Include a realistic budget that iseasily approved within the context of expected results. Set objective andmeasurable targets. You will be learning things along the way – like howlong it really takes to see changes and measurable return.Start with a small team.Especially if your team is large, don’t try to get everyone on board andchange your whole sales organization at once. Start with a limitednumber of reps or territories that are most open to change and mostlikely to succeed. The others will follow when they see results.Take comparative measurementsand publicize success.Set yourself up with “before and after” KPI measurements or A/B tests. Thiswill be useful later when you report on results and ROI and can help you justifyfuture investments. Make a big deal out of promoting the results.Continue improvements.Once you know what works, expand to the rest of your team in a plannedmanner. And don’t stop experimenting with new approaches. The topperforming inside sales organizations are always in optimization mode.Invest in technology to give your team the bestchance of success.The good news is that with the right integrated systems, you canincrease sales productivity, improve customer response time anddeliver a superior customer experience all at the same time. The bestperforming inside sales organizations deliver as much information aboutprospects and customers as they can directly to their reps’ online sellingenvironment: the CRM. When reps have to spend time to search othersystems, do research online, or perform manual tasks that could beautomated (like proposals or price quotes), they spend time away frombuyers. In this era, the seller who gets back to the customer first oftenwins the business. Budget for sales productivity systems to help supportbest practices and supercharge sales results.
Connect with us:Inside Sales Success: A Guide for Global Sales Leaders 33About Anneke SeleyThis eBook was written by Anneke Seley and published by SAP. Content reflects the ideas and expertise of the author withselect input from SAP. Anneke Seley has been a designer and champion of global inside sales organizations since the 1980s.She is founder and CEO of Reality Works Group and coauthor of Sales 2.0: Improve Business Results Using Innovative SalesPractices and Technology. Anneke and her team at Reality Works have helped hundreds of global companies increase revenueby optimizing their inside and social selling teams. Anneke continues to write, speak, and explore the concepts presented in thiseBook and welcomes your questions and comments on her blog, “The Sales 2.0 Advocate.”Has this eBook given you some new ideas about inside sales? Share your comments on www.sales20book.comAnneke Seley@firstname.lastname@example.orgPhone: 510-749-9073
Connect with us:Inside Sales Success: A Guide for Global Sales Leaders 34Choosing the Right SolutionSelling today is more complex than ever: more products and services, more team membersto orchestrate, and more competition. To top it off, customers themselves are better informed,socially-connected and expect a whole lot more before giving you their business.As a result, growing revenues and running a profitable sales organization means you’ve got many ballsto juggle:• Setting up the right sales processes and having a complete view to what’s happening• Enabling your teams to work together as a well-oiled machine, to shorten sales cycles and ensurerevenue predictability• Equipping your sales people with tools they want to use, AND help them sell more effectively• Executing at internet speed while keeping costs in checkWith SAP Cloud for Sales, today’s easy-to-use, cloud sales application that goes beyond the traditionalapproach to CRM, your inside sales organization can close more deals faster by:• Efficiently making each customer interaction personalized and differentiated• Learning sales best practices through guided selling and social collaboration• Easily keeping tabs on the competition• Working more effectively with their sales teams and internal experts• Prospecting earlier in the buying cycle and engaging with hard-to-find key contacts• Spending less time on administrative tasks and more time in front of customersAdditionally, sales executives get better visibility and predictability into their business and can coachtheir team more efficiently and effectively.To learn how companies are using SAP Cloud for Sales to drive sales success, access free demosand customer testimonials.About SAPAs market leader in enterprise applicationsoftware, SAP (NYSE: SAP) helps companies of allsizes and industries run better. From back officeto boardroom, warehouse to storefront, desktopto mobile device – SAP empowers people andorganizations to work together more efficientlyand use business insight more effectively to stayahead of the competition. SAP applications andservices enable more than 195,000 customers(includes customers from the acquisition ofSuccessFactors) to operate profitably, adaptcontinuously, and grow sustainably. For moreinformation, visit www.sap.com.SAP America, Inc.3999 West Chester PikeNewtown Square, PA 19073www.sap.comPhone: +1-610-661-1000
Connect with us:Inside Sales Success: A Guide for Global Sales Leaders 35AppendixSources Quoted2012 Global CEO Study, 2012. A study of 1,700 CEOs around the world,conducted by IBM.2013 Sales Performance Optimization Report by CSO Insights.Social Selling: Leveraging the Power of User-Generated Content toOptimize Sales Results 2013. Aberdeen Group research.CEB Customer Purchase Research Survey, 2011. Conducted by CEB’sMarketing Leadership Council (MLC).IDC Sales Advisory Service. Sales enablement research. 2008. Findingsrevealed by Lee Levitt, former Director/Industry Analyst at IDC SalesAdvisory Practice in Chicago at the SAVO Executive Summit, November13, 2008.New Info Shoppers, by Mark Penn, with E. Kinney Zalesne. The Wall StreetJournal, January 8, 2009.Remote Sales Trends, May 2009. Research from Dr. James Oldroyd (SKKU),infoUSA, insidesales.com. Report based on an in-depth survey sent to400,000 companies. Survey results first presented at the Boston Sales 2.0Conference in 2009.Telebusiness Alliance meeting (2013, Q1)The Ultimate Revenue Engine, 2012. Published by Marketoand insidesales.com.