Sales Enablement

What Makes a Great Sales Team?

Building a business, one that maintains a tendency of growth over time, requires a great sales team. A sales team that is motivated, engaged, and energetic will help nurture the relationships you need in order to bring on the right clients for your business. It may seem like a simple ingredient to your business model, but what makes a great sales team? How can possessing these traits put your business in a better spot to succeed?

What makes a great sales team?

It’s great to have a product that consumers want, or even need to have. But what good does that product do for you and your clients if you don’t have the right people in place to sell that product? Without a sales team, you’ll have trouble getting your product out there to potential clients. And without an effective sales team, filled with the right people and personalities, you won’t be successful in selling that product. It’s important to look for certain personality traits when filling out your sales team.

A great sales team: holds themselves accountable

While being a part of a team, some sense of autonomy should be given to each individual member. Giving your team the responsibility for tracking their numbers and reporting summaries of these statistics, establishes this independence. They will be able to directly see the goals they are reaching or not reaching, ideally giving them more push to improve when needed. As the manager or owner of the business, you should be holding those individuals accountable for not achieving the goals they are given.  

Each member of your team should have the understanding that they are accountable for the success or failure of their individual efforts. Being humble and taking pride in what they do will go a long way in making them a valuable member of your sales team. When going through the hiring process, you should try and gauge how each candidate handles themselves when presented with some adversity. Ask them how they may have handled these difficult instances in the past and how hungry they seem to learn from their own mistakes or limits.

A great sales team: has a hunger for learning

This accountability and tendency to learn from their mistakes comes into play with this next trait. Each individual member of the team should not only be willing to but they should be hungry to learn more. Being hungry to learn means that your team will constantly be exploring your clients’ issues or needs. They should become immersed in the sales process in order to understand what it takes to sell your product.

Specifically, your team members should be role-playing sales calls and interactions with clients to prepare. They should also be continuously learning about the product they’re selling, knowing the ins and outs of what makes your product great. Also, being in touch with the latest sales resources and information is a must for a great sales team.

what makes a great sales team

A great sales team: has natural charisma

If you want your product to sell, your team needs to have a sense of energy and enthusiasm. Nobody will get excited about buying your product if the people selling to them are not excited to present the sale. Having that natural charisma in their pitch to clients will give the individual team member a much better chance at landing a deal.

A sales team without charisma, energy, and positivity comes across as fake to customers. Why would a customer want to buy a product from someone who doesn’t seem excited about it themselves? Your team needs to radiate energy, and hiring the people that possess this characteristic will create a necessary foundation for successful sales.

A great sales team: is invested in their customers

Completing a sale or a deal should not mean the end of interactions with your clients. In order to maintain the success and growth of your business, your sales team needs to maintain that relationship with your clients. Your team should be invested in their customers, creating that relationship with them and being in frequent contact. This allows your team to be in tune with what the customer wants and needs from your business.

Building that relationship creates a rapport with your customer base. Having a good relationship with your sales team will bring customers back to your business. If you have a sales team that doesn’t invest the time in keeping tabs on customers, those customers will look elsewhere to fill their needs.  

A great sales team: is always prepared

Being prepared in sales means that time isn’t being wasted. Your customers want to fill their needs now, not some time in the future. They will be looking for a business that is prepared to answer their questions and move quickly. A great sales team will put in the legwork to remain prepared at all stages of the selling process. They will manage their time properly, prioritizing what needs to be done correctly to be effective in helping customers through the buyer’s journey. They will always be looking for ways to streamline the process.

A great sales team: has sales enablement technology on their side

Part of having a great sales team is putting the tools in place to make sure all of these characteristics are being put into play correctly and efficiently. SalesTalk Technologies provides your business and your sales team with access to these tools, giving the information and content to allow your team to hit the ground running when selling your product. Head over to request a demo of our product so you can put your team in a better position to succeed.

How Do You Validate Your Sales Reps’ Effectiveness?

Reps must be effective in each and every interaction with a prospect in order to avoid elimination as a potential vendor.  Remember – your sales reps serve as a proxy for how buyers perceive your organization’s ability to meet their needs.  And if the reps are unable to succinctly address questions or communicate the value of your solution in a way that resonates with the prospect, unfortunately so goes the prospect’s perception of your offering.  Can your business afford to have anything but the best representation of your products or services?

To be effective, reps must be able to engage knowledgeably, professionally and confidently in each stage of the buyer’s journey.  Each sales rep has to know exactly where in the journey the buyer is and has been, who that buyer is, what that buyer’s “hot buttons” are, why your product is the best solution for that buyer, and how your product compares to the competitors.

In summary, effectiveness =

KNOWLEDGE – of the product line and competitors; able to answer all product questions and objections

RELEVANCE –   focus on the issues that are of interest to each individual prospect; continue, without repeating, earlier conversations held with that prospect

CONFIDENCE – through knowledge and relevance, establish confidence in sales rep, in the solution, in the seller to the prospect

Where Does Your Sales Chain Break?

The internet and caller-ID have redefined how sellers must manage the “sales cycle.”  The definition of the sales process – “a series of actions to achieve a result” – which conveys the concept that there is a beginning and, hopefully, a revenue-producing end to the cycle also implies that the seller controls the process.  At one time, when the sales rep was the broker of product information, this may have been true.  
Today, the focus has shifted – today it’s the “buyer’s journey.”  Buyers can and will find product information, prices and sources through internet research and will not talk to sellers until they are ready to buy.  Sellers must be able to respond to the buyer’s journey when the seller is asked by the buyer to participate. 
And since the buyer controls the process, the seller is “out” – usually irrecoverably – of the sales opportunity the first time a link in the sales chain is broken by something the seller does – or fails to do.  As the seller, isn’t this how you feel when engaging in a sales cycle? 

LINK TO AMERICAN NINJA VIDEO

A Tenured View of Sales Enablement

Forrester defines Sales Enablement as:
“A strategic, ongoing process that equips all client-facing employees with the ability to consistently and systematically have a valuable conversation with the right set of customer stakeholders at each stage of the customer’s problem-solving life cycle to optimize the return of investment of the selling system.”

I have been involved in Sales Enablement since the earliest days of CRM.  I have been very successful in developing several technologies that were very leading-edge, and I have been independently recognized for my insights (mentioned below only to establish the credibility for my observations and predictions for the future):

  • CRM Magazine – “Father of CRM” and “One of the Ten Most Influential People in CRM”
  • First CRM company to go public – recognized as the top performing stock on NASDAQ in one year
  • Telemarketing Magazine – picture as the front cover and many keynote addresses
  • Won recognition as “Large Center of the Year for all of Europe” for a 1,500 seat call center in the UK.
  • Success Magazine – picture as the front cover of issue labeled “A Precision Service System to Capture New Customers and Keep Them Forever” with a specific reference to me as running a company committed to customer satisfaction.
  • Business Week Magazine –  listed as #6 of “The Best Small Companies” in issue entitled: “Hot Growth Companies”

​This list of recognition could go on, but I only offer these examples to establish my experience in Sales Enablement tools so you can objectively consider the observations and predictions for the Sales Enablement Technology Stack I make below. (Humbly speaking – the list of my mistakes is a lot longer list!)

What has changed, how it has affected sales, and what is likely to change in the near future:

The PAST: 

  1. Prospects used to answer their phones because Caller ID did not “tell them” a sales rep is calling.
  2. Prospects gave you their real addresses so you could send them the brochure they requested (and they would give you their real phone numbers).  How many lead forms today are filled out with Name = Mickey Mouse  –  Address = Suite 100, Fantasy Land? The sales reps used to be the “brokers” of product information and thus all prospects began their search by contacting the vendor.  The well cited figure that today’s prospects are 70% through the buy cycle before they contact a vendor because of their solution search on the Internet may be understated.
  3. Sales reps used to meet with the prospects which means you had time to build rapport and demonstrate competence.
  4. Prospects who agreed to meet with you assumed you were Relevant because they did not have enough information to disqualify you.

TODAY: 

  1. Relevance must be immediately established and maintained to continue a conversation past “Hello” with a prospect.
  2. CRM systems are the databases where sales reps record (under duress and with limited content) a synopsis of the history of the account.  Properly designed Sales Enablement systems can go beyond “recording history” to “making history”.  Because CRM systems only reflect a little of what actually happened – and don’t show the actual time of each activity, they don’t give you the metrics you need to evaluate sophisticated ABM initiatives and other complex sales that are needed for realistic forecasting.   CRM systems are valuable, but they are the repository of only some of the sales activities.  Sales Enablement systems can give more, and invaluable insights.
  3. Cadence systems are very popular as a way to insure that Sales Reps follow the prescribed sales process.  They are very effective as sales discipline systems, but they don’t incorporate  AI Generated Sales Playbooks telling the reps “What To Say”.  The reps using these system are efficient, but they are not effective.
  4. Appointment Setting Call Centers are facing increasing client turnover because the sales reps for whom they set the appointments are not recognizing the value of the leads they receive.  Many call centers don’t recognize this change in the perceived value of call centers and will experience accelerated customer churn.
  5. Many companies are implementing call recording to better coach their reps.  However, their good intentions are not generating the desired results.  Leading recording companies are using machine learning and call transcriptions to help give the data for more effective coaching.  However, I am seeing a lot of frustration by those who buy these services – kind of like those who joined the gym in January with high expectations but realize in March that they are not getting the expected results.
  6. Sales Consultants are trying to solve the low retention of (application of) their training with electronic Playbooks and videos that can be reviewed before the call.   A step in the right direction, but not a step far enough because the Playbooks are not AI customized to every prospect for every call.

The NEAR TERM:

  1. Sales Consultants recognize the value of delivering their training in electronic Sales Playbooks – Playbooks that use Artificial Intelligence to deliver the “What To Say” in the sequence to say it tailored to each prospect – for each call.  This is a day and night difference from the practice of just giving training manuals or generic electronic Playbooks to those they train.
  2. Sales Consultants are willing to pool some of their IP with other Sales Process Experts as the “Fuel” for AI Engines that create Personalized (Relevant) Playbooks for each prospect.
  3. Sales Consultants are generating additional and consistent fees from their clients for customizing their Playbooks and for writing email content to feed AI Tools that generate personalized emails after each call like Writing2U.
  4. The growing percentage of Millennials in the sales team are excited with the easy ability for them to give feedback to the Sales Enablement team through tools like Useful2Me.
  5. Sales Consultants are more engaged with their clients by modifying the Playbooks based upon the user feedback through  Useful2Me.
  6. Innovative Call Centers are implementing AI generated Playbooks so they improve their perceived value because they are using AI Personalized Playbooks to establish and maintain relevancy with the leads they are calling.
  7. Call Centers that use Playbooks that create an accurate Story-So-Far with the complete details on what was discussed – and for how long each subject was discussed will regain the confidence of their end users (the sales reps for whom they set appointments).  Call Centers who adopt this approach will redefine the Call Center Industry.
  8. Reporting with the actual details of what was discussed and for how long will redefine the Metrics4ABM.
  9. Inside Sales Managers are realizing that products like ConnectAndSell are not just for setting appointments.  They will see the 10 X (or more) improvement in efficiency that ConnectAndSell gives to their senior reps.  The senior reps are focusing on closing deals with high level executives – and these executives are a multiple more difficult to reach than the lower level executives.  The senior reps love receiving connected calls rather than making 20+ dials to get only connection. The economics of using ConnectAndSell are incredible.
  10. Call Mapping (like provided by our Story-So-Far) will be an indispensable part of every Call Recording effort. ​

Are you ready to leave the outdated procedures behind you and harness the power of automatically customized playbooks to build sales conversations that are always relevant?

Two Reasons To Record Calls…And One Not To

Recording calls can be imperative to the success of your business and communication with your sales prospects. But when is recording valuable, and when are you wasting your time? Read below to find out.

​1.   To Coach –  listen to the calls of new reps to offer suggestions for improvement.

2.   To Learn – from (select the calls where the deal was closed – or where a selected competitor was discussed.

We add the recorded calls from your current system to our Sales Interaction Chronicle (our Story So Far),  and can even economically provide you transcriptions of the call if desired.  

But don’t record your calls if you don’t have a Call Mapping feature so you can listen to only what is relevant.

Recording calls with an effective Call Map will enable you to review just the Relevant calls . . . . and just the Relevant discussions within the calls.

Recording calls without Call Mapping is like joining a Gym in January as your New Year’s resolution.  Joining the gym will not get you to the gym to get the results you had hoped for. ConnectandSell’s call recording feature combined with the Call Mapping and Relevant Call tracking in SalesTalk is like having a personal trainer who will meet you at the gym three times a week for the first three months after you join.