… firms are unwilling to embark on the traditionally manual process of continually updating the CRM. Yet the latest AI can be used to seek out and target stale data in real-time. Whenever bad or outdated records are discovered, a seamless blend of AI and human intelligence delivers an accurate and up to date database of hundreds of million profiles, transforming the quality of the sales experience. With this quality of data resources, organisations can also explore sales acceleration tools to achieve faster sales cycles, higher close rates and bigger deals.
…s automated VoIP dialling to further streamline the process and dramatically increase productivity. It is the ability to have as many conversations as possible that is key to achieving sales scale: rather than fifteen or even thirty minutes between calls, a slick sales operation can ensure there is no more than a two minute gap.
Certainly, any B2B sales organisation still relying on the traditional sales model, with individuals tasked with completing every step of the sales process, has a very clear opportunity to become far more efficient. Creating a new sales model with dedicated roles can transform performance and rapidly eradicate bottlenecks.
…treach campaigns — typically via email — a combination approach is proven to be far more effective. While an email campaign will typically achieve a response rate of less than 5% — either positive or negative, a blended prospecting model that combines emails with phone calls and social connection will lift the response rate to 80%.
…r visits — and how many will be required for administration, product training or strategy meetings? Being realistic about actual working hours — and the time that should be spent on each demo or visit, whether than is 30 minutes or three hours, depending on product complexity, will provide an accurate and workable benchmark for sales activity.
There is nothing mystical about an effective sales operation. A good sales model is based on a very clear process: source good leads, contact them, make the sales pitch and manage the deal to closure. By splitting the sales process into its component parts, a company has a chance to better understan…
data to su…ges top quality, up to date and accurate data to support a slick lead generation and sales process. It is about dedicating one team to prospecting and securing meetings; and another to presenting the proposition or demonstration and closing the deal. It is about measuring every step of the process to ensure individuals are correctly incentivised. And it is about driving the continual process and performance improvement required to meet ambitious growth plans.
…consider your category. A company cannot be more powerful than the category it’s in or assigned to. Categories that never evolve beyond simple tools are inherently less important than categories able evolve to business-driving or business-supporting applications or even platforms. When faced with category issues — too crowded, poorly defined, or lacking significant investment versus other categories — executive teams and marketing organizations specifically must lead the charge to define the challenges they address both differently and more importantly, such that they might be considered as a new or default choice. And you must have technology, scale, or other advantages directly relevant to the newly defined approach that can’t be easily matched. The result should be a refreshed, more competitive strategy, not a new marketing campaign.
…ous. But, we also need better marketing, and that should not be limited to or paced by, technology. We return inevitably to the dictum that competitive advantage is created by people, not technology. We buy ideas and satisfy purpose before we buy products. If you’re a Martech provider that has found yourself with lots of company, how should you navigate these very crowded waters?