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The Importance of Reskilling Senior Sales Professionals

Maintaining competitive agility is becoming an essential corporate demand as new-age technologies dominate the business environment across industries. Traditional corporate operations are being disrupted, and new growth strategies and organizational processes are being implemented due to the ‘digital age.’

For both B2C and B2B markets, more businesses are changing how they sell and recognizing changing consumption trends. Artificial intelligence, natural language processing, machine learning, virtual reality, and chatbots, among other emerging technologies, are increasingly finding uses in sales.

Finding industry-ready people is getting more difficult as sales processes undergo this technological update, with a large gap between available and desired skill sets. Any investment in new-age sales tools will be a waste if teams cannot successfully use or interpret them.

The annual cost of lost production owing to a lack of essential attention to training and other learning activities is estimated to be almost $7 trillion. As a result, businesses must upskill their senior sellers for effective sales enablement, and they may ensure that their sales team remains relevant by implementing regular training efforts. This will ensure that they are prepared to respond to market shifts and technological advances.

opportunities for current and future sellers

Providing opportunities for current and future sellers

Sellers play a critical role in propelling the global economy forward. In today’s digital world, when tech-powered sales enablement tactics reinvent the seller’s journey, staying relevant necessitates knowledge with the most up-to-date tools. With practically every market player using cutting-edge tools, sellers must be kept up to date on the latest developments at each stage of the trip, or they will be left behind.

Sellers utilize AI-powered intelligent database systems to find new clients and expand their market penetration. Advanced data analytics and predictive modeling are becoming increasingly important tools for identifying potential buyers.

Similarly, firms turn to intelligent CRM technologies and marketing process automation for faster prospect outreach and better-qualified leads. Contrary to popular belief, data-driven, automated processes result in quicker sales, allowing sellers to manage their time better and prioritize their tasks. As a result, familiarizing your senior sellers with digital technologies and providing them with the necessary training is essential for a company’s sales divisions to become future-ready.

proper training strategy

Incorporating the proper training strategy

While training is essential for future-ready sellers, selecting the correct training concept and the program is equally important. You may start with an overview examination of the business functions to be trained and the identification of skill gaps and other factors, including location, medium, duration, and accessibility. The data gathered can be used to create an appropriate training structure aligned with essential business goals.

You may then streamline tasks following the training delivery plan. Finally, you must conduct a full assessment of the training program to determine top learning and make necessary modifications.

This training process can be considered a cycle aimed at sustaining sales team development in the face of technological disruption, diversification of the company’s operations, or even labor churn.

Aside from a well-thought-out approach, it’s critical to remember that the primary goal of training should not simply be to conduct an employee upskilling session. Instead, the focus should be on developing a long-term practice that adapts to shifting needs and market trends.

Furthermore, these programs should hone the analytical abilities of the sellers to use data-driven reports and draw meaningful insights, in addition to providing them with the know-how of the latest sales technologies.

In today’s technology-driven world, training programs must recognize the importance of the human voice and teach sellers how to improve their soft skills and have more personal client conversations. While most sellers acknowledge that quality training programs positively impact their engagements, businesses may reach 73 percent quota attainment with constant coaching methods. These efforts can aid companies in developing multitasking, dynamism, and culture of staying current in their sales force.

Coordinated actions to achieve actual reforms

Coordinated actions to achieve actual reforms

The training or learning strategy will need to be changed to account for the different skill requirements and forthcoming trends to tackle the problem of extraordinary market developments. It will also be critical to develop future-ready sellers by establishing a flexible and innovative curriculum in academic institutes and combining it with vocational courses and R&D centers to prepare the workforce to be industry-ready.

It is feasible to find and outline solutions for the most prominent learning demands of sellers by bringing together government functionaries, industry experts, and leading academics worldwide, thereby adjusting future sales teams to technologies that will likely arise.

Such coordinated efforts will not only build teams capable of delivering results in a fast-paced, continuously changing sales environment but will also instill a growth attitude in salespeople, allowing them to upskill and re-skill to stay ahead of the competition constantly.

As a result, educating the sales force and providing them with the abilities they will need to succeed in the future is critical to establishing long-term success.

To guarantee that learning experiences are engaging, enjoyable, and challenging, businesses must prioritize the need to upskill and reskill their sellers, especially the senior ones, and promote learning.

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Sales Technology

Embracing Sales Technology Trends

B2B selling has evolved in recent years, although at a glacial rate, as the digital world has provided expanded access to data and enhanced insights. While the COVID-19 pandemic continues to cause issues for many businesses, and the gap between surviving and shutting down hangs on a knife’s edge, the online sales movement has gone from zero to sixty in a matter of days.

To deal with this new reality, sellers are expanding their emotional intelligence to attract new consumers and ease the worries of existing ones, using new selling approaches, bolstering their customer service skills, and using new sales technology. 

It has been said that the future of sales is the irreversible shift of organizations’ sales and marketing tactics, procedures, and allocation of resources to a buyer-centric model, as well as the shift from analog selling process to highly automated, virtual client engagements.

There is now a growing emphasis on sellers’ roles and the tools and technology that may assist them in doing what they do best. That’s the basis on which we’re forecasting sales patterns and trends in the years to come. 

Trends in B2B sales

Trends in B2B sales

Growth Driven by Products

If you operate in the software sector, you’ve undoubtedly heard the phrase product-led expansion a few times. Companies, as you may know, can have a variety of growth and revenue strategies. Some companies rely on sales-driven growth, while others rely on marketing-driven growth. Product-led growth is the newest buzzword. It’s a marketing strategy in which sales and customer retention are all predominantly driven by the product.

Firmographics 2.0 

Firmographic data sets, such as size, location, and industry, are without a doubt the most often utilized prospecting and ideal customer profile criteria. These factors guide the judgments of millions of sellers throughout the world on who to approach and not. 

When it comes to firmographics, we’ve depended on very static and limited data sets for decades. The primary address is used as a location indication, while standard industry designations are used as industry information.

Sales tech developments are seen to improve firmographics data gathering. When machine learning methods can profile organizations with much greater accuracy, outdated and generally 10-15-year-old sector codes can be discarded.

Today, revenue teams may now choose from a variety of areas, including 3D technology, data visualization, network security, and green technology.

The same may be said for data on location and business size. Target groups may now be built based on the headquarters site and sub-locations.

Moreover, rather than focusing just on revenue and employee numbers, perhaps a focus on growing momentum is a preferable selection criterion as well. What is the rate of growth in online traffic, and how are searching and hiring volumes behaving? Sales and marketing personnel will become more precise in the years to come, which we refer to as firmographics 2.0 in targeting.

Digital sales 

Modern selling will become highly automated. Sales teams will devote more time to larger possibilities that need a consultative approach, discovery sessions, and customized bids. More individuals will become involved, both as buyers and sellers.

Client-facing digital portals and microsites will grow in popularity as a result of these broader sales processes. Parties can share important documents, communicate with one another, and create customized bids for potential leads.

In reducing any buyer friction before the contract is signed, the purpose is to deepen the connection. These portals also allow vendors to evaluate the material their clients watch and engage with, which is essential for determining which content has the most impact.

Versatile sellers

The COVID-19 pandemic has solidified omnichannel interactions as the preferred sales channel for B2B companies. When given the option of in-person, distant, or e-commerce channels, buyers have demonstrated that they desire all of them. Sales models will become hybrid as purchasing becomes multichannel.

A versatile salesman communicates with consumers via phone, emails, online chat, video, applications, and in-person appointments on occasion. This will almost certainly result in channel disputes, as well as a significant need to rethink the onboarding process for new sellers.

As the sales and revenue operations team transitions from a multichannel to an omnichannel approach, attribution becomes even more critical. However, it may result in channel conflicts, such as when two agents approach and engage with the same consumer at the same time, disrupting the buyer experience.

Most sales executives, who began their careers using a more linear sales style, will need to return to school to improve their abilities in all of these new tools and apps. Proposals may be participatory and trackable, and the first point of contact doesn’t have to be a well-written email or a well-rehearsed cold-call script, but rather something altogether different, such as a customized video message sent right to recipients’ social network inboxes.

Conclusion

This year, innovation, expertise, and transparency will continue to merge in B2B sales to answer the concerns of corporate buyers. The trend is turning toward account-based selling and digital transformation, driven by client behavior and sales technology.

It’s time to do an honest self-evaluation and figure out what will help your sales organization rise with the tide and what will sink it.

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