How would you like to see a plethora of buyers lurking around each opportunity in your sales pipeline? I mean all the buyers, including those that don’t directly engage, but show some level of interest. The ones that don’t expose themselves. Buyers who are included in email threads and meetings, but haven’t been added to the CRM by sales reps. Or what about buyers that are exploring your website and looking at your solution, but aren’t included in sales’ emails or meetings?
Mediafly, a sales enablement and content management platform, has acquired UK-based sales enablement platform iPresent. The acquisition aims to provide Mediafly users with a range of offerings — such as workshops and advisory services, ROI and TCO calculators, CRM integration and content and sales readiness tools. Terms of the deal were not disclosed.
Chorus.ai, a conversation intelligence platform for sales teams, has launched a new Recommendations feature designed to use artificial intelligence to pinpoint key moments from sales calls. The solution aims to provide reps deeper insights into sales calls to better educate themselves and uncover signals that could make — or break — a purchase decision.
Chili Piper’s scheduling platform is designed to boost buyer engagement by allowing qualified leads to automatically book a meeting or call after filling out a site’s contact form. The solution aims to automate complex scheduling process across teams and departments to provide buyers with the best possible experience.
Many chief sales officers (CSOs) struggle to get their sellers to effectively and productively sell new products. It may seem like the problem is caused by sales development issues or a lack of cross-selling opportunities, but those are only symptoms of the problem. Assuming the issue is not the product itself, the problem may be rooted in seller will or skill.
A will problem shows in an inability to attract seller attention. CSOs can analyze pipeline and opportunity data to see how dedicated sellers are supporting new product launches. As intended, the sales pipeline is meant to provide transparency into future results. When the new product has a soft pipeline, it is the result of sellers failing to create opportunities … but why?
Many sellers feel that selling the new product is not as much an opportunity, but rather an opportunity cost to selling the legacy products. A remedy for a will problem is compensation.
Research from Gartner’s Sales Practice shows that sales leaders should consider the following factors when examining the opportunity cost conundrum:
A skill problem signifies that the sellers are missing something. Skill problems reveal themselves in both a lack of seller attention and an inability to close deals — reflected in metrics like win-rate. Sales enablement is the remedy for skill problems. Gartner research shows that sales leaders faced with seller skill challenges should consider the following:
If sales metrics fail to provide insights into whether the challenges are “will” versus “skill,” CSOs should work with the front-line sales managers to identify both root causes to each challenge and potential remedies. In some rarer cases, the situation may call for a full examination of sales role clarity and overall coverage. This might be true if:
Sales role clarity and sales coverage model changes are larger efforts that can be quite disruptive. CSOs are far better off exhausting solutions across will and skill — as these are easier to resolve tactically.
While organizations are excited to launch new products, a slow ramp-up will frustrate and cause friction between go-to-market stakeholders. The most successful organizations highlight the value of the new product to both buyers and sellers. Sellers should see new products to penetrate new markets, challenge market competitors and expand existing customer relationships.
David Egloff is a Senior Director at Gartner, currently advising Chief Sales Officers and Sales Operations leaders on initiatives spanning sales force design and operations. Primary areas of focus include role design, segmentation, sales coverage models, analytics, sales compensation and sales transformation. Additionally, lead research and content agendas across sales strategy and design and sales.
The devil’s in the details — or in marketing’s case, the devil’s in the data. Almost every B2B marketer has a data problem, whether it’s getting the right data on target accounts ensuring data is accurate and up to date or aligning sales and marketing around the same data, the list is endless. And thanks to GDPR, the pressure is on to get your data strategies cleaned up and compliant.