Sales Prospecting Perspectives

Ramping up on a new project can be stressful for business development and inside sales reps. There are many different marketing materials they need to read, and processes they need to understand, before they’re able to start prospecting. Training is rigorous and ongoing. Each project and each client is different, so the necessary ramp-up materials always change. One thing never changes though: in order for a successful ramp up, sales reps need to have a good relationship management strategy. In layman's terms, they need to be able to communicate and collaborate with closing reps effectively.

Today, we will be hosting our third #ProspectingChat on AG Saleswork's Twitter account. Time has flown by, and we are excited to continue offering insights and learning from other #ProspectingChat participants. Here are some details about today's Twitter Chat:

As the end of summer draws near, hiring season looms upon us inside sales professionals. Many recent graduates will be looking for their first job after a relaxing summer, and many seasoned sales reps will be taking stock of their current positions. At AG Salesworks, we’ve seen many potential inside sales reps walk through our door for interviews in the past few weeks. However, our hiring process isn’t for everyone. After all, new sales hires frequently fail, so we want to make sure that we’re hiring the best talent to benefit our clients and our prospects. During the initial interview, we have a keen eye for personality traits that will help the candidate thrive in an inside sales environment. Here are 3 traits we look for in an inside sales interview and 3 questions to ask when assessing if a candidate’s personality is a good fit for your company.

AG Salesworks is pleased to present you with a guest blog post from Brian Serino, SVP of Sales and Business Development at NetProspex. 

We’re all familiar with the deep-rooted battle between sales and marketing. It goes something like this: sales blames marketing for their inability to produce quality leads, while marketers fault sales for their lack of lead management skills. In this battle, however, there is no winner, because when sales and marketing teams work individually, poor lead management results on both sides.

I'm a big teamwork guy. I like when everyone can share credit.

That may seem like an overly obvious statement for most of you out there, but if you asked yourself if you're a team player, what would your answer be? Deep down, do you prefer to collaborate with others or tackle things independently? I don't think there's really a right or wrong answer, but at some point, inevitably, you're most likely going to need to collaborate with a colleague or boss on a portion of your work in order to take it to the next level. 

As I've discovered over the years, the more responsibility I take on, the more I realize that working independently isn't really an option for me. As much as I would like to have direct control over my world, I realize that there are far too many moving parts for me to not have to rely on others for their input and insight. I'm perfectly fine with that, and I came to terms with that reality long ago. Most of us will have to if we have any intention of working in a management capacity or in inside sales. 

A few years ago I was faced with a tough decision. I was moving 20 miles north of Boston, which posed a problem because my job was 22 miles south of it. Driving through Boston during rush hour twice in one day quickly became overwhelming and was just too much. The last thing I wanted to do was leave the job I loved, and when my boss kept pushing me to work from home more, I was hesitant. I kept saying no because I thought it was crucial to be on site when managing an inside sales team. I had a lot of guilt on days that I couldn’t make it in. Slowly I started working from home more and more and I learned how to manage remotely. With all the technology available today along with some changes in my management style, I am now able to work from home most days and still manage reps – probably better now than ever.

I've always responded best to people who lead by example in the workplace. I find it harder to relate to individuals who are always willing to offer advice on strategies (often unsolicited) when it seems that they rarely, if ever, follow their own words.  

I often think back to my experiences back in my high school days playing sports. The coaches that took the approach of yelling and kicking objects over to get a point across never made an impact on me. When the crap hit the fan, I found that those coaching personalities rarely knew what to do to solve the problem… other than yelling more. I always felt that I was demonstrating the desire and motivation to be part of the team by showing up and doing the best I could. I didn’t need someone yelling in my ear to get me motivated; instead I needed guidance to hone my skills and make me understand what needs to improve.

Sales enablement is a hot topic for sales and marketing agencies in 2014. DemandMetric and SAVO Group recently hosted sales enablement summits. Sirius Decisions produced a sales enablement framework and model. HubSpot is hiring “Sales Enablement Stars.”

Alongside these companies, AG Salesworks is encouraging sales and marketing agencies to seriously consider their sales enablement process. Before now, sales and marketing may have had different understandings of the elusive term “sales enablement.” Our newest guide, “Sales Enablement Explained,” includes worksheets, tips, and advice for organizations to agree on what a successful sales enablement plan means to them, including its definition, role, and effectiveness.  

The hardest transition I've found when moving into a manager role is the change in relationship between you and former colleagues that you've once worked with. This changeover generally tends to be the biggest challenge for most new inside sales managers, whether they're responsible for training the inside sales team or for managing the managers.

AG Salesworks is pleased to bring you a guest post from Janelle Johnson, Director of Demand Generation at Act-On Software. 

For sales and marketing teams, reaching across the aisle can be a foreign concept. In some cases, that’s putting it mildly.

To be sure, there are salespeople and marketers who comfortably co-exist. Sometimes they even eat lunch together.

But the prevailing opinion is firmly entrenched: Sales and marketing just don’t get along. Don’t understand each other. Don’t cooperate. Aren’t aligned. And, as a consequence, campaign ROI often suffers.