Sales Prospecting Perspectives

Last week, I had the chance to help train a fresh new crop of recruits for a long-time client of ours. After 12 years of trying to figure this teleprospecting thing out, I'd say we're completely sold on how we do things internally around here. The interesting part for me is seeing how others not immersed in the AG Salesworks culture react to our process and mindset. Fortunately, most of the post-training feedback was in line with what we wanted to hear. The long and the short of it was that we helped provide a framework on how to best attack all warm and cold opportunities. Sometimes, all inside sales need is a place to start. 

With the release of AG Salesworks’ new guide The Inside Sales Manager’s Guide to Sales Team Training featuring Josiane Feigon of TeleSmart, AG has learned that training is not just about the event. It’s a process that has to be perfected during, before, and after that event. The following is a redactment from our new guide. For more advice, please download The Inside Sales Manager’s Guide to Sales Team Training.

Sales training never ends: the initial training week is just the beginning. The most effective B2B sales firms are 22% more likely (more than one in five) than all other sales firms to reinforce training at least once each quarter, according to Aberdeen Group. Companies that carry out post-training reinforcement see 20% more salespeople achieve sales quotas.

Whether you’re building your own inside sales team or considering outsourcing your teleprospecting functions, it’s important to know and perfect the training process for new hires.   

Employee retention seemed to be a taboo subject at my old sales jobs. If sales managers didn’t speak about it, the problem would simply not be a problem. Unfortunately, they seemed to be conditioned to accept that attrition was inevitable with a team of people making cold calls all day. It wasn't uncommon to see about 50% of new hires exit the organization after 6 months. Why? You've taken the time to interview, hire and train a rep, but once they're at altitude, they leave. No one should be OK with that.

I like to think that I have a few key tools in my prospecting toolbox. The most important one could very well be our CRM, which at AG is Salesforce.com. It allows those of us with slight OCD to breathe easier, since we can plan days and weeks of tasks and reports ahead of time while being able to sift through old campaigns and review information with a few simple clicks. I don’t know how sales firms could operate without an automated CRM. It allows prospecting to go smoothly and it allows inside sales reps to hit the phones and make touches on many companies and prospects every day.

A couple of weeks ago, I wrote advice for newly promoted inside sales managers in my post, New Sales Managers, Don’t Miss Out on This Advice. I focused on three areas of guidance: