IT Staffing Sales Effectiveness
Sales best practices for improving sales win rates, shortening the sales cycle and increasing overall quota attainment. Sales strategies to make revenue growth repeatable, and scalable
For those of you who know me and/or have been through my sales methodology training know that I'm not an advocate for the "just checking in" follow-up call. It really is a waste of a sales call and a wasted opportunity. Even still, many sales people including those with years and years of experience struggle to come up with a compelling alternative.
From my years of facilitating sales, recruiting and management training I have concluded that there are two schools of thought when it comes to tracking and measuring training success. The first school of thought that I have heard from a subset of customers is that tracking success is really easy. "Either reps get more job orders and closed more deals post training or they didn't." Pretty straight forward for some. The second school of thought from another subset of customers have shared with me that they find it difficult to measure training success because identifying and understanding the attributes is a challenge. Me, I tend to agree with both.
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“How’s your sales pipeline looking?” “Are you ready for the pipeline review meeting?” “What did you add to your pipeline this week?” All this talk about sales pipeline but what does it really mean and why is it so pivotal to sales success?
Seems like a silly question, right? But seriously, do your new hires (sales reps) know how to engage prospects in an intelligent and meaningful conversation? Most likely you’re chasing an aggressive annual goal and the only way to hit that goal is to get strong contributions from your new hires. Your concern of course is, how long will it take before they “get it,” before your new reps are prepared to hit the phones and engage prospects and customers in an intelligent conversation? The most common reason why sales leaders and CEO’s miss their number is because their new hires take too long “ramping up.” What happens is your sales reps are literally learning about their customers on-the-fly, through live sales calls. And you don't need me to tell you how hard it is to get today's sales rep to pick up the phone let alone engage in meaningful dialog! To hit your revenue and gross profit targets you must eliminate this “learn on the fly” approach and start teaching your sales reps who your customers are and how to speak with them from DAY ONE.
To scale efficiently and effectively staffing companies in the expansion stage need to stop focusing on the overall universe of accounts and instead focus on a specific subset of accounts who are most like their best customers. The key to achieving this is through account segmentation.
Every CEO would smile ear to ear if they could grow their business faster than the industry. A well designed go-to-market strategy is imperative to achieving this level of growth and it requires more than sales, operational and/or recruiting experience. Consistently beating the industry requires management acumen and marketing expertise. In fact, organizations with little or no management and marketing experience are prone to commit mistakes when designing their go-to-market strategy. In some cases they flat out neglect this step altogether.
Understanding the difference between sales process and sales methodology can be confusing as they often get mixed up. In order to maximize the effectiveness of your sales team it is important that you not only understand the difference between the two, but how each improve sales performance in different ways.
In the world of sales and technology, there always seems to be “the next big thing” hitting the market. And like most shiny new objects, sales people are drawn to them. As new technologies are brought to market IT staffing firms are tempted to buy the latest and greatest in order to “keep their competitive edge.” But from my experience most fail to deliver on their expected ROI. Is it the technology or is it the user and their lack of strategy to drive and sustain user adoption? You might say a little of both. To avoid falling victim to the next “big thing” and ensure your technology investment makes a real impact, here are three tips to maximize your technology investments along with insights on how best to implement them.
Top performers are top performers for many reasons; they possess self-confidence and a high business acumen IQ, they ask lots of really good questions and they're not afraid of rejection or to ask the tough questions. Most IT staffing firms of course are always on the prowl to hire these folks. But even if your team is loaded with world class talent your sales strategy and management philosophy and/or lack thereof still doesn't guarantee success. Just look at the 2007 New England Patriots or the 2016 Golden State Warriors. Those teams were loaded with talent and still came up short. I have worked with dozens of IT staffing firms loaded with sales talent that have struggled to grow. Why? Here are the six common mistakes holding back sales growth.
What does it mean to be an effective sales leader in today's ultra-competitive staffing industry with a constantly evolving talent workforce? By 2025, experts predict that millennials will make up 75 percent of the global workforce. For staffing sales leaders, this means the next generation of recruiting and sales professionals is on the rise which requires a new approach to sales leadership. The "old school" way of managing sales professionals no longer works. To effectively lead the next generation of sales professionals staffing leaders will need to evolve. What does that mean and how does that translate into the day to day operations? Here are 4 examples of how "new school" sales leaders lead their sales teams.