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
Imagine what would happen if you could increase your prospect or candidate email open rate by 5X and your click-through rate by 8X? That’s a massive jump in the number of prospects or candidates reading and taking action on your emails. The kind of jump that has every rep and recruiter in your company asking you, what the hell are you doing to crush it?
If you're like most sales professionals then you read industry publications to stay on top of the trends, challenges and news taking place within your given industry. In our case that industry is the information technology industry. And if you're a top performing sales professional than you read what your customers read to stay connected with those trends and challenges. If you are not currently doing this than I strongly encourage you to quickly adopt this best practice into your daily or weekly routine.
What sets top performing sellers apart from average sellers? Why are some salespeople more effective at closing deals or building customer loyalty over others? And how do some reps rocket-launch their career trajectory? Business acumen. Business acumen is a term often associated with leadership and thrown around boardrooms. But business acumen is also a key component to excelling new business development.
Like a lot of things in life, sales and certainly new business development is all about timing. If you called a prospect right after they signed a deal with one of your competitors, do you think they would have much appetite for discussing your offerings? Probably not.
“Hey there, I will be in your neighborhood next week and I just wanted to see if we could meet for a few minutes to make introductions.”
Until recently, salespeople could generate sales leads on their own, lead and even control their prospects through the entire sales process. Salespeople were involved early in the customers research and diagnosis process because the salesperson possessed one thing the customer needed but didn’t have, information. The salesperson could use that information as leverage with the customer to influence the whole sales process. Unfortunately times have changed.
Many IT staffing sales professionals have a hard time deciding which accounts and which contacts to call on and pursue. Even more agonizing is trying to decide how much time to invest pursuing any one contact or account because salespeople don’t know what the return will be on their investment of time and energy pursuing the account or contact. As a result salespeople often spend too much time pursuing the wrong accounts and contacts (very frustrating) or they walk away from “good” accounts too early in the process only to discover months later their competitor has 20 consultants billing. But knowing which accounts and contacts to pursue and not pursue is one element that separates top performers from average performers.
“How many new business development sales meetings did you go on last week?" "How many new business development sales meetings do you have scheduled for this week?" "Dan, you need to schedule more sales meetings with new prospects."
The most common question I get from sales people at industry events, trade shows and certainly when I host workshops is "How should I stay in touch with my prospects?" Naturally, I respond by asking "tell me what you're currently doing?" The responses usually sound something like this:
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.