There’s no doubt that inside sales will continue to grow and replace many traditional field sales approaches. Even complex B2B sales cycles can be completed without expensive feet on the ground, which saves companies money and, often, increases the number of sales made.
Are you overwhelmed by an incessant barrage of questions from your sales team? Frustrated because they aren’t doing the things you did automatically as a salesperson? Perhaps you are exhausted from hounding them about meeting their obligations.
For most businesses the sectors into which they sell have changed over the past five to seven years. The markets have contracted, it is tougher to get prospects to spend money, and competition has intensified over the few remaining opportunities that present themselves. It's relentless. What's the solution?
When I ask sales managers whether their company has a sales process, most say, “Yes, of course.” When I ask them to describe it, few can demonstrate a clear and actionable command of that process. In most cases, salespeople and managers from the same organization will describe vastly difference stages, milestones and steps, indicating that the company has no shared view of the process at all.
Whatever label we choose to hang on our preferred style of selling, there are now considerable implications for sales management. It is my view that for companies to remain competitive now, their sales organization must be able to respond rapidly and positively to the numerous changing tides.
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