Post on 03-Oct-2020
GetTinderBox.com
SALES PRODUCTIVITYTHE MODERN GUIDE TO:
The Sales Process Isn't What It Used to Be01
The sales process isn't what it used to be. With 94 percent of b-to-b buyers reporting that they conduct some form of online research before purchasing a business product, sales teams are focusing on increasing prospect engagement online.
The Importance of an Optimized Buying Process
01
SALES TEAM
CUSTOMERS
How does a sales organization build repeatable processes that serve both customers and itssales team?
Sales technology that puts the customer at the center of sales productivity does more than help
sales professionals answer customer questions. Using data to automate and track the sales
process can also help sales teams deliver personalized information and follow-up that move
prospects further along the buying process.
Technology has become the answer for many sales
teams. North American businesses invest approximately
$2,280 per rep per year on technology to make their
sales teams more productive. In many cases, that invest-
ment is paying off: in a survey conducted with the Sales
Management Association from September to November
of 2014, 77 percent of respondents said their use of
sales technology is more than somewhat effective. When
asked about sales-related technology investment objec-
tives, more than 63 percent of respondents ranked
improving the quality of customers' experience as more
than somewhat important.
Putting the Customer at the Center of Sales Productivity01
Putting the Customer at the Center of Sales Productivity01
"In the past, salespeople interactions represented almost the
entirety of the "customer experience," at least for busi-
ness-to-businessfirms. Now sales calls occur in the context of a
much broader web of buyer-seller interactions. As a result,
sales forces are paying attention to the holistic customer expe-
rience to organize buyer coverage and communication ap-
proaches. Technology that integrates seamlessly with selling
activity is essential to this effort."
Bob Kelly, chairman of the Sales Management Association
The Challenge of Low Sales Technology Adoption01
44%
Lack of support from senior leadership
25%
Insufficient training on technology
41%
Salespeople are not held accountable for use of the
technology
Driving both customer experience and pipeline acceleration re-
quires sales leaders reimagine their scope of responsibility and
implement well-crafted processes and systems to guide the evo-
lution of their teams.
According to the Sales Management Association survey, respon-
dents who reported low technology adoption cited the following
influences:
Perhaps more important than the challenges that lack of adoption creates for selling organi-
zations, it is clear that the disjointed process adversely affects the buying experience as well.
The Customer Now Controls the Sales Cycle02
Successful sales organizations have embraced the new reali-ty: the customer now controls the sales cycle. With 84 per-cent of senior b-to-b buyers using online technology like social media to help them make their purchasing decisions, sales teams must evolve their processes and approaches to deliver prospects experiences that close deals faster.
The Buyer's View of the Sales Process
02
Research provided by IDC
Technology has and will continue to
transform the traditional sales funnel,
blurring the lines between stages and
offering opportunities to create more
personalized touchpoints. Mobility has
fundamentally changed the nature of
enterprise sales, with constant connec-
tion and real-time interaction becom-
ing the new normal for b-to-b custom-
ers.
Accenture coined this new reality of sales the Nonstop Customer Model, noting the ideal cus-
tomer experience is more dynamic, accessible and continuous. To compete and win, sales
organizations must move at customer speed and anticipate the demands of their buyers.
Today's b-to-b buyers are making the shift "from offline settings into online and mobile environ-
ments," requiring sales technology that prioritizes mobile-first architecture and real-time com-
munication tools. Integration with other platforms is another priority; a seamless blending of
sales tools with marketing and service ensures a connected sales process and an improved
buyer experience.
Technology is Transforming the Sales Funnel02
Making Things Easy for the Customer03
How to Drive Sales Pro-ductivity and Optimize the Buying Experience
03
"We're trying to grow our business and brand, but we want to make things easy for the customer,"
Michael Crafton, president of 360 Services.
Optimizing the buying experi-ence and accelerating sales productivity aren't mutually exclusive concepts.
Traditionally relying on paper, fax
machines, and face-to-face interac-
tions, Crafton wanted to bring his
industry into the 21st century and
help improve the customer experi-
ence. "We want to help our customers
become more innovative," he said.
How to Optimize the B2B Buying Process03
In fact, the rapid adoption of technology serves as a catalyst for making this concept a
reality. "Sending a link to someone with their proposal helps set the tone and helps
them understand there's an easier way, and that they should expect a higher level of
service from us," Crafton said.
360 Services Reduces Proposal Creation Time to 15 Minutes03
By implementing TinderBox, the 360 Services sales team reduced proposal creation time by
two-thirds, resulting in highly personalized proposals completed in just 15 minutes. Crafton's
investment in sales technology, along with his commitment to streamlining the buyer experi-
ence, has made positive impact beyond the sales cycle.
Customers that save time in the buying experience can invest that time into other areas of their
business, helping strengthen a seller-buyer relationship early in the process and increase sales
productivity.
"We have to show our customers that the tools we use add value by also
affording them more time to work on other parts of their business," said
Crafton.
The best sales technology is just one element of a methodology that
provides sales professionals with the structure to better understand
what customers need in the buying process. Insights from the TinderBox
sales productivity suite provide Crafton and his sales team with valuable
information about proposal performance and prospect interaction. This
helps sales professionals improve proposals and deliver solutions that
meet the exact needs of buyers.
Transform Your Organization04
Sales Productivity. Realized.
04
Accelerating sales productivity and optimizing the buying ex-perience require sales leaders transform their organization.
Customer experience is no longer just the realm of mar-keting or customer service.Now, it's up to sales teams to provide the best experience from the first interaction to
the last by establishing valuable relationships throughout the sales process. With this
new reality and application of technology, sales teams can:
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Increase Sales Productivity04
Automate processes to make them fasterThe faster you can respond to
customer inquiries, the more quickly
you can move them along the buying
process. That also gives your sales
professionals more time to close
more deals.
Personalize buyer interactionsPersonalized proposals and presen-
tations can signal early commitment
to customer experience and
encourage buyer confidence in the
seller.
Ensure that the content and solutions
offered can be accessed anytime,
anywhere, from any device. Because
so many B2B buyers are using mobile
to buy, consider tools that prioritize
mobile capabilities.
Meet customerswhere they are
Increase Sales Productivity04
By maintaining focus on customer experience, sales teams can gain a wealth of insight
into how to shorten the sales cycle and create efficiencies in their everyday jobs. This
brings value not only to the buyer, but to your organization as a whole. When a buyer
has an excellent experience with your organization, you'll do more than win a custom-
er—you'll transform the way your team sells.
"Automating processes throughout the sales cycle removes friction from
buyer-sales interactions, making it easier for customers to say yes."
Neil Hudspith, Chief Revenue Officer, DocuSign