How to frame an inside sales strategy
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How to frame an inside sales strategy

October 17, 2019


Hey everyone! Welcome to Uncomplicate by Freshworks
where we answer one question everyday with one expert. So before I introduce
today’s guest, who is, by the way, one of my favorite guests in the show, in case you’re
listening to this on YouTube, don’t forget to subscribe to our channel. So today’s guest
is Keenan, who’s a well known Forbes contributor. And if you’re from
the sales circuit, there’s no way you’re going to miss him. And I would highly recommend
you read his book on Gap selling. So welcome to Uncomplicate Keenan Thank you. I’m glad to be here. My kind of show. Yes. So it’s just one question and a question
that’s going to kind of change a lot of startups lives. You know, inside selling, I mean,
there’s been a lot of inside selling and stuff like that and, and it’s the new ‘in thing’
in the sales circuit. So Keenan, the question to you is how do you frame an inside sales strategy. So what is the framework? And now I’ll throw it to you on? How do you
frame an inside sales strategy? Whoo, that’s a giant question. I mean, there’s nothing small
about that. I mean, look, man, the first thing you have to
do for an inside sales team is really have a good solid understanding of the size of
the market, who you want to go after who your ideal customer is. And what a lot of organizations
do is they miss a key point – to developing inside sales organizations.
They spend a lot of time talking about the size of the companies they want to go in, the
industries they’re in and who the buyer personas are and who they want to talk to. What
they don’t do is ask a very important question. What problem do we solve as an organization?
So whatever it is, we’re selling, what problem does our product or service solve? That is
the first and most important question to ask themselves, once they get a good answer, which
I promise you nine out of 10 times they don’t because it’s so focused on the product You have to ask yourself, which of these target customers
had the highest propensity to suffer from this problem. So it’s not just the size of
the company. And it’s not just where the company is geographically, but it’s more important,
what characteristics or what elements exist in organization that would give a higher rise
to those problems being prevalent and causing them issues and pain. And then you want to
prioritize those customers first, then the ones who are the less probability of having
those problems and then the ones smaller having those problems. prioritize it like that. Then
you got to look inward and ask yourself what type of skill set will be required to get in front of these
people, right? So when we say this is on inside sales, it can be inbound or outbound inside sales,
you gotta ask yourself, which are we going to? If it’s is gonna be both that’s a big order, it’s fine. But you bet, understand they’re very, very different.
And you have to structure the in in inbound different than the outbound. They’re different
skill sets. So therefore you can hire the people good at outbound think they’ll be good
at inbound, then you have to take a look at the compensation model and ask yourself how
we’re going to build a compensation model against this, then you have to look at the
sales stack, what tools we are going to need to use. So there are tools for the outbound and
different tools to the inbound, of course, the the overlap for many across
the board. And so, I mean, that’s a really big question, but the highest level there
is start with who do you want to go with, understand who those customers are, and understand what
problems you solve, then understand which companies or targets are most likely
to have those problems? And which of those that are most likely to have the biggest impact
on those problems? Then ask yourself, how am I going to structure my team to go after
it? Am I going to be inbound or outbound or both? If I’m inbound, am I working with marketing
and what type of content am I creating? What am I doing – You create a compelling value proposition
that would actually reach into me. If, for example, my entire business for the
last last eight and a half years has been 100% inbound, until I have been able to maintain
a business and grow year over year over year based on inbound. Now we go to outbound and
that was a whole different level of effort. And then you got ask what type of tools etc. So that’s the
high level million dollar 50,000 square foot view. Awesome. So what I loved
about was two insights, where you didn’t say, Hey, this is the framework, go start working
on it, you will lead our audience to a lot of questions that they needed to answer. And
second thing was a tool part where you mentioned tool is just a byproduct or you know, once
you’ve decided all that just finalizing the tool is one just rebid because a lot of people
think that buying the right tool is the magic bullet to kind of having great sales numbers. I can tell you tools are not the magic bullet, we bought a number of tools for our outbound
organization and it took months to get them implemented, structured properly, was sort
of integrated with the other parts of our sales stack. So look long term, like
anything else putting an addition on a house, you know, you got to get the house down, you
gotta take down a wall, you’re exposed to the elements that kind of sucks throughout
the long term, it’s to your benefit. Same thing with many tools. You think of tools,
they’re not the silver bullet because it’s gonna take so long to get it and you
got to learn how to use it, it’s going to take time to come to fruition. But if you
do it right, and you pick the right tools, you have the right sales stack, then yes, over time, it’s going to deliver
value. Yes. Awesome. I think that’s
great insights in a short period Thank you for joining us today Keenan
It was a pleasure hosting you. Yeah, my pleasure.

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