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How to Build a Kick-A$$ Sales Tech Stack
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One of the tools that helps with this is voice analytics. Our calls are recorded, and the voice analytics tool looks for certain keywords. For example, if the call’s goal is a solution sale, we want to look for the seller to ask who the “owners” are in other departments and ask for permission to contact them. Similarly, if there are certain phrases sellers shouldn’t use in a sales conversation, those phrases are flagged as well. “We ask our sales reps to choose their best and worst calls every week and send them to their managers for weekly one-on-one coaching and feedback, which is managed by another piece of technology integrated into the CRM.” For field reps, we have video technology that lets them practice and record their pitch and then send it to peers or managers for input.
One of the tools that helps with this is voice analytics. Our calls are recorded, and the voice analytics tool looks for certain keywords. For example, if the call’s goal is a solution sale, we want to look for the seller to ask who the “owners” are in other departments and ask for permission to contact them. Similarly, if there are certain phrases sellers shouldn’t use in a sales conversation, those phrases are flagged as well. “Call results are recorded in the CRM—did the call accomplish what it was intended to?” For field reps, we have video technology that lets them practice and record their pitch and then send it to peers or managers for input.
In CRM
One of the tools that helps with this is voice analytics. Our calls are recorded, and the voice analytics tool looks for certain keywords. For example, if the call’s goal is a solution sale, we want to look for the seller to ask who the “owners” are in other departments and ask for permission to contact them. Similarly, if there are certain phrases sellers shouldn’t use in a sales conversation, those phrases are flagged as well. “Call results are recorded in the CRM—did the call accomplish what it was intended to?” For field reps, we have video technology that lets them practice and record their pitch and then send it to peers or managers for input.
Every organization wants to ensure that the post-sale experience is as delightful as possible for the customer. Ideally, this is a seamless handoff between sales and a customer success organization. Unfortunately, the handoff isn’t always smooth. “Yet, if the handoff is bad, a seller sometimes needs to step back in to ensure that the buyer is receiving the full value of the product or service.” If sales reps are not being paid for customer support or customer success, this becomes an irritation—and more red time.
Your sales team is engaging with lots of accounts. Keeping those accounts interested, informed, and interacting with you is where customer engagement comes in, as it defines and determines the ongoing relationship between you and your customer. “The right customer engagement tools allow you to build a cadence so you’re touching the right customers at the right time on their buying journey.” Our business analysts are essential here. For example, they look at buying patterns and tell us what time of month our prospects buy, and we build our cadence around that pattern. Because these tasks automatically show up on our sales reps’ calendars, their productivity goes up exponentially.
Sales Tech is Not an IT Job “Sales must own it.” IT departments are busy. They have a huge, far-reaching job that includes the entire organization.
IT departments are busy. They have a huge, far-reaching job that includes the entire organization. “Sales—or sales operations—must have the capability to customize its own technology to meet sales reps’ needs.” Building the Stack
Sales Tech is Not an IT Job “Sales and IT work together hand-in-hand.” IT departments are busy. They have a huge, far-reaching job that includes the entire organization.
“First, we call onbusiness process engineersto look at every process involved in our sales efforts—the inputs, outputs, constraints, and resources.” Our instructional designers then look at the skills and acumen necessary to perform each process at the highest level. They’re skilled at teaching adults how to learn, and they use the right approach for each person to learn to use each piece of our tech stack in the most effective way.
“These engineers break down the sales process and define every piece of it, from end to end.” Our instructional designers then look at the skills and acumen necessary to perform each process at the highest level. They’re skilled at teaching adults how to learn, and they use the right approach for each person to learn to use each piece of our tech stack in the most effective way.
First, we call onbusiness process engineersto look at every process involved in our sales efforts—the inputs, outputs, constraints, and resources. These engineers break down the sales process and define every piece of it, from end to end. “Our instructional designers then look at the skills and acumen necessary to perform each process at the highest level.” All the while, our team of business analysts is looking at how we can improve. For example, if we introduce changes to the sales process, they take before-and-after snapshots of program metrics to measure increases in productivity and profitability. If the ROI is meaningful, we roll out changes where they fit.
Our instructional designers then look at the skills and acumen necessary to perform each process at the highest level. They’re skilled at teaching adults how to learn, and they use the right approach for each person to learn to use each piece of our tech stack in the most effective way. “All the while, our team of business analysts is looking at how we can improve.” Sales Tech is Not an IT Job
Our instructional designers then look at the skills and acumen necessary to perform each process at the highest level. They’re skilled at teaching adults how to learn, and they use the right approach for each person to learn to use each piece of our tech stack in the most effective way. “For example, if we introduce changes to the sales process, they take before-and-after snapshots of program metrics to measure increases in productivity and profitability.” Sales Tech is Not an IT Job
Our instructional designers then look at the skills and acumen necessary to perform each process at the highest level. They’re skilled at teaching adults how to learn, and they use the right approach for each person to learn to use each piece of our tech stack in the most effective way. “If the ROI is meaningful, we roll out changes where they fit.” Sales Tech is Not an IT Job
First, we call onbusiness process engineersto look at every process involved in our sales efforts—the inputs, outputs, constraints, and resources. These engineers break down the sales process and define every piece of it, from end to end. “They’re skilled at teaching adults how to learn, and they use the right approach for each person to learn to use each piece of our tech stack in the most effective way.” All the while, our team of business analysts is looking at how we can improve. For example, if we introduce changes to the sales process, they take before-and-after snapshots of program metrics to measure increases in productivity and profitability. If the ROI is meaningful, we roll out changes where they fit.