Sales Prospecting Perspectives

AG Salesworks is pleased to present you with a guest blog post from Brian Serino, SVP of Sales and Business Development at NetProspex. 

We’re all familiar with the deep-rooted battle between sales and marketing. It goes something like this: sales blames marketing for their inability to produce quality leads, while marketers fault sales for their lack of lead management skills. In this battle, however, there is no winner, because when sales and marketing teams work individually, poor lead management results on both sides.

I'm a big teamwork guy. I like when everyone can share credit.

That may seem like an overly obvious statement for most of you out there, but if you asked yourself if you're a team player, what would your answer be? Deep down, do you prefer to collaborate with others or tackle things independently? I don't think there's really a right or wrong answer, but at some point, inevitably, you're most likely going to need to collaborate with a colleague or boss on a portion of your work in order to take it to the next level. 

As I've discovered over the years, the more responsibility I take on, the more I realize that working independently isn't really an option for me. As much as I would like to have direct control over my world, I realize that there are far too many moving parts for me to not have to rely on others for their input and insight. I'm perfectly fine with that, and I came to terms with that reality long ago. Most of us will have to if we have any intention of working in a management capacity or in inside sales. 

A few years ago I was faced with a tough decision. I was moving 20 miles north of Boston, which posed a problem because my job was 22 miles south of it. Driving through Boston during rush hour twice in one day quickly became overwhelming and was just too much. The last thing I wanted to do was leave the job I loved, and when my boss kept pushing me to work from home more, I was hesitant. I kept saying no because I thought it was crucial to be on site when managing an inside sales team. I had a lot of guilt on days that I couldn’t make it in. Slowly I started working from home more and more and I learned how to manage remotely. With all the technology available today along with some changes in my management style, I am now able to work from home most days and still manage reps – probably better now than ever.

I've always responded best to people who lead by example in the workplace. I find it harder to relate to individuals who are always willing to offer advice on strategies (often unsolicited) when it seems that they rarely, if ever, follow their own words.  

I often think back to my experiences back in my high school days playing sports. The coaches that took the approach of yelling and kicking objects over to get a point across never made an impact on me. When the crap hit the fan, I found that those coaching personalities rarely knew what to do to solve the problem… other than yelling more. I always felt that I was demonstrating the desire and motivation to be part of the team by showing up and doing the best I could. I didn’t need someone yelling in my ear to get me motivated; instead I needed guidance to hone my skills and make me understand what needs to improve.

Sales enablement is a hot topic for sales and marketing agencies in 2014. DemandMetric and SAVO Group recently hosted sales enablement summits. Sirius Decisions produced a sales enablement framework and model. HubSpot is hiring “Sales Enablement Stars.”

Alongside these companies, AG Salesworks is encouraging sales and marketing agencies to seriously consider their sales enablement process. Before now, sales and marketing may have had different understandings of the elusive term “sales enablement.” Our newest guide, “Sales Enablement Explained,” includes worksheets, tips, and advice for organizations to agree on what a successful sales enablement plan means to them, including its definition, role, and effectiveness.  

The hardest transition I've found when moving into a manager role is the change in relationship between you and former colleagues that you've once worked with. This changeover generally tends to be the biggest challenge for most new inside sales managers, whether they're responsible for training the inside sales team or for managing the managers.

AG Salesworks is pleased to bring you a guest post from Janelle Johnson, Director of Demand Generation at Act-On Software. 

For sales and marketing teams, reaching across the aisle can be a foreign concept. In some cases, that’s putting it mildly.

To be sure, there are salespeople and marketers who comfortably co-exist. Sometimes they even eat lunch together.

But the prevailing opinion is firmly entrenched: Sales and marketing just don’t get along. Don’t understand each other. Don’t cooperate. Aren’t aligned. And, as a consequence, campaign ROI often suffers.

Over the past year, social selling has become one of the hottest topics. When combined with outbound prospecting, social selling can be a powerful selling method.  However, don't be fooled by the phrase "social selling." It is not a vehicle to get your sales pitch out into the world; that would completely shut you down.  It's a method of selling through listening and thought leadership.  We are in an era where prospects choose most of their buying path, as they have so much information (on products and services) readily available to them without having to consult sales professionals.  Understand that social networks are not to be used as sales megaphones, but rather a means of listening and offering consultative advice to help others. Here are a few pointers when it comes to social selling.

Sales Prospecting Perspectives is pleased to bring you a guest post from David Hazeltine, Director, Campaign Strategy at Fiserv.

Sales and Marketing integration. It’s such a nice theory, but yet in so many companies, the Sales team isn’t happy with the amount or quality of leads being generated by Marketing. Marketing is frustrated that salespeople won’t give them the time of day, never mind appreciate that Marketing exists for one reason: to support Sales. If sales are down, fingers point to Marketing for not providing enough leads. If there are no marketing campaigns in the works, fingers point to Sales for not clearly stating what they need.

On New Year’s Eve, I posted a blog on the 7 Things I Want My Inside Sales Team To Know for 2014. Now that we're already days in to the last week of February (bring on spring please!), I want to double check that list to ensure I was actually following through on the characteristics I felt separated good managers from not-so-good ones. Of course it's a continual work in progress, but I feel like I've mostly stuck to the expectations I've set for myself.