All businesses dealing with customers have selling at their heart. In-person meetings with both clients and salespeople were once central to B2B buy and sell. Today, digital communication is permeating almost any aspect of business. As a result, some organisations have been asking, “Will salespeople still be needed?” If so, then what is the best way to have a high performing sales team culture?

 

Two powerful influences are reshaping the answer to the previous questions. First and foremost, personal and organisational tech savvy are increasing rapidly, even those who were initially computer-illiterate. Second, emerging technology allows firms to engage customers in ever richer experiences, both digitally and virtually.

 

In this article, we will discuss salespeople’s important and indispensable roles in the digitalisation of businesses. We argue that salespeople can bring more customers, help existing customers realise value, and offer buying and selling solutions.

 

At Taylor Wells, we believe that businesses must adapt to the evolving landscape of markets. Salespeople play a huge part in both traditional and virtual realms of buying and selling. In the end, you will learn how to strengthen virtual connections with clients with the help of your salespeople. This is how you create the high performing sales team culture that your business deserve.

 

 

Crafting a High Performing Sales Team Culture in the Digital Realm

 

Salespeople’s traditional roles as advertisers and order takers have transformed. Today, sales teams are even more valuable in the digitised commercial world.

 

Sales personnel provide value to both potential and existing clients, just as consumers spend a lot of time interacting through digital platforms. They also assist sale and purchase entities in identifying a mutually beneficial solution to their concerns.

 

Salespeople bring in new customers…

 

Salespeople have a vital role in customer acquisition. For example, Google Cloud Services (GCS) sales team was once less than one-tenth the size of the top competitors, AWS and Microsoft. GCS executed mass hiring to increase its share of the rapidly growing enterprise cloud market.

 

Their sales force coverage tripled within a year as a result of hiring sales executives. GCS penetrated many more enterprise accounts. The outcome? Growth that was dramatically higher than the overall market.

 

Digital connections alone cannot match salespeople’s capacity to bridge mutual gaps in knowledge with new customers in such complex matters. This is extremely important when solutions, such as services, are not context-specific or have unclear aspects, such as logistics.

 

Salespeople bring value to current customers…

 

With expansion sales, salespeople’s roles as mutual-knowledge-gap closers remain. Businesses are adding roles to help customers realise value, particularly when services are subscription-based, as in SaaS, or consumption-based, as in cloud services. This is true even as cross-selling and up-selling shift to digital self-service channels.

 

Customer usage is the major factor in renewal and growth. Value determines usage. In relation to this, customer success managers work primarily using phone and video to assist existing clients in maximising the benefit of their purchase.

 

Internal sales vs. External sales

 

Have the lines really been blurred between inside and outside sales? What’s the difference between the two? First, internal sales typically uses remote selling from their office desks via phone, email, or digital platforms like social media, eCommerce, and websites. B2Bs in the tech or SaaS industries often choose this type of deals rather than in person.

 

External sales, however, are frequently used by those in the retail, brokers, real estate, and travel industries where they go out to meet potential clients and close deals in person. External sales can often happen in malls, stores, shops, trade shows, at your local weekend market, and conferences.

 

More interestingly, in Linkedin‘s published data, internal sales represent 46% of the 5.7 million sales professionals. While 53% represent external sales. But has the digital era and new normal of automation, e-transactions now really blurred the lines between the two practices?

 

Today’s industry, market trends, and buying patterns call for a hybrid of internal and external sales in the past 5-10 years. Yet the goal of sales professionals to connect, engage with prospects, and close deals remain imperative. Building trust, rapport, and bringing value remain crucial to the conversion rate, referrals, and retaining loyal customers.

 

In fact, a study by Xant.ai showed that big companies with a $500mn revenue or more, used external sales. While smaller businesses with a $50mn revenue relied on internal sales agents more. The combination of the two concepts have been highlighted by the virtual environment demanded by the Covid-19 pandemic lockdowns. Hubspot further explores the numbers and changing trends over the past year.

 

Pricing Tips For A High Performing Sales Team Culture:

 

1. It’s critical to keep an eye on the competition. You can identify out what people are willing to pay for competing products and use that as a starting point.

 

2. Every product has a specific market in mind. Determine who is most likely to buy your product and factor that into your pricing.

 

3. Help create an ideal profit margin for your company. Choose a solid, realistic estimate that allows you to operate and develop.

 

For the best sales team culture, we strongly advise for the collaboration with pricing teams. Our findings show that with the right set-up and pricing team in place, incremental earnings gains can begin to occur in less than 12 weeks. After 6 months, the team can capture at least 1.0-2.25% more margin using better price management processes.

 

After 9-12 months, businesses are very often generating between 3-7% additional margin each year as they identify more complex and previously unrealised opportunities, efficiencies, and risks.

 

Salespeople offer sellers and buyers a mutually beneficial workaround…

 

Sales staff aim to build consensus when there are multiple decision influencers in a buying organisation. Salespeople’s underplayed role is to help in the alignment of the perspectives within their institution.

 

For comparison purposes, a sales manager is involved with sales metrics, a marketing manager is concerned with product mix, and a finance person is interested in margins. 

 

A cloud services provider’s account executive may negotiate on behalf of a technology buyer to make sure they get the best possible deal. They are responsible for connecting clients with experts all over the world. How do they do this?

 

Connections in a High Performing Virtual Sales Team Culture

 

We realised how important are salespeople to business even with the shift to digitalisation. Customers keep turning to sales representatives for assistance in overcoming difficulties, even as simple seller-buyer interactions transition to digital.

 

a high performing internal sales and marketing team culture

Inside sales and hybrid roles, in which salespeople communicate with consumers virtually and in person, are rapidly replacing conventional field sales roles. In this matter, many of the in-person connections previously established needed to switch to virtual.  

 

You must know how to maintain and strengthen customer and salespeople’s virtual connections. This is necessary to remain profitable in an ever-changing landscape. Here’s how you can utilise the virtual realm:

 

A high performing sales team culture is when buyers and sellers trust each other…

 

There are many ways in which trust can be built even when sales are performed virtually.

 

As an illustration, a seller of customised enterprise software set up an inside sales team to market supplementary products to customers after the software was installed. Another is a supply company that rebuilt its entire midmarket sales force with inside salespeople.

 

Numerous examples also show field sales positions evolving into roles that are hybrids. For instance, a sales team in the media industry refocused in-person efforts on acquiring new customers. They shifted 80% of its sales retention activity for midsized customers to digital and virtual channels.

 

Furthermore, a nonprofit organisation may supplement in-person conferences with loyal donors with informal small group virtual consultations. This method is extremely effective in terms of generating ideas and support.

 

A high performing sales team culture is when buyers are enthusiastic and offerings are diverse…

 

Virtual selling can be utilised for new customers and products as well as repeat sales.

 

Customarily, the drug companies launched new products having sales representatives meet with healthcare professionals in person. During the pandemic, several successful and mostly virtual, launches of new treatments for serious conditions occurred.

 

Although it is important to note that new drug rollout that was less differentiated from available treatments fared less without in-person sales. So, how can salespeople use virtual selling to its full potential?

 

High Performing Sales Team Culture: Maximise Virtual Selling and Prevent Drawbacks

 

Sellers are quickly realising that effective virtual sales require more rather than simply transferring what was conducted in-person to a video or phone engagement.

 

To realise a high performing virtual sales team culture, utilise its significant benefits. 

 

Buyers and sellers bring together partners and experts from various locations. Participants find information faster and share it on the screen. Digital and AI-driven cues also guide discussions. Moreover, meetings can be recorded.

 

Nevertheless, good virtual sales team culture isn’t appropriate for every situation.

 

Several hands-on operations, like demonstrating physical aspects of products, are incompatible with virtual. Furthermore, virtual is less efficient with customers who do not usually use computers. An agricultural products company, for example, struggled to connect with farmers virtually.

 

A key account manager may believe that their opportunities come from casual customer conversations, whereas a salesperson can sense how customers feel when they are with them.

 

Bottomline

 

A part of a business strategy has always been customising services to meet the needs of customers. Now, it also about customising forms of communication, determining the optimal balance of face-to-face and virtual interactions. In this case, personal selling, as well as digital outreach and customer self-service, are all alternatives.

 

Progress prompts tailoring connections at each buying and selling stage to the rapidly evolving buyers’ awareness and preferences. As remote virtual experiences get compelling, the metaverse will become more relevant.

 

Consequently, the transition from face-to-face to hybrid connection will keep going. But there’s no need to speculate on whether digital will eventually replace salespeople. Businesses should instead concentrate on how salespeople and digitalisation can coexist. This will surely create a high performing sales team culture and provide exceptional customer value and trust.

 

For a comprehensive view and marketing research on integrating a high-performing capability team in your company,

Download a complimentary whitepaper on How To Maximise Margins.

 


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Are you a business in need of help to align your pricing strategy, people and operations to deliver an immediate impact on profit?

If so, please call (+61) 2 9000 1115.

You can also email us at team@taylorwells.com.au if you have any further questions.

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