B2SMB Playbook - Building a Killer SMB Sales Team · The Problem: Building successful B2SMB sales...
Transcript of B2SMB Playbook - Building a Killer SMB Sales Team · The Problem: Building successful B2SMB sales...
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BuildingaKillerSMBSalesTeamAB2SMBPlaybook:BestPracticesforWinning,Keeping&GrowingSmall-BusinessCustomers
PlaybookContributedby
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B2SMBPLAYBOOK:BuildingaKillerSMBSalesTeam©2019B2SMBInstitute 2
AboutB2SMBPlaybooks 3
PlaybookContributor 4
Abstract 5
Introduction 6
TheSituation 7
TheSolution 8
TheProgram 9
TheResults 15
AboutVictoryLap 16
AbouttheB2SMBInstitute 17
Playbooks19 18
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B2SMBPlaybooksprovideactionablesolutionstosomeofthemostcommonissuesinB2SMBsales,marketingandoperations.We’veenlistedsomeofthebrightestmindsinSMB-focusedsolutionstosharetheirbesttactics.
WhoshouldusethisPlaybook?B2SMBpractitionersresponsibleformarketing,sales,productdevelopment,customerserviceordeliveryofsolutionstosmall-businesscustomers.
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--VictoryLap’sCEOBrianBarspokeabouthowrecruitingandenablementeffortscanboostSMBsalesinapresentationatthe2018B2SMBInstituteGlobalConferenceinChicago.
AformerheadofonboardingatGroupon,Barspokeaboutseveralstrategiesthathelpedthatcompanygrowrapidly,hiringandtraining452repsinayear.
“Asweweregrowingtheplanwas:‘Youbringusthepeople,wewilldevelopthem,’”hesaidoftheinitialhiringpushatGroupon.“Wedidn’tcommunicateaton.”
Overtime,itbecameclearthatamoreintegratedmethodbetweentalentacquisitionandtalentdevelopmentwasneeded.
We’repleasedtoshareBar’sinsightsinthisB2SMBPlaybook.
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BRIANBARChiefExecutiveOfficerVictoryLap
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TheProblem:BuildingsuccessfulB2SMBsalesteamscanbeapuzzle—smallbusinessesaretrickytoacquire,andoftenrequirealotofhand-holdingtomaintain.Andifyou’vegotthewrongsalespeoplearmedwiththewrongtools,churncanbeendemic.That’swhyit’svitaltouniterecruitingandonboardingtoensurethatyourteamisbuilttowin.
TheProcess:Isitthepersonortraining?Whenyoudon’tinvestinqualitysalesenablement,it’sdifficulttoassessifthepersonortrainingistoblame.Focusoninvestinginaqualityonboardingprogramthenalignrecruitingstrategieswiththis.Performancemanagementrequiresclearlydefinedexpectationsandaccuratefeedbackwhichareessentialtoimprovingskillsandincreasingmotivation.Measureeverythingyoudo,anddowhateveryoucantoprovideunwaveringsupporttonewhires.
TheResult:Afterrealigningrecruitingwithenablement,fast-growingGrouponsawimmediatereturn—mostwithoutanysalesexperience,andatthecompanyunder6months—farmoreeffectivethanitsveteranreps.Thesenewsalespeoplebroughtin35%morecontracts;had5%bettermargins;signed22%morequalitycontracts;achieved88%highercallactivity;andexperienced10%lowerattrition.
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--BuildinganSMBsalesteamcanbeagrind—butthereareprocessesthatcanhelpensurethatyouhirebettertalentandmaketherepsyoudohiremoresuccessful.
Findingtherightpeople,andthengivingthemtherighttrainingcanmakeallthedifferenceintheirsuccess,andtheonboardingprocesscanbethebestpartofyourrecruitingpitch.
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StaffingUpinaWhirlwindofRapidGrowthTheriseofGrouponfrom2010-2014wasnothingshortofmeteoric.Thedailydealsfirmwasthefastest-growingcompanyinhistory,andwasseenbymanyasthesolutiontothedecliningfortunesoftraditionallocalmediaandadvertising.Byofferingcouponsfordeepdiscountstosmallbusinesses,Grouponwasabletooffertwobigthingsthatnewspaperscouldnot:online-offlinemarketingtraceability,andasteadystreamofnewcustomers.
WhileGrouponeventuallycamedowntoearth,itsquickrise(whichincludedthehiringofhundredsofsalesrepsperyeartohandlelocalSMBaccounts)providessomegoodlearningsforhowB2SMBcompaniesshouldthinkaboutbuildingtheirsalesteams.
“Itwaswild,”saysBrianBar,whowasheadofonboardingthroughthecompany’speriodoffastestgrowth.HewasinitiallyinchargeofGroupon’slaunchandpresenceinOcala,Fla.—butjustsixmonthslaterhehadalreadybeenpromotedandwasmanagingmultiplemillion-dollarmarketreps.
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BetterOnboardingforNewHiresBarsaysthatduringthistimeofmassivegrowth,hefoundthathekeptbeingfacedwithmanyofthesamechallengesinhiringandtrainingsuccessfulsalesstaff—andhebeganthinkingaboutdifferentwaystohelpthecompanysolveit.
Onnightsandweekends,hebegantoworkoncreatingabetteronboardingexperiencefornewhires.AfterenlistingsomealliesinHRandsalesmanagement,hebuiltaminimallyviableproduct(MVP).
Theonboardingprocesshecreatedturnedouttobeaquicksuccess.Inlessthan18months,over450repscamethroughtheprogram,includingsevenwhoeventuallybecamemanagers—andhundredsofothershaveusedtheprogramsince.
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Quick Success…
!
< 18 months!
* 450 reps were !
onboarde
d!
* 7 became managers!
* 100s have used the
!
program since!
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Inadiscussionatthe2018B2SMBInstituteGlobalConferenceinChicago,BarsharedsomeofhisbiggesttakeawaysfromthatformativeexperiencewithGroupon.
Thecompanyeventuallyputthisonboardingprocessthroughanumberofiterationsandoptimizations,butthecoreofhisprogramcontinuestobethecompany’sonboardingprocesstoday.
1. Clearlydefineexpectations
2. Alignrecruitingandsalesenablement
3. Measureeverything
4. Provideunwaveringsupport
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Salesisanumbersgamethatisbestplayedwhenthegoals,targetsandconsequencesarecrystalclear.Overtimeyoumaylearnthatyourexpectationsneedtobeadjusted,butyoursalesstaffshouldalwaysknowwhattheyaretoeliminateshiftsinmomentumandperformance.
Onceyouhavebroughtthemonboard,assesstheirperformancefairlyandaccurately,usingdatatounderstandwhatisworkingandwhatisnotworkingwiththeirapproach.Thentakestepstoimprovetheirsalesskills.
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Barrecommendsasalesfunneltomeasureeverythingfromprospectingtoclosingthesale,whichhelpssettherightbaselinesalongwithincreasinggoalstodrivefastergrowth.
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Prospecting 30sComm ApptsSet
NeedsAssessed
PresoMade
Sent Closed 30sComm%
ApptsSet%
NeedsAssessed%
PresoMade%
Sent% Closed%
380 117 96 68 51 40 36 30.8% 82.1% 70.8% 75.0% 78.4% 90.0%
496 65 52 48 48 45 35 13.1% 80.0% 92.3% 100.0% 93.8% 77.8%
620 51 46 40 37 32 21 8.2% 90.2% 87.0% 92.5% 86.5% 65.6%
611 77 77 40 32 23 21 12.6% 100.0% 51.9% 80.0% 71.9% 91.3%
381 118 71 63 63 59 49 31.0% 60.2% 88.7% 100.0% 93.7% 83.1%
203 51 47 42 42 38 36 25.1% 92.2% 89.4% 100.0% 90.5% 94.7%
496 168 82 61 43 27 14 33.9% 48.8% 74.4% 70.5% 62.8% 51.9%
368 108 100 87 81 35 27 29.3% 92.6% 87.0% 93.1% 43.2% 77.1%
713 41 41 38 38 32 23 5.8% 100.0% 92.7% 100.0% 84.2% 71.9%
957 155 118 79 50 36 25 16.2% 76.1% 66.9% 63.3% 72.0% 69.4%
402 117 116 111 110 102 84 29.1% 99.1% 95.7% 99.1% 92.7% 82.4%
5,627 1,068 846 677 595 469 371 19.0% 79.2% 80.0% 87.9% 78.8% 79.1%
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Workbackwardsfromsuccessfulhirestobetterunderstandthefactorsthatmadethemwork—andcreaterecruitinggoalsthatprojectforwardtosuccessfulrampandretention.
Trainyourmanagerssothattheyunderstandthetrajectoryfromaninterviewthroughtothesesuccessgoals.AtGroupon,recruiterswouldshadowmanagersduringtheseinterviews,andmeasurewhohadthebestsuccessrateinhiring.
Onceyouhaveonboardednewhires,continuetomonitortheirsuccessratesrelativetooneanother—andfast-trackthebestofthebest.Dothiswithincreasedcompetitionatthe30/60/90daymarks.
Creategoalsandameanstoadvancebeyondthefirstyear;donotprojectfora12-monthcareerpath.
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Dataiskeytounderstandingprogress—andtofixingproblemsastheyarise.Someasureeverythingabouttherepsthatyoucan,includingseeminglysubjectivecategorieslikeskilldevelopmentandculturefit.
Ultimately,youwantyourrepstobedoing“advisor-level”selling,whichincludesseveraldistinctpieces:
� aclearsalesprocess� deepcustomerknowledge
� continuousfollow-up
� closingwithurgency
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You want your !
reps to be d
oing !
“advisor-lev
el”
selling!
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Positivityandsupportgoesalongway.Duringtheonboardingperiod,it’simportantthatsalesrepsfeelcompletelysupported—andfeelthatyoubelieveintheirabilitytosucceed.
ThethinkingunderlyingthiswasdemonstratedfamouslybypsychologistRobertRosenthal.Inhisresearch,hefoundthatexpectationsaffectteachers'moment-to-momentinteractionswiththechildrentheyteachinathousandalmostinvisibleways.Teachersgivethestudentsthattheyexpecttosucceedmoretimetoanswerquestions,morespecificfeedback,andmoreapproval:Theyconsistentlytouch,nodandsmileatthosekidsmore.
"It'snotmagic,it'snotmentaltelepathy,"Rosenthalsays."It'sverylikelythesethousandsofdifferentwaysoftreatingpeopleinsmallwayseveryday."
Soifyoucaninternalizeyourbeliefinyourhires’potentialforsuccess,youwillundoubtedlycommunicatethattotheminmultipleways,largeandsmall.
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BarsaysthatGrouponmeasured“everykpi/metricyoucouldthinkof”inthewakeofhisnewonboardingprocess—anditallpointedintherightdirection.
Mostnotably,thecompanyfoundthatindividualswithoutsalesexperience—atthecompanyunder6monthsinmostcases—wereperformingbetterinaggregatefromtenuredsalesstaff.
Thesenewsalespeoplebroughtin35%morecontracts;had5%bettermargins;signed22%morequalitycontracts;achieved88%highercallactivity;andexperienced10%lowerattrition.
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VictoryLapempowerscandidatesandcompaniestofindsuccessinsales.Thecompany’sprogramseducate,develop,andplacecandidatesinsalespositionsacrossavarietyofindustries,andhelpcompanieshire,train,andretaintopsalestalent.
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TheB2SMBInstituteisthefirstprofessionalorganizationfocusedonadvancingexcellenceinthebusiness-to-small-businessecosystem.
B2SMBleaders,practitioners,brandsandenterprisesrelyontheInstituteforcriticalmarketintelligenceresources,peer-to-peernetworking,best-practiceguidanceandspecializedskillsdevelopment.
TheB2SMBInstitutechampionssmall-business-centricthinkingandpractice,withafocusonhowtoreach,engage,win,keepandgrowSMBcustomers.
Ourmember-drivenorganizationservesasadynamic,dailydestinationtofind,meetandnetworkwithB2SMBdecision-makerswhosharecommonneeds,challengesandgoals.
Visithttps://b2smbi.com/fordetailsonresources,benefitsandmembershipopportunities.
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Playbooks19istheB2SMBInstitute’snewestevent,featuringpeer-to-peerworkshopsonhowtosuccessfullywin,keepandgrowsmall-businesscustomers.
TheprogramwillfeatureleadersinB2SMBmarketing,sales,productdevelopment,customerservice,deliveryandmore,offeringB2SMBpractitionersacrashcourseindoingtheirjobsbetter.
LEARNMORE:https://b2smbi.com/playbooks19/
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