Read an Excerpt
I N T R O D U C T I O N
SALES IN A 2.0 WORLD
You have a $75 million sales quota for the quarter, and you are responsible
for managing and driving revenues for your team of 14 direct
reports. You’ve got a full team of lead development, inside sales,
and renewals reps. You manage a unique, complex system of CRM,
tools, processes, talent, and technology that powers the organization.
Your job is to make sure that your people are running on all cylinders
and at maximum capacity—charging forward, making tons of calls
every day, and closing all the deals in their pipeline. It should be a
snap, right? But . . . that’s not exactly the case, and you’re not exactly
sure where to start to fix that.
If you’re like most managers today, you were promoted because
of your skills as an individual contributor and thrown into your job
with little or no management training. It would be so easy if you could
just grab your reps’ customer calls and show them how it’s done. But
your young team is impatient—the members just want answers. Now.
Meanwhile, 25 percent of your deals don’t close because of “no decision,”
only 40 percent of your team is actually making quota, and
win rates are under 50 percent due to significant discounting. New
prospects won’t pick up the phone, your loyal customers are canceling
appointments left and right, and that phone buzz you love to hear has
been replaced with the punctuated silence of clicking keyboards.
So far, your survival strategy is to just keep moving ahead while
looking in your rear-view mirror on the theory that what was done
in the past has to work sometimes. But managing a high-performing
inside sales team in the dynamic Sales 2.0 ecosystem—a digital, diverse,
connected world where customers do their own research and
talent expects work to be F-U-N—requires you to have all the answers,
in a Siri sort of way.
MANAGING IN THE SALES 2.0 ECOSYSTEM
Inside sales has burst through the cubicle walls with seemingly unstoppable
momentum. In fact, it’s on course to overtake and, even,
replace field sales by 2015. The need for more inside sales managers
usually means that top sales reps are being promoted—but as with so
many promotions, many managers are in way over their heads. They
know sales, but they don’t know managing sales. The pressure from
above for these managers to produce numbers can be crushing—and
the training provided is minimal to none.
As social selling, digital communications, and innovative visual
content take the place of simple cold calling, the new inside sales organization
has become a large, complex, and delicate operation that
needs skilled management to make it run effectively, efficiently, and
profitably. Everything is different in this new world: New customers
who want to self-educate and who buy on their own sales cycle, not
yours. New tech-savvy talent who hate the phone and want it all now.
New tools that seem to proliferate faster than you can keep track of
them, let alone learn them. And, new prospecting rules and even metrics
that turn everything you know upside down.
Managing these organizations and these young diverse teams is
increasingly more complicated. The old rules absolutely do not apply.
A whopping 90 percent of managers used to be individual contributors,
but the skills that got them there aren’t the ones they will use in
their leadership roles. So they are scrambling to figure out the best
way to effectively manage and drive revenues with their teams.