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MONTHLY
RESEARCH REVIEW
In This Edition
www.millerheiman.com/research MRR 12.13
Auto Analytics: Measuring Sales Behaviors
You can’t manage metrics, only behaviors. Auto-analytics captures sales behaviors by measuring and monitoring sales system usage. These metrics give sales leaders access to the next level of transparency and provide the foundation for fact-based best practices for the entire sales organization.
Sales Enablement: Strategic Issues 2014
Sales enablement is evolving into a crucial role for the sales organization. Sales enablement aligns sales and marketing and is the linchpin for collaboration and transparency across the organization. In 2014, sales organizations will look to sales enablement to provide the systems and structure needed for success.
Inside Sales: Teleprospecting
World-Class Sales Organizations maximize the time their salespeople spend in front of customers. Teleprospecting drives sales productivity by freeing the field salesperson from the time-consuming task of generating and qualifying opportunities. Teleprospecting also maximizes marketing’s output by ensuring no qualified leads slip through the cracks.
2014 Sales Performance Summit
The annual Miller Heiman Sales Performance Summit allows you to connect with fellow Miller Heiman clients as well as our Executives on key trends and best practices in driving sales productivity. Register by December 31 to take advantage of early registration rates for this event held September 16 – 17, 2014 at the Four Seasons Hotel Denver. Register Now >
Thought Leading Blogs
Keep up with the perspectives offered by Miller Heiman in our blog that is showcased as part of our website. Stay connected with key insights offered by our executives. Read Now >
Perspectives on Productivity: Strategic Issues of Sales EnablementIn the analogue days of yesteryear, sales people would search the marketing shelves
for brochures, case studies or other customer facing knowledge assets. They could
always tell what others were using because those were the empty shelves. They
would ask their fellow sales people what worked and informally share different
assets. In today’s digital world, content exists everywhere and is freely exchanged.
The downside for the sales person is they can no longer see what’s being used and
the amount of content they have to distil is overwhelming.
The role of sales enablement continues to gain strategic importance as the amount
of information sales people have to manage escalates. In addition to the details
describing their capabilities, position in the market and unique value proposition,
they must be able to connect with knowledge resources, technical experts or market
specialists. Collaboration has taken on a whole new importance as connecting and
engaging with expertise within their company becomes foundation for providing
their customers with a respected, credible perspective on their business.
The evolution of the information portal to a knowledge exchange sets the stage
for an entirely different level of visibility to the behaviors of sales people. Drawn
by the information, data and resources available in the knowledge exchange and
powered by their own use of technology, a digital footprint of behaviors emerges.
Monitoring and connecting the content, activities and behaviors used by successful
sales people creates the next level of transparency.
In our Research Note, Sales Enablement: Strategic Issues 2014, we explore
the issues and opportunities faced with empowering today’s technology driven
sales professional. Replacing the analogue information networks and physical
marketing shelves with a social platform for the digital sales rep will not only
increase their productivity, but give unprecedented visibility to their behaviors.
Joe Galvin
1
Strategic Issue: How will auto analytics give sales leaders access to the next level
of transparency?
Strategic Issue: A complex question that
requires research, data, perspective,
knowledge and context to answer
Auto Analytics: Measuring Sales Behaviors Joe Galvin Volume 2, Edition 36
Strategic Decision Auto analytics captures the activities, behaviors and best
practices of sales professionals by monitoring their usage
and application of sales technologies. Connected sales
professionals use email, knowledge management,
productivity applications and customer relationship
management (CRM) systems to access the information
they need, develop strategies and messages, connect to
internal resources and interact with customers. Measuring and analyzing these behaviors
enables sales leaders to replace their subjective judgment of what works with fact-based
productivity data.
Healthy Data
Wearable technology is here. Smart watches monitor your heart rate. Workout chronometers gauge caloric burn and cardio
range. There are even devices that measure our sleep patterns. All of these devices provide us with data that supplements what
we believe with facts. We believe that working out five days a week is part of a healthy lifestyle. By monitoring our workouts,
we can now track our 30 minutes in our personalized cardio zone and correlate it to our fitness level. We still have to do the
workout, but access to the data ensures we maximize the value and reduce the risks. What if every sales professional wore a
Google Glass that allowed us to see what they see, watch what they do and hear what they hear and say? Analysis of this “big
data” source would convert what we believe about sales behaviors and performance into actionable information.
Just Do It
Sales professionals do lots of things. They make calls, send
emails, build strategies and create proposals. Salespeople
research potential opportunities, collaborate with subject
matter experts and their manager and manage current
opportunities as well as their existing customer relationships.
They communicate with their customers via multiple
mediums while they work their internal networks to gather
information and access the resources they need. Any of these
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sales activities, no matter how mundane, might contribute to a successful
outcome. The challenge is to determine which activities and behaviors
contribute the most.
Frontline Sales Managers (FSMs) spend time with salespeople, coaching
and inspecting to ensure they are not just doing enough of the right
activities, but doing them right. FSMs observe customer interactions and
look for ways to improve results. They identify behaviors in the field that
lead to success, creating the basis for sales best practices. Unfortunately, the
data gathered by the FSMs is anecdotal, and their limited bandwidth
prevents them from spending enough time with enough salespeople to fully
understand which behaviors have the greatest impact on performance.
Meanwhile, sales professionals also recalibrate their perception of what does
and doesn’t work based on experience. To improve outcomes, they adjust
how they spend their time, reprioritize their focus, adapt their strategies and
prepare for the next interaction. They vary their prospecting methods using
different tactics and messages. They build their knowledge networks to
improve access to information and resources. They refine their interaction
strategies for managing and developing existing customer relationships.
Consciously or instinctively, salespeople just do it.
Auto Analytics
Auto analytics is the automated collection and analysis of sales behavioral
data. Without asking the salesperson to do anything outside of their normal
sales routine, auto analytics measures their utilization of sales technologies
such as email, voice mail, knowledge systems, opportunity management
systems and CRM systems. Auto analytics also monitors other technologies
used during the sales process: prospecting tools, proposal management
systems, ROI calculators and other sales productivity applications. Further
monitoring of social media platforms used for prospecting and social selling allows the organization to capture massive
amounts of behavioral data.
This analysis of technology utilization provides a glimpse into best-practice behavioral data. The topics searched, the
documents viewed and the presentations downloaded most frequently by high-performing sales professionals can be extracted
from knowledge management systems. The customer communications that occur in successful pursuits are captured in email
systems. The tactics and messages that generate more qualified opportunities can be distilled from email and knowledge
management systems. With the growth of social communications, voice mail and email interactions can be captured,
World-Class Sales Organizations
All Respondents
“We know why our top performers are successful.”
“We leverage the best practices of top performers to improve everybody else.”
World-Class Sales Organizations recognize that repeatable, sustainable revenue growth is fueled by the analysis and understanding of the strategies, tactics and behaviors of their top performers. They proactively use this understanding to improve the performance of the entire organization.
SOURCE: 2013 Miller Heiman Sales Best Practices Study
93% 34%
89% 21%
Strategic Data
3
synthesized and analyzed, allowing knowledge sources and influencers to be identified and promoted. Analysis of “who is using
what” begins to develop the digital profile of the highly productive sales professional.
Productivity Redefined
Auto analytics will redefine sales productivity. Most
organizations use financial applications such as order entry,
expense management, incentive compensation and territory
management to measure the economic productivity of the
sales organization by connecting costs with revenue and
resources. Metrics like cost of sales, average deal size or
revenue per salesperson measure sales results. However,
without an analysis of how these results were achieved, the
picture is incomplete.
Tying behaviors to productivity replaces the purely
judgmental and political assessments of FSMs and sales
leaders with analytics. Aggregating opportunity data from
CRM systems and connecting it with behavioral data from
sales applications and knowledge management systems
creates a holistic image of sales activities over the lifecycle of
the opportunity. Data points connect sales cycle length to
account strategy and message as well as sales call strategies
such as obtaining action commitments from customers and
achieving opportunity milestone conversions. Data points for
time spent in each sales phase and conversion rate by sales
phase and opportunity type provide facts to replace
perceptions.
Connecting Behaviors with Outcomes
Connecting sales behaviors with customer outcomes
provides the next level of transparency for the sales
organization. Completing an activity is not a substitute for
obtaining a customer action commitment, and verified
customer outcomes are the prerequisite for advancing an
opportunity. The consistent application of customer
management strategies allows the organization to capture
opportunity details, strategy and status in the sales force
automation system. With credible data, the organization has
a new, more effective foundation for establishing sales
behaviors and best practices.
This new level of visibility into behaviors and best practices
also allows sales leaders to radically improve their ability to
predict sales performance. In addition, they are better able to
influence sales behaviors by rewarding, recognizing and
promoting the right behaviors and by establishing training
priorities and targeting sales enablement investments more
effectively.
For the sales professional, behavioral data accelerates
learning by tapping into a collective knowledge that far
exceeds their own. Instead of building up their own
“experience database,” they can tap into the collective
experiences of top performers, substantially shortening the
time it takes for them to join the ranks of the successful.
Analytics also allows the sales professional to gain an
advantage by anticipating the activities, strategic issues and
customer behaviors typical of the customer decision-making
process. This allows them to isolate and reprioritize those
opportunities that may only consume time and resources.
Auto analytics is the technology that brings “big data” to
sales and science to the art of sales management. The
compilation and analysis of data from a variety of sales
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systems creates a digital profile of what sales professionals
actually do and how they do it. As auto analytics evolves, ever
faster and more powerful computing technologies will
become capable of capturing and processing every
technology touch point, customer interaction and message.
Speech/text analytics, cognitive computing and machine
learning will produce even more powerful behavioral
analytics. World-Class Sales Organizations are already head
and shoulders above their peers at connecting behaviors with
outcomes to improve performance. Auto analytics will widen
that gap.
About the Miller Heiman Research Institute: MHRI is a research organization dedicated to improving the performance and
productivity of complex B2B sales organizations. We help members develop and hone sales strategies by providing thought-
leading research, critical analysis, benchmarking against World-Class Sales Organizations and customized insight into their
strategic issues through our advisory services. Through our extensive research into the best practices, strategies and decision
frameworks of World-Class Sales Organizations, we help our clients apply these insights to their organization through
published research, keynotes and presentations as well as analyst inquiry.
Contact our Director of Member Experience or call 775-284-9035.
1
Sales Enablement: Strategic Issues 2014 Joe Galvin Volume 2, Edition 35
Strategic Decision To connect to the customer’s concept, sales professionals
need to quickly access, filter and adapt a variety of content
and messages. As buyers’ needs increase in complexity, the
value of having relevant information, data and messages at
their fingertips increases. Sales enablement’s strategic
value increases with its ability to improve the relevance,
volume and velocity of the knowledge available to the sales
professional.
Making the Connection
The switchboard was the hub of the early telephone system. When a call was placed, operators had to manually connect the
dialer with the receiver. As the number of phones and volume of calls exploded, switching technology advanced and evolved to
manage the increased workload. Sales enablement must advance and evolve as well. Satisfying the increasing information
demands of the sales professional requires sales enablement to leverage technology that provides sales with quick access to the
document, data point, presentation or knowledge resource that will help them connect to their customer’s concept.
This Research Note outlines four strategic issues that sales enablement must consider as they seek to meet the increasing
demand for relevant, timely sales assets in 2014.
Knowledge Exchange
Strategic Issue: How does the salesperson access and
exchange knowledge?
At a minimum, salespeople need access to a single, go-to
source for customer-ready content and data. Without a
trusted, respected, single source of knowledge, sales will
revert to their informal, personal knowledge networks where
the information they gather may be stale, incomplete or
incorrect. It is sales enablement’s responsibility to provide,
at a minimum, an information portal that is consolidated,
synthesized and categorized to allow a salesperson to quickly
find the information they need to connect with their
customers. In the knowledge access or information portal
phase, customer-facing content such as presentations, case
Strategic Issue: How will sales enablement tap into and harness the collective
knowledge of the sales organization?
Strategic Issue: A complex question that
requires research, data, perspective,
knowledge and context to answer
2
studies and white papers is generic. As customers move through the buying
process and information needs change, sales enablement must rise to the
challenge and provide deeper, richer levels of information.
Knowledge transfer takes the sales information portal to the next level
where marketing and sales enablement teams collaborate to develop and
map messaging, content and support resources to each stage of the buying
cycle. To ensure only current content is used with prospects, they develop
alert mechanisms such as icons, links or emails that notify sales when a
document has been added or revised. By leveraging sales portal metrics such
as views and downloads, marketing and sales enablement assess usability,
consumption and effectiveness of the content. Continual evaluation of sales
asset usage allows marketing to create new assets or update old ones to
increase their effectiveness.
Knowledge exchange, the final stage, extends knowledge access and transfer
onto a platform where salespeople acquire information and exchange field
intelligence through two-way communication with peers, managers and
subject matter experts (SMEs). This knowledge platform takes advantage of
social technologies, which further enable the exchange of information
between salespeople, within the sales organization and with the various
knowledge resources that support sales.
Collaboration
Strategic Issue: How does social collaboration change the knowledge
management platform?
Collaboration happens naturally in sales. Salespeople exchange information
daily within their personal knowledge networks. They connect with their
manager or a corporate resource for strategy or product detail. They talk
with peers, exchanging bits of client experience, product insights, value
messages and competitive tips. The spirit of collaboration is ignited in the knowledge transfer phase when SMEs, sales trainers,
sales leaders, content leaders, product managers and others make domain-specific knowledge and content available to all on a
social collaboration platform. Sales enablement uses the platform to push time-based content such as new product launch
information, cross-sell opportunities or sales programs. This concentration of content draws the salesperson to the platform.
The accessibility and quality of content brings them back. As salespeople begin to “follow” meaningful knowledge sources, sales
enablement is able to analyze their behaviors and help content owners sharpen and prioritize the types of content they create.
World-Class Sales Organizations
All Respondents
“Our organization collaborates across all departments to pursue large deals.”
“Our CRM system is highly effective for enabling our organization to collaborate across departments.”
The ability to effectively collaborate across the organization in pursuit of large deals sets World-Class Sales Organizations apart from their less successful peers. Sales enablement plays a vital role by providing the platform that enables this collaboration.
SOURCE: 2013 Miller Heiman Sales Best Practices Study
93% 43%
67% 19%
Strategic Data
3
Knowledge exchange elevates the informal exchange of
information from phone calls and private emails onto an
open, public collaboration platform that makes the
knowledge available to all.
Most salespeople will at least explore what’s available on the
knowledge exchange platform, but sharing is not easy for
some people. It may take time for the highly competitive
salesperson to be comfortable contributing. The more open
salesperson will be quick to adopt the technology, rating
content and providing constructive comments based on their
experience in the field. These early adopters often use social
technologies like Chatter or Jive to gather knowledge and
information and communicate with SMEs through blogging
and discussion forums.
Knowledge exchange requires interactivity. Salespeople
collaborate when they rate a document or webinar, sharing
their opinion on value and relevance. The postings of
comments or feedback capture sales sentiment, allowing for
content requests, improvement or direction. Discussion
forums, moderated blogs or micro-blogging allow the
salesperson to comment, question or contribute to a dialogue
they have an interest in. Sales force automation (SFA)
captures some of this, but standalone text boxes aren’t
conducive to a flowing, real-time dialogue. For World-Class
Sales Organizations, the ability to quickly acquire and share
knowledge is the secret to responding to changing market
conditions, outselling the competition and connecting to
customers.
Marketing Alignment
Strategic Issue: How are your messages connected to your
customer management strategy?
To advance the sale, salespeople must be able to
communicate value messages effectively. Everyone involved
in the sales process needs to know what happens at each
stage of the sales cycle, and ensuring alignment often
requires marketing teams, SMEs and other specialists to
attend sales methodology training. By learning the
methodology, language, process and actions taken during the
course of an opportunity, they are better equipped to develop
and deliver the content, messages and support required at
each stage of the sales cycle.
Aligning messaging to customer management strategies can
be tough, and marketing plays a key role. Today’s buyers are
doing more up-front research on products and services,
changing the discussion basis when engaging sales resources.
As a result, marketing must deliver messages that are
relevant and timely before initial customer contact. Once the
prospect engages with sales and as opportunities advance,
marketing must develop additional levels of messaging detail
to address changing information needs. Vertical market
messaging, buyer persona value points and objection
handling intelligence all increase in importance. Aligning
messaging with the sales methodology provides for a more
consistent delivery of core value propositions and gives
marketing the opportunity to measure which messages are
most effective at different points in the process. It also
promotes more effective team selling as salespeople,
mangers, product specialists and other team members work
from the same set of messages and materials. World-Class
Organizations integrate knowledge management to their
CRM system to provide relevant content at each step in the
sales process.
4
The Next Level of Transparency
Strategic Issue: How does behavioral data contribute new
insights into sales productivity?
Selling is becoming more complex as buyer dynamics evolve.
Time spent searching for information or creating ad hoc
content drains sales productivity. The knowledge exchange
platform provides salespeople with a one-stop-shop for
current and relevant content and is the starting point for
productivity improvement initiatives.
This knowledge exchange also makes it possible for the
organization to gather behavioral data. This new form of data
identifies the content salespeople use and the messages they
deliver by harnessing real-time intelligence gained from
every interaction, both internal and with customers.
Elevating collaboration from “water cooler” conversations,
personal knowledge networks and email chains to a
structured, social environment further enables the capture
and analysis of the knowledge exchanged. Connecting the
activities, messages and behaviors of salespeople with the
outcomes of customer interactions provides a new
perspective on sales productivity and the behaviors that
promote it.
Unlike SFA systems where the salesperson is required to
enter data, behavioral data is automatically extracted from
the knowledge exchange platform by monitoring and
cataloging what the salesperson does. Analysis of this
behavioral data creates an entirely new level of transparency
by replacing the subjective, field-gathered, “experiential”
data that sales leaders have always relied on.
At the most basic level, sales enablement plays a vital role by
connecting marketing to sales and ensuring messages are
aligned with the sales methodology. Their strategic value
increases as they gather feedback that helps improve the
effectiveness of the sales assets available on the portal. As
sales enablement evolves even further, they become the
linchpin for collaboration and transparency across the
organization.
About the Miller Heiman Research Institute: MHRI is a research organization dedicated to improving the performance and
productivity of complex B2B sales organizations. We help members develop and hone sales strategies by providing thought-
leading research, critical analysis, benchmarking against World-Class Sales Organizations and customized insight into their
strategic issues through our advisory services. Through our extensive research into the best practices, strategies and decision
frameworks of World-Class Sales Organizations, we help our clients apply these insights to their organization through
published research, keynotes and presentations as well as analyst inquiry.
Contact our Director of Member Experience or call 775-284-9035.
1
Inside Sales: Teleprospecting Donna Walker Volume 2, Edition 34
Strategic Decision Many salespeople spend precious time filtering and
qualifying leads generated by marketing. This drains
productivity because it takes them away from what they do
best – selling. World-Class Sales Organizations employ
teleprospecting teams to qualify and deliver sales-ready
leads, leaving salespeople more time to spend in front of
customers.
Looking for Gold
During the California Gold Rush, prospectors lined up next to each other along shallow streams, sifting through rocks and sand
in search of gold nuggets that could be quickly converted to cash. Those who processed the most rocks and sand found the
most gold. Today, digital demand creation and inbound inquires have dramatically increased the volume of potential leads.
The role of the teleprospector is to filter the rocks and sand from the lead list and pass on the golden opportunity nuggets for
sales to convert to revenue.
Maximizing Sales Productivity
Due to an increasing emphasis on revenue production,
salespeople are under immense pressure to make their
numbers. Generally, if they are not in the field, they are not
generating revenue for the company. Furthermore, with time
at a premium, it only makes sense for sales to put effort into
those opportunities they think they can close. This means
that today’s marketers are being asked to consider the best
use of a salesperson’s time and send them only “sales-ready”
leads that are worthy of follow up.
Marketing continues to generate demand through campaigns
and inbound programs, but many organizations also employ
teleprospectors to reduce the need for salespeople to spend
valuable selling time qualifying these opportunities.
Teleprospecting also frees up salespeople to concentrate on
the job they have been specifically trained to do as opposed
to sitting on the phone “dialing for dollars.” In addition, this
steady flow of new, qualified opportunities can soften the
usual peaks and valleys that are typical in sales and allow for
a more predictable sales forecast. Teleprospecting provides a
Strategic Issue: How can a teleprospector
increase revenue and productivity for salespeople?
Strategic Issue: A complex question that
requires research, data, perspective,
knowledge and context to answer
2
measurable contribution to revenue, and many successful B2B sales
organizations are building repeatable, systematic, demand-creation engines
with teleprospecting as a key component.
Teleprospecting is the use of a technology-enabled, inside resource to
qualify and/or generate leads based on a pre-determined definition of a
sales-ready opportunity. The goal of teleprospecting is to glean out the few
"nuggets of gold" from the hundreds of unqualified leads in the prospect
database and allow your salespeople to focus on closing those deals. But, like
the prospectors during the California Gold Rush, your teleprospectors must
be trained to identify those nuggets. Clearly defining what a qualified lead
looks like is a vital step in leveraging teleprospecting to maximize
productivity.
While the criteria for a lead will vary from organization to organization,
teleprospectors must identify BANT (budget-authority-need-timeline)
characteristics before a lead can be classified as sales ready. Trained
teleprospectors utilize a detailed call guide, which includes lead criteria, to
engage executives in a high-level conversation about their company's needs
with respect to a particular trend, product or service. They also try to gauge
the company's pain and plans to implement a solution. If the information
they receive matches the defined criteria for a sales-ready lead, they pass the
opportunity on to sales. If the lead does not meet the sales-ready criteria, it
should be nurtured through a structured, multi-touch program that includes
timely emails containing relevant content such as articles, white papers,
success stories and webinars. This allows marketing to build an opt-in
database and keep prospects informed and engaged until they meet the
sales-ready criteria.
Critical Elements
Building a strong teleprospecting team requires four critical elements:
Metrics: The right set of metrics tracks both the behavior and performance
of the teleprospector. Behaviors are the activities that teleprospectors do
every day to achieve their goals. These behaviors can be influenced and
coached through training and oversight.
Examples of behavior metrics include:
World-Class Sales Organizations
All Respondents
“Specific criteria have been established to define an acceptable prospect for our company.”
“Sales and Marketing are aligned in what our customers want and need.”
Qualifying, rating and tracking leads enables an organization to measure and maximize the ROI of their demand generation programs. World-Class Sales Organizations start by establishing a set of criteria that defines a qualified lead. Both sales and marketing need to agree upon the criteria and any other information vital to sales performance. This “sales ready” designation ensures that sales spends more time selling and less time generating and qualifying opportunities.
SOURCE: 2013 Miller Heiman Sales Best Practices Study
87% 32%
89% 26%
Strategic Data
3
Dials per day - the number of calls a teleprospector makes per day
Connects per day – the number of calls per day resulting in a conversation
Conversations per day – the amount of time per day a teleprospector spends articulating the value proposition
Performance metrics track the impact of teleprospecting and depend on the quality of leads funneled from marketing as well as
the teleprospector’s skill at qualifying opportunities.
Examples of performance metrics include:
Leads per week – the number of marketing qualified leads (MQLs) the teleprospector passes to sales
Sales acceptance – the number of MQLs that sales has accepted
Opportunities won – the number of opportunities closed by sales that started out as an MQL from the teleprospecting
team
Compensation: In most cases, the teleprospector is considered a non-exempt employee and paid an hourly base rate.
Teleprospectors usually have a variable compensation component that is tied to performance metrics. The division between
base and variable compensation ranges from a 50/50 split to 80 percent base and 20 percent variable. The amount of variable
compensation is often tied to the level of experience desired and the complexity of the product or solution offered.
Training: The teleprospector must be able to effectively build rapport, identify a qualified lead, discover buyer motivation and
transition quality leads into opportunities for sales. They also need to master internal systems such as marketing automation
and customer relationship management (CRM) so they can track and manage leads until they are ready to be assigned to the
sales team. The teleprospecting training curriculum must be designed with both of these skills in mind.
Technology: New technology designed to help salespeople connect with customers is emerging every day. Marketing
automation tools such as Eloqua and Marketo do a great job of helping marketers develop, implement and track campaigns.
Leads from these campaigns are scored based on pre-defined criteria and integrated into CRM as an MQL. In addition to
gathering information against the BANT criteria, teleprospectors must also determine if the lead contact is an influencer or a
decision maker, their role in the company, their information requirements and their buying process. This information must
also be entered into the system so it can be passed on to sales.
Partnering for Results
Sales and marketing need to reach a consensus on what
constitutes a qualified lead. With a unified vision of a sales-
ready lead, teleprospecting can be the crucial bridge between
upstream marketing campaigns and downstream sales teams.
From sales, teleprospecting receives first-hand feedback that
can help the team improve its practices and qualifying skills.
Teleprospecting can also provide marketing with clarity on
how to better tune media, messaging and tactics to improve
upstream yields. Empathy and integration between teams
combined with insight into the downstream sales funnel is a
vital ingredient in maximizing productivity.
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World-Class Sales Organizations maximize the time their
salespeople spend in front of customers. They also ensure
that marketing provides sales with enough fresh, qualified
opportunities to meet their goals. A well-trained
teleprospecting team enables both sales and marketing to
operate at peak performance. By qualifying leads from
marketing, they see that no nuggets of opportunity are
overlooked, and they ensure that sales doesn’t need to waste
valuable selling time sifting through rocks and sand for
potential revenue.
About the Miller Heiman Research Institute: MHRI is a research organization dedicated to improving the performance and
productivity of complex B2B sales organizations. We help members develop and hone sales strategies by providing thought-
leading research, critical analysis, benchmarking against World-Class Sales Organizations and customized insight into their
strategic issues through our advisory services. Through our extensive research into the best practices, strategies and decision
frameworks of World-Class Sales Organizations, we help our clients apply these insights to their organization through
published research, keynotes and presentations as well as analyst inquiry.
Contact our Director of Member Experience or call 775-284-9035.