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Sales Engagement in the seller’s day-to-day life

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This is the SalesHeroes podcast, bringing superpowers to sales professionals.

Who is here with me today is João Elias, current sales specialist here at Reev, who received this promotion a short time ago and is giving an acting show.

Welcome, John!

Today I want to help you, regardless of the field in which you work, apply Sales Engagement on a daily basis.

This way you will do more with less! And you won’t waste time filling out operational tasks that add nothing to your process.

Your manager won’t have to worry because, with Sales Engagement, he maintains visibility while you can sell more.

How to be able to deliver a cool shopping experience and, at the same time, be able to have visibility and productivity of what you do 🙂

Sales Engagement on a daily basis: 3 fundamental pillars

The 3 fundamental pillars for Sales Engagement are:

Shopping experience;

Productivity;

Visibility;

How to have all these pillars well aligned is the secret of champion teams!

Sales Engagement in the end is understanding at what point the lead is in the ideal purchase journey.

This journey consists of 4 phases:

Apprenticeship;

Problem recognition;

Solution consideration;

Buying decision;

Looking at this and for you to put sales engagement into practice, you need to start by looking at your sales funnel, which is nothing more than a ”tool” to guide the lead within this buying jordan that I talked to you about.

As such, it is critical that SDRs and closers identify where each of the opportunities is within their business process.

For example: when I was SDR, and I was dealing with opportunities at the top of the funnel, I already knew that the lead was in the learning moment. That’s why I always tried to ask the right questions to direct the lead to recognition.

All these only works if you use some sales techniques, such as SPIN selling.

Looking at this, it is essential that you have cadence flows that correspond to each purchase moment.

One tip is that in my experience as an SDR, the emails that had the highest conversion rates were the ones in which I brought metrics to talk about possible issues my lead could face.

From there, I could understand what the problem was and how it impacts the day-to-day of the lead.

Once that was done and making sense of the value proposition of the product or service I sell, it was time to pass the baton to the specialist, which is exactly what I do today 🙂

Now I get this opportunity, focus on the problem presented, and dig deep into the product, market, and lead process.

All this using GPCTBA to not forget anything and to build the ideal answer for the scenario presented.

So we can move on to the third stage of the journey we talked about earlier: considering the solution. In other words, this is where we are going to make a demonstration of our product that is well-targeted to the issues raised.

Don’t worry about showing the whole product, just the essentials for the scenario you’re working on!

What was a key turning point for you to be able to take your leads’ problems?

The first thing is that you need to understand your value proposition very well, that is, what are the problems your company solves and also what are the implications of not solving those problems.

From there, you start thinking about how to guide the lead to this path and, of course, for that there are some techniques such as active listening and rapport building, for example.

If there is no consonance between the team of closers and SDRs, all the rest I have said so far is of no use.

How much does visibility impact your process execution to work? 

First of all, you need to be clear about what activities you will need to perform at each stage of your lead’s journey.

Also, I need visibility into my metrics!

For example: if I know that my conversion rate is ”X” and that for me to reach the target I need the ”Y” amount of leads, I can better monitor my entire process and even argue with my manager because of my results.

Another very important thing is to pay attention to the results of each action within the cadence flows you use.

My tip for this is: If your conversion rate in calls is very low, take a moment to listen to your salespeople’s calls, look for the real cause of this and direct the correct training.

What is the best way for you to track your productivity?

This will depend a lot on your schedule, but in general, you need to understand what minimum productivity you need to have.

For example: here at Reev for example, I need to do at least 2 diagnostics and 1 demo meeting per day.

How are you going to find this out?

With visibility into your process, tracking your metrics and making an analysis based on your sales cycle.

Remembering that for each salesperson you will have ideal productivity, as this will be associated with the conversion rate he achieves in his process.

What is the key to success for you to keep your productivity constant?

It’s a matter of you always maturing your cadence flows.

Your metrics will always let you know if your flow is matching the stage of the purchase journey that is being worked on.

My tip is to always set aside a day in your month for you to analyze what you can improve within the cadences, aiming to improve the lead experience even more.

But of course, all this only works if you have a suitable tool to be able to do all this work.

To sum it all up, remember that for you to build a Sales Engagement process on a day-to-day basis you will need 3 essential things: people, process and technology!