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Written by: Jeff Kalter

Every sales representative wishes for a bluebird—that fabulous sales opportunity that out of the blue drops into their lap. But the reality is that most leads require a lot of time and effort before the sale is closed.

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Sadly, when it comes to lead generation, marketing has long had a problem. They can build marketing campaigns and event promotions to generate plenty of leads. But marketing’s problem is one of reputation.

Sales reps believe that marketing leads are worthless. The conversion rate on poorly qualified, tire-kicking, lousy leads is so low that sales reps see them as a waste of their time and energy.

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Written by: Sabrina Ferraioli

Hiring for inside salespeople has been growing 15 times faster than for outside sales reps. In fact, in 2019, inside sales reps accounted for slightly less than half of all sales reps.

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Written by: Jeff Kalter

Artist Vincent Van Gogh once said, “Great things are not done by impulse, but by a series of small things brought together.” Just as the artist transforms a series of brush strokes into a painting, so too a sales rep should turn a series of activities into a sales process.

To borrow from the self-help author Robert Collier, their success in sales “is the sum of small efforts, repeated day in and day out.” The challenge is to orchestrate those activities into what we call a sales cadence.

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Written by: Wolfram van Wezel

When business is doing well, it’s only natural to want to scale your sales force. It’s a seemingly simple formula. More sales reps equal more growth.

But before you start hiring more reps, there are a few things to consider. When Ciara, a leader in the field of digital conversation assistants, asked reps to share their most significant sales challenges, the number two issue that they named was “difficulties onboarding and scaling sales teams.”

As January 2020 proved, the world can shift on a dime. In a matter of weeks, we went from hearing about a handful of coronavirus deaths to realizing the breadth of the pandemic to going on global lockdown.

As people absorbed the implications of COVID-19, businesses quickly canceled conferences, lunch meetings, live events, tradeshows and face-to-face sales appointments. And yet, while many local restaurants and shops shuttered, B2B business didn’t cease.

Written by: Sabrina Ferraioli

With all the disruptions that the Coronavirus pandemic has ushered into our lives in the past several months—the quarantines, the social distancing, the masks—we’re only just beginning to focus on the long-term ramifications. While our lives will get back to normal someday, some changes may be permanent.

For businesses generally and sales organizations specifically, COVID-19 is turning out to be one giant wake-up call. Only a few months ago, digital technologies, virtual sales techniques and flexible/remote work patterns were considered competitive advantages. Now, they are essential.

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Written by: Giorgia Rosati

The last several months have been tough on businesses and employees alike. Even now, while countries are slowly opening up and companies are trying to get back to some form of normalcy, the Coronavirus pandemic is not over.

If your sales cycle has been disrupted by Covid-19, you’re probably hustling to adjust to what many are calling the “New Normal.” While some businesses fear the future, those that have been transitioning to inside sales and telesales have an advantage.

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Leads have been the source of a long-standing battle between marketing and sales. Marketing claims that reps don’t follow up on the leads they generate. Salespeople, on the other hand, argue that most leads aren’t worth the time and effort necessary to pursue.

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Written by: Sabrina Ferraioli

When it comes to developing telemarketing and inside sales managers, some companies make some mistaken assumptions.

Companies put a lot of stock in their inside sales teams, and rightly so. These men and women are the face of a company. They make the calls, engage with prospects, and turn decision-makers into customers. As such, companies invest a lot of time, effort, and money into ensuring their reps have the best possible product training, interpersonal skills and sales savviness to do the job. Then what do they do? They tend to pluck the best producers away from the phones and move them into management.

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