“As a sales rep, you can sort of get into a rut or the same routine and get to your wit’s end, in some cases, in trying to reach people,” says Michael Pace, vice president of Americas direct sales for Infor Global Solutions, a $1.8 billion business software and services provider.
Because of this, Infor is always looking for ways to improve. Enter Vorsight, a Virginia-based company that specializes in sales training and meeting scheduling. Some members of the Vorsight team came in and worked with Infor about utilizing different sales techniques.
Pace says one of the first keys for your sales force to improve their approach is to use Web tools, such as Hoover’s, LinkedIn and the prospective company’s website, to do more research and understand that organization better. It sounds simple, but it goes far.
One of the other keys Infor learned about was learning how to leave better voice mails that would generate interest on the recipient’s end in returning the call. About half the calls Infor’s team makes end up in voicemail, so this is critical.
“When you leave a message, make sure they understand you know who they are and what their business is,” says Tim Young, regional vice president, distribution sales for Infor. “Try to relate something that might be of benefit.”
For example, your salesperson could say something like, “X company is a customer, and they’ve really benefited from our product. I see that you’re similar to X company, so this might also really help your company, and I’d like to set up a meeting to talk about it.” This approach shows a genuine care for the prospective company.
Additionally, Chris Huard, regional vice president, channels distribution sales for Infor, says your sales team has to be very strategic in how they leave their messages.
“Each time you’re leaving it, don’t overload them,” Huard says. “Make it short and sweet. Leave our number once at the beginning, and leave it again at the end. Speak clearly and slowly. Each time we leave a message, leave a piece of value with that customer to make them want to call back.”
Another key is to make sure your team doesn’t stop at just leaving a voice mail. Take it a step further.
“A lot of people leave voice messages, and some people leave e-mails, but statistically, they’ve proven that a combination of e-mail and a voice mail are three times more effective in getting a response,” Young says.
Sometimes it can be difficult to get people who are set on their approach to try new techniques, so part of the training consisted of Vorsight and Infor people making calls right there in the training to put these techniques in action. Huard says seeing the training team making these calls using these techniques and having success — right there in front of everyone was a huge buy-in booster. That buy-in is critical, so showing people how it can help them will help them personalize what it will mean for their success.
“If you have sales people who are motivated by money, and if they use a successful sales technique, they’re going to get more at-bats and be more successful at bat and hopefully hit more homeruns,” Young says.
As a result of the training and trying new sales techniques, Pace sees a clear difference.
“At a high level, we’re much more efficient in reaching the people that we want to reach,” Pace says. … “We’re more efficient at doing that, we’re more creative, and I think our pipelines are more accurate and cleaner because we are able to deal at the executive levels, at the decision-maker levels because we’re having conversations with the team, and the deals we’re working are more real.”
Infor used Virginia-based Vorsight, a meeting scheduling and sales training company, to help it improve its approach to sales. Steve Richard is the co-founder of Vorsight, and he says one of the biggest tools you can have your sales team use is the switch-board operators at the companies you’re calling on.
“Most people approach the switchboard the wrong way,” he says. “When they call the switchboard, they either identify themselves, or they start trying to get transferred through to the right person instead of getting the information from the switchboard first.”
For example, in some cases, you may be trying to reach the CFO, and you may know who the CFO is, but perhaps you don’t know who the CFO’s assistant is or what his or her e-mail address or direct phone number is.
“Getting that simple information first, and then by calling into that direct dial number, you have a much higher probability of getting that person on the phone,” he says.
He says that clients tend to see better results when taking this approach.
“They were finding that the connection rates were much higher, and they were able to engage these people in discussions that were qualified appointments, and, in turn, qualified opportunities,” Richard says.