The Center for Sales Strategy Blog

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"Freedom is nothing else but a chance to be better."

-Albert Camus

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How do you know if you have a sales structure problem? Too often, sales organizations are evaluated single-handily by their results. If your company isn’t hitting targets and sale goals aren’t being achieved, the blame falls on not having the right salespeople. But, is the source of lost revenue really a “people” problem?

Underperformance is easily blamed on salespeople because data often helps support the claims. However, while we always seek to improve the performance of sales teams, there are a few indicators that show you may have more than a people problem.

From being quarantined in our homes to keeping six feet apart and avoiding handshakes, the way we interact with other humans has drastically changed. In the business environment, the normal behaviors and tactics that salespeople have relied on to drive their success are no longer available. We can no longer drop by to see a client, meet a prospect for lunch, or fly to another city for a face-to-face meeting. More and more selling is now being conducted over the phone and via email.

And this isn’t a short-term trend. The U.S. Chamber of Commerce reports that “a new normal has developed for businesses of all sizes across nearly all industries, with changes likely to endure even after COVID-19 is a thing of the past.” We may have lost a few tools from our sales toolbox, but we’re going to replace them with new ones that we can use to build relationships and advance the sale.

With the recent layoffs and furloughs, social distancing, and working from home, there’s more talent available on the market than ever before. “As a result of the pandemic, it’s become an employer’s job market,” states a recent Forbes article. “Candidates will have to get more assertive and creative in finding ways to help them stand out or get lost in the crowd.” 

While there has always been a need for a strong talent bank, now is the time to really start building one that will set you up for future success. Due to the current economic situation, you have a unique opportunity to find new talent that would have otherwise been unapproachable. 

How do you find top sales talent? Where do you look for sales talent? Who should you add to your talent bank? Keep reading for the answers!

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"Change can be scary, but you know what's scarier? Allowing fear to stop you from growing, evolving, and progressing."

-Mandy Hale

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To establish the foundation for sustainable business growth, a solid sales structure must be built layer by layer. People, resources, and processes must align and work together to produce the best results for your organization.

In an earlier post, we identified the top challenges media sales departments face and a solution that addresses them all — changing your sales structure. Restructuring is easier said than done, but if you’re going to manage a successful team, the need for change eventually hits home. When thinking about restructuring, below are four important things to know about the modern-day sales structure.

Sales enablement. Is it a buzzword or just a misunderstood word?

DEFINITION OF SALES ENABLEMENT: Sales Enablement encompasses the technology, strategy, processes, and content that empower sales teams to sell smarter and faster. It’s about providing salespeople with what they need in order to successfully and strategically engage the buyer throughout the buying process. Why wouldn't you want it?

Highly engaged employees describe their company as authentic because they are who they say they are. They live their core values, rewarding those who demonstrate them and not tolerating those who don’t.  

It’s no secret that when your employees are engaged, they are emotionally committed and willing to give their best at work. That’s because engaged employees feel as though they have a stake in the game and a sense of purpose which makes them willing to give it everything they’ve got to achieve success. Employee engagement has a major impact on business success, proving to reduce turnover, increase performance, and retain key customers. 

When dealing with severe levels of change, it’s natural to reign in and hyper-focus on the activity we feel is most essential to surviving and thriving in that environment. In sales, that core activity would include things like the need to continue identifying quality prospects, connecting with decision makers, and discovering their needs and desired business results.

Activity is important, but a knee jerk reaction to keep approaching those activities the way you always have will not be effective when business cycles are at their most volatile.