The Center for Sales Strategy Blog

In this episode, we’re taking a look at how AI is supercharging CRMs and, specifically, exploring how HubSpot is transforming the way businesses manage customer relationships, sales processes, and marketing campaigns. 

For most sales reps, the benefits of employing automation tools are manifest. Who wouldn’t want to hand over humdrum tasks to digital systems so they could spend more time on activities that are fulfilling. Studies have shown sales professionals typically spend only 11% of their time actively selling, which is doubtless something many workers in the profession would like to change.

However, many of these same salespeople live in fear that reliance on automation will damage their ability to build deep and meaningful relationships with their clients.

It makes sense because often times we associate the word “automated” with the impersonal. Although it may sound counterintuitive, many of the processes facilitated by sales automation software actually make it easier for sales reps to dedicate additional resources to enhancing client relationships.

For many of you, the thought of relying on technology to grow your customer base may seem awkward and  uncomfortable. I get it! But I also want to remind you… not that many years ago, using a mobile phone and email for business communications seemed awkward and uncomfortable too. Imagine if you didn't jump on that bandwagon!

Often the things that make us uncomfortable are also the things that grow us.

It's a fact. Using technology to assist in acquiring new customers is effective. But even more importantly, if you are going to survive, it’s essential! 

The topic of sales productivity was introduced to me early on in my career when I was a Senior Financial Analyst at EDS (now HP). I can remember putting together the quarterly Strategic Business Unit (SBU) scorecards and having to come up with the sales headcounts and revenue per salesperson. I was always impressed by one business unit in particular that was able to keep their sales headcount down while maintaining a higher profit margin than any other division. The division was headed by one of the younger SBU leaders, and one late evening after reviewing his numbers I asked him how it was he could keep headcount down and sales up. His answer was very revealing.