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1、1Digital Sales Transformationa blueprint for modernizing your sales organizationd i g i t a l s a le s 2Digital Sales Transformationt h e d ig i t a l Its hard to believe now,but there was a time when people doubted whether the internet would ever be a trustworthy sales channelwhether consumers woul

2、d use it enough that digital ads would be viable,or whether people would trust online channels to make purchases.While those doubts now seem laughable,the underlying reasoning still holds:People struggle to let go of conventional sales wisdom and embrace leading-edge practices.In the past,convention

3、al wisdom was that B2B buyers followed a linear,predictable,and controlled path.You can probably picture the funnel right nowfrom awareness to consideration to purchase and then advocacy.Until recently,organizations continued to rely on the traditional funnel as the de-facto model for their sales pr

4、ocess.Pre-pandemic,they invested primarily in field sales and face-to-face meetings to drive revenue,while digital selling took a back seat.Organizations might have experimented with digital channels,but there was no impetus for company-wide transformation.It wasnt ideal,but the old model still work

5、ed.So businesses saw no reason to change.Until,quite suddenly,they were forced to change.Post-pandemic,the buyers journey could not be less predictable.Theyre doing research,forming opinions,and narrowing their options at their own pace.And theyre using digital channels with nearly equal frequency a

6、s they contact your sellers.None of these digital interactionswith your content or with your sellershappen in a linear order.All of this is creating the digital divide:Organizations continue to cling to sales practices that dont match how buyers today behave.In this ebook,youll see how one Fortune 5

7、00 company bridged that divide by moving from primarily field selling to a digital selling model,what lessons they learned,and the staggering results of their digital transformation.divideFrank Pinder EVP Digital Transformation Services Corporate Visions3Digital Sales Transformationb u y in g b e h

8、av i o r s haveToday,two out of three buyers prefer a digital self-service buying experience over traditional sales communications.Industry data also shows that digital sales motions are more effective than field selling motions.And companies are starting to wise up.In fact,74 percent of B2B decisio

9、n makers now believe that new digital selling models are as effective as or more effective than pre-COVID models,according to McKinsey.Additionally,63 percent of Fortune 500 executives say they expect their field sales revenue to decrease,while 80 percent expect their inside/digital sales revenue to

10、 increase,according to Boston Consulting Group.So,the message is clear:If you arent already embracing digital sales,the need to change has never been more urgent.But its not enough to simply start sending messages on digital channels.Buyers are digitally savvy and well-informed.Theyre also inundated

11、 with texts,robocalls,sales emails,and ads,so theyre hard to reach.And when you do reach them,theyre skeptical of anything that smells like a sales pitch.You can no longer expect your buyers to pick up the phone and call you with questions.You need to reach them where they areon digital channelsbut

12、you need to do it well.70-80 percent of B2B decision makers prefer virtual conversations or digital self-service interactions,according to McKinsey.Share of revenue:inside sales vs.field salesInside sales(%)Field sales(%)63 percent of Fortune 500 executives say they expect their field sales revenue

13、to decrease,while 80 percent expect their inside/digital sales revenue to increase,according to Boston Consulting Group.IncreaseTraditional channelsRemote/digital channelsNo changeDecrease2080261163How would you prefer to interact with sales reps from your companys suppliers?4Digital Sales Transform

14、ationcase studyt ra n s fo r m a t io nIn 2021,we began a six-month pilot with a product group within a Fortune 500 company to move from a primarily field sales model to a digital-first approach.Like so many other revenue teams,they realized they needed to better meet the needs of buyers.That meant

15、moving from the entrenched branch-driven field sales motion to a digital-first strategy.For years,their field sellers had been taking a free-form,self-led approach to engaging with buyers,most of whom were existing customers.As a result:90 percent of their revenue came from 20 percent of their custo

16、mers Only 32 percent of their customers returned annually A mere eight percent of their revenue came from new customers 31 percent of their customers were dormantTheir multi-line-of-business portfolio required sellers to be generalists.Sellers also managed their sales process manually,which meant th

17、ey struggled to find time to focus on bringing in new logos.When they did have time,the process of getting a first meeting,closing,and winning new business felt slow and clunky.60-day sales cycle 8%new customer revenueMarketingSalesDigital engagementBranch-led sales+sales excellenceDemand generation

18、Field sellersDrivers for change5Digital Sales TransformationLack of sales process standardization across geographiesLack of proactive sales talent attraction and retentionLack of specialization of labor and funnel velocityLack of foundational sales technologyLack of a unified focus and sales-marketi

19、ng alignmentLack of diversity in customer base and customer acquisition huntingt ra n s fo r m a t io nsymptomsUnderlying the most urgent drivers for change,the organization was showing many of the common symptoms that signal the need for digital transformation.6Digital Sales Transformationresultsa

20、s t o n is h in gThe company chose a single product offering for a six-month pilot program,and temporarily converted seven sellers to dedicate one-third of their time for digital activities.After only six months,the organization saw an astonishing lift in activity,pipeline creation,and bookings.Pilo

21、t test resultsPilot test conditions7 inside sellers1/3rd of their time6 months test durationPre-test benchmarks60-day sales cycle$399K total pipeline$26K bookings2,717 prospects worked20.6k digital sales activities2.5k digital sales conversations125 digital customer meetings137|$7.5M funnel75|$1.3M

22、bookings7Digital Sales TransformationIn the following pages,youll see how to transform your sales organization in each of these areas.t ra n s fo r m yo u r s a le s o rg a n iz a t i o n fo r t h eMODERNIZE YOUR INFRASTRUCTUREEVOLVE YOUR TEAMSENABLE WINNING CONVERSATIONSBased on the data and experi

23、ence with this organizations shift to digital sales,we have identified three key components for successful digital transformation.8Digital Sales Transformationtransform your sales organization for the digital buyerm o d e r n ize t h e 9Digital Sales Transformationis t h e g lu e2,717 prospects,20,6

24、00 activities,2,500 conversations,and 125 meetings.How is it possible that only seven sellers,utilizing only one-third of their time,achieved all of that?The only way to achieve that level of activity is to choose and implement the right technology.Building the right tech stack can feel overwhelming

25、there are countless platforms to choose from,all with different features available.When these systems are implemented poorly,teams adopt their own tools,data becomes scattered across too many platforms,and the technology that was meant to improve efficiency only serves to slow it down.The goal is no

26、t to invest in more tools,but to intentionally choose the right tools to support your goals and then implement them the right way.In addition to your CRM,here are a few tech stack staples to consider:A prospecting tool to collect and manage lead and contact data.Sales engagement software to build an

27、d manage automated cadences.Sales enablement software to organize and support your enablement content.Conversation intelligence software to provide detailed coaching feedback.A personal video tool to enable asynchronous video engagement.With the right tech stack,implemented well,you can realize the

28、power of data-driven insights and automation and your sellers can execute faster and with greater precision.10Digital Sales Transformationt h e c a s e fo rautomationYour lead routing processgetting the lead from marketing to the right selleris vital for improving response times and maximizing your

29、opportunity with every lead.The problem is,many organizations struggle with:Low accuracy due to routing the lead to the wrong person or queue.Long lag time in routing a lead to the right person or queue.Leads disappearing into places where no one is looking.Most organizations still assume theres a h

30、andoff between marketing and sales,and the two teams keep separate goals.Marketing is primarily concerned with demand gen and MQL creation.Sales is focused on lead response and SQL creation.But buyer behaviors demand a more seamless experience between marketing content and sales conversations.Otherw

31、ise,potential opportunities get lost in the gaps,and manual reporting on both sides is unreliable.Thats where automation can help.Building automation rules to route leads can significantly improve your consistency and response times.Processes that would otherwise take someone hours or days to manage

32、 manually can potentially happen in seconds.Inbound leadEnrich and scoreAccount ownedAssign to inbound SDRCreate automation rule to route lead into appropriate cadenceAssign to person working accountExpansion cadenceAcquisition cadenceYesNoNew customer acquisitionSample inbound lead routing process

33、Existing customer expansionanalysist h e n e e d fo rWhen leads started coming in during the pilot,the leadership team was surprised at how well those leads converted.But perhaps more surprising was the granularity of the metrics they could track in the newly implemented sales engagement platform.Th

34、at kind of visibility was previously unheard of.Unfortunately,a lack of analytics and insights is all too common in B2B sales organizations.Companies often rely on busy sellers to log their own data in the CRM and then manually build reports based on the inputs.Not only is the manual process overly

35、time consuming,but the data is unreliable at best.Small mistakes and inconsistencies can create big gaps in your reporting dashboards.By contrast,the digitally automated approach used in this pilot took little to no effort for the sellers.Sales engagement software provides a range of analytics,inclu

36、ding:Email opens and response rates Call duration and frequency Meeting scheduling and attendance Pipeline velocity Deal conversion rates When youre running tens or even hundreds of different sales cadences at the same time,you need a sales engagement platform to help manage and measure those conver

37、sations.By tracking and analyzing these metrics continually,your digital sales teams can gain valuable insights into how their activities are performing and make data-driven decisions to improve their results.11Digital Sales Transformation12Digital Sales Transformationtransform your sales organizati

38、on for the digital buyerevolveyo u r t e a m s13Digital Sales Transformation13Digital Sales TransformationAppointment settingOutbound huntingInbound responseClosingProspectingLead genCRM hygieneo n e s e l le rcant do it allResearch from Boston Consulting Group indicates that over the next three yea

39、rs,63 percent of organizations expect their field sales revenue to decrease,while 80 percent expect their inside/digital sales revenue to increase.Forward-thinking organizations are giving digital sellers bigger roles and more autonomy to compensate for this shift.The challenge is that digital selli

40、ng requires a unique set of skills and competenciesone seller can no longer fulfill every need.The traditional field seller might have managed every activityincluding prospecting,CRM hygiene,appointment setting,inbound response,and closing conversationsall on their own.But in a digital sales model,m

41、any of those activities should be supported by more specialized roles.Field seller14Digital Sales TransformationField seller14Digital Sales Transformations p e c ia l i ze dYour field sellers time is valuable.So instead of asking them to take on every selling activity,they should be focused on the m

42、ost valuable tasks.That means bringing in more specialized talent to manage the supporting activities.In this model:Field sellers direct the activities of the team and have face-to-face conversations with qualified prospects and customers.PQRs(pre-qualification rep)are primarily responsible for lead

43、 cleansing,CRM hygiene,and gathering intelligence on leads.SDRs(sales development rep)respond to inbound leads and qualify them for sales conversations.BDRs(business development rep)are outbound-focused,hunting for new opportunities and qualifying them for sales conversations.Inside sellers conduct

44、virtual conversations with qualified prospects and customers.Every role on the team is vital,and they all have different skills and strengths.ProspectingLead genCRM hygienePQR(pre-qualification rep)ProspectingLead genInbound ResponseAppointment settingSDR(sales development rep)ProspectingLead genOut

45、bound huntingAppointment settingBDR(business development rep)ClosingInside seller15Digital Sales Transformationd i g i t a l s a le s t e a mstructureHeres how all your digital sales roles work together,alongside marketing and demand gen,through the sales process.Lead generationMarketing+demand gene

46、rationInbound lead qualificationSales development rep(SDR)Outbound lead qualificationBusiness development rep(BDR)Lead closingInside sellersLead closingField sellersApply buyer segmentationLead cleansingLead qualificationPre-qualification rep(PQR)Opportunity identification16Digital Sales Transformat

47、ionDigital sales groupCentralized leadershipSales tech managementUnified commercial engineac o m m e rc ia l e n g i n eAt the beginning of the pilot,marketing and sales were working in silos.But the new digital sales group acts as an essential bridgebringing centralized leadership,processes,and tec

48、h management to unify the commercial engine.MarketingDigital engagementDemand generationSalesBranch led sales+sales excellenceField sellerInbound lead qualificationPQR+SDROutbound lead qualificationBDRInside sellerInitiative focused sales17Digital Sales Transformationtransform your sales organizatio

49、n for the digital buyerconversationse n a b l e w in n in g 18Digital Sales Transformationcadencesc re a t in g yo u rTo get a digital buyer engaged with your sellers,you need a proactive way to begin and sustain that conversation.Thats where sales cadences come in.A sales cadence is a personalized

50、series of touchpoints that sellers can use to reach prospects through emails,phone calls,and social media interactions.Different cadences have different goals.Your SDRs can run a“get a meeting”cadence to get inbound leads interested in meeting with your sellers.Your BDRs can run outbound cadences to

51、 qualified prospects to drive engagement.You can also run cross-sell or upsell cadences to existing customers.In every case,the cadence includes tailored messages,content,and call scripts that speak to your buyers situation and sparks interest in your solution.”Get a meeting”cadenceStep 1|Day 1:Link

52、edIn ResearchStep 2|Day 1:LinkedIn:connection with noteStep 3|Day 3:Email#1Step 4|Day 3:Call with voicemailStep 5|Day 5:Call without voicemailStep 6|Day 7:Email#2:first content assetStep 7|Day 10:Call without voicemailStep 8|Day 11:Call without voicemailStep 9|Day 14:LinkedIn:profile viewStep 10|Day

53、 16:LinkedIn:message or InMailStep 11|Day 20:Email#3:second content assetStep 12|Day 25:Call without voicemailStep 13|Day 30:Call with voicemailStep 14|Day 31:Email#4A cadence is the series of actions you take in a sales motion with a prospect or customer.Every cadence consists of these five parts:A

54、ttempts:Total number of touches Channels:Types of communication methods used Spacing:Timing of the touches Content:Messages,content,and scripts for each touch Duration:Total length of the sequence19Digital Sales Transformationpersistencep ay s o ffIn a recent field trial,we found that 3.5x more oppo

55、rtunities were created after the sixth touch in a”get a meeting”cadence.Out of 18 total opportunities,14 of them(78 percent)were created after step six,and nine of them(50 percent)were created after step 11.Clearly,sellers cant give up after only a handful of emails and phone calls.Longer cadences w

56、ith more attempts will get you exponentially more opportunities.But what you choose to include in your cadences can change your results.You also need to send the right messages and the right content at the right time.In a recent field trial,we found that longer cadences led to more opportunities.78

57、percent of opportunities were created after step six,and 50 percent were created after step 11.1234567891011121314Total opportunities by cadence step78%50%Steps 1-5Steps 6-10Steps 11-1420Digital Sales Transformationu s in g t h eEach step within a cadence includes messages,content,and call scripts t

58、o guide the seller on what conversation needs to happen and when.That means your sellers can deliver more touches in less time,without having to think about which message to use,what content to include,or how they should deliver them.How will your choice of content affect your results?In the field t

59、rial mentioned on the previous page,we tested four different combinations of content:1.Short infographic first,followed by a short video 2.Long infographic first,followed by a long video 3.Short video first,followed by a short infographic 4.Long video first,followed by a long infographicResults show

60、 that prospects who received the video first booked more meetings than those who received the infographic first.And the shorter versions of the content assets led to significantly more meetings.In fact,64 percent of all opportunities resulted from prospects who received a short video first,followed

61、by the short infographic.StepShort InfographicLong InfographicShort VideoLong Video1.LinkedIn Research5%2.LinkedIn:connection with note3.Email5%5%12%4.Call with voicemail5.Call without voicemail6.Email:first content asset5%7.Call without voicemail8.Call without voicemail5%5%5%9.LinkedIn:profile view

62、5%10.LinkedIn:message or InMail5%11.Email:second content asset22%12.Call without voicemail15%13.Call with voicemail14.Email5%5%11%Opportunities created by groupLong InfographicLong VideoShort InfographicShort Video166.7%Prospects who received a short video first,followed by a short infographic,booke

63、d significantly more meetings than other groups in a recent field trial.83 percent of all opportunities were created when a video was sent first.Opportunities created by cadence step21Digital Sales Transformationw in t h evirtual presentationOnce you get your buyers attention,build their interest,an

64、d book the meeting,its time for your sellers to deliver a memorable and persuasive sales presentation.That can be a challenge in a virtual setting.Your buyers can get distracted by their surroundings.Your presence is a tiny image in the corner of their computer screen.Your sales deck is now the most

65、 visible and visual part of your audiences experience.Which means your story and your slides are the focus of attentionor not,depending on how well they do the job.According to our ongoing research,your virtual sellers need to:Introduce compelling insights,backed by data,that show your buyer why the

66、y need to change from their status quo.Identify one main message you want your buyer to remember and repeat that message often throughout your presentation.Include a lot of animation and movement on your slides to draw attention to specific information at the right time.Draw on your slides like a vi

67、rtual whiteboard to keep your audience engaged as you talk through the information.With these techniques and others,your virtual sellers will be better equipped to convert the leads your SDRs and BDRs bring in.b ui ld ing p er s ua s ive p res ent a t ionsDr.Carmen SimonCognitive Neuroscientist and

68、Chief Science OfficerWhen your buyer attends your sales presentation,they often have a goal in mind.They need to solve a business challenge,and they hope you can provide a solution.As they watch your presentation,theyre trying to understand what your solution offers,and how it applies to their situa

69、tion.Your buyers can and will pay attention if the information is stimulating and rewarding.But will they remember it when they decide to buy?And will your message affect that decision?Building and delivering a persuasive virtual sales presentation requires more than just winning attention.From a ne

70、uroscience perspective,it means focusing your buyers attention on the right information,building precise memories in their mind,and ultimately persuading them to take action in your favor.22Digital Sales Transformationt ra n s fo r m yo u r s a le s o rg a n iz a t i o n fo r t h eBuyers want and pr

71、efer digital buying experiences.But most sales organizations dont know where to start in their digital transformation journey.This Fortune 500 company provides a prime example of how you can successfully navigate the change.When you move from primarily field selling to a digital selling model,you to

72、o can see better alignment across your commercial teams,higher conversion rates,more revenue,and greater efficiency overall.MODERNIZE YOUR INFRASTRUCTURECreate a tech stack that emphasizes automation,supports robust performance reporting,and standardizes as many processes as possible.EVOLVE YOUR TEA

73、MSHire and develop specialized digital talent,build an organizational structure that supports digital-first selling,and align all your commercial teams.ENABLE WINNING CONVERSATIONSEquip your teams with digital selling skills,content,and cadences that spark productive sales conversations through digi

74、tal channels.23Digital Sales Transformationa uthorFrank Pinder is the EVP of Digital Transformation Services at Corporate Visions.He has created a field testing methodology and framework that have improved inside sales teams performance around the globe.Frank has extensive experience working with sm

75、all and large organizations alike to provide top-notch testing environments directly linked to business growth and overall success.Frank Pinder EVP Digital Transformation Corporate Visionsa bout C or por a te V i s i o n sCorporate Visions the leading provider of science-backed revenue growth servic

76、es for sales,marketing,and customer success.Global B2B companies work with Corporate Visions to articulate value and promote growth in three ways:Make Value Situational by distinguishing your commercial programs between customer acquisition,retention,and expansion.Make Value Specific by creating and

77、 delivering customer conversations that communicate concrete value,change behavior,and motivate buying decisions.Make Value Systematic by equipping your commercial engine to deliver consistent and persistent touches across the entire Customer Deciding Journey.Only with Corporate Visions will your revenue teams get science-backed training to articulate value in every critical conversation with prospects and customers.contri b ut orDr.Carmen SimonChief Science Officer Corporate VisionsCONTACT US TO LEARN MORE Corporate Visions,Inc.|1.800.360.SELL|