Then, they start going after those prospects. They run a list based on basic factors like demographic information, industry size, and the number of locations. Gathering intent data - including behavioral signals like engaged product research or outreach - can help you move in that direction, so you can gain clearer insight into who’s ready what you have to offer.Ī lot of people take their ideal customer profile (ICP) - or buyer persona - for granted. This way, when they’re ready to make a purchase, you’re at the top of their minds for consideration. You need to pursue your active buyers and nurture everyone else in the meantime. Put another way: Who are the buyers who genuinely need your product right now? You also have to be quick to identify the right sales opportunities. For example, you might place a new hire in a specific territory because of the influence and connections they have there. You can use that information to match a new recruit to the right role. Checking out a potential candidate’s LinkedIn profile will show you valuable insights, like where their network is concentrated, for example. You may also want to consider hiring people based on their network. Would they be better suited in channel sales versus direct sales? Do they prefer coaching or prefer to lead their own self-improvement? By analyzing performance data, you can make informed decisions about where people are best suited. By reviewing conversations flagged by AI tools, for example, you can determine if a particular rep would be a better fit for another role based on their performance. If you find that there are people in the wrong seats, it’s your job to reassign them to meet your goals.īeyond the standard DISC or Myers-Briggs assessments, there are other tools that can help you figure out if a rep is in the right role on your team. Put the right people in the right placesĭo you have the right people in the right seats to support the structures you’ve set up? As you’re mapping out your 12- to 24-month business plan, assess your sales team to see if they have the skills, mentality, and coachability to support your vision. Creating frameworks that support everyone in your organization and utilize their skills sets them up for success and keeps your organization functioning even when business changes roll out. On the flip side, Millennials and Gen Zers generally thrive on structure. Although Gen Xers tend to dislike imposed structures, they typically excel at building them. This can come down to considering how different generations prefer to work. Testing your messaging with trusted customers first can give you a better idea of how it might do with less familiar audiences, so you can move forward with confidence.įinally, think about creating frameworks that support all members of your sales team.

You can also use these customers as a sounding board instead of sending something out blind to your whole customer base. Consider setting up a customer advisory board, so you can ask them what’s working and what’s not, what they like and don’t like, and what they’re seeing in the market right now.

Do they work? Why or why not? Use a repetitive approach that lets you continuously learn and improve.Īnother way to build agility is to ask for feedback from your customers on a regular basis. Keep testing your messaging, questions, and objection-handling techniques. When teams aren’t afraid to fail and seek to learn from experiences, they can become more agile. With 82% of sales reps saying they’ve had to quickly adapt to new ways of selling amid global challenges, agility is one of the biggest competitive advantages a company can have. Create agile frameworks for your organization

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