We are building a scalable sales team
01.02.2022 - Read in 3 min.
As of today, one of our main focuses at RST is to leverage our sales model to enable rapid scalability and growth. For this reason, we are currently in the middle of assembling a professional sales team that will be responsible for preparation and consequent implementation of the company’s strategic vision.
How do we understand it and who we are looking for?
We’re in the process of building the following structure:
Interested in working with us? Feel free to contact us, we are looking for:
or you can write to me directly at firstname.lastname@example.org.
What is our understanding of scalability in sales?
The sales process consists of two stages:
- Lead generation (inbound & outbound marketing), or in other words raising interest in our services in as many potential clients as possible.
- Individual consulting that leads to the selection of the most effective solution for the client, which in turn leads to signing a contract.
In line with the above assumptions, we are building a sales department that is made up of two distinct sections:
- Lead generation (all kinds of content, video marketing, cold mailing, SEO/SEM (inbound and outbound marketing) activities).
- The purpose of this section is to generate the highest possible number of leads that express interest in our services and forward them to our Account Managers.
- Account management – upon receiving a lead, an account manager begins to identify customer needs and prepares an individually crafted offer. The goal is to sign the contract.
Sounds logical. Where is the scalable sales model?
Most of the companies I have spoken to believe that increasing sales always involves hiring more salespeople. This approach, although logical, is not as effective in reality.
Consider a situation where:
- Account 1:
- Generates 50 contacts in the first week, and in the second week signs 3 contracts
- Account 2:
- Generates 10 contacts in the first week, and in the second week signs 2 contracts
- Account 3:
- Generates 30 contacts in the first week, and in the second week signs 12 contracts
Based on the above data, can the company expect an increase in sales after employing a fourth Account Manager? The answer is: No.
This won’t work, because we are never able to only hire people who have the exact same expertise across prospecting, consulting and selling.
More likely, a seller who is good at closing sales will not be very effective in marketing and prospecting, and vice versa.
What makes it much easier to scale and evaluate the work of Account Managers is to look at the number of prospects received against the number of contracts signed.
|Account 1||Account 2||Account 3||Account 4|
|Number of prospects received:||200||200||200||200|
|Number of contracts signed:||2||10||12||14|
The primary focus when building the sales department should be on leveraging opportunities and having relevant processes in place that allow you to scale the number of prospects.
Therefore, in our company, an Account Manager shouldn’t prospect. Instead, they should receive, from the inbound and outbound activities, a number of cherry-picked leads that have already expressed their willingness to cooperate.
This provides an Account Manager with significantly more time to individually cater to each of our clients, so the quality of the service, needs discovery and selection of the right tools is always of a world-class standard.