B2B Sales Training for Remote Teams – Strategies that Actually Work

B2b Sales training for remote teams - Top Question FRom Google

What is B2B Sales Training?

B2B sales training is a system that teaches your sales representatives how to sell to other businesses. It addresses the whole gamut of prospecting, pipeline maintenance, negotiation, and closing skills, but adapted to the longer and more complex sales cycles.

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Introduction to B2B Sales Training for Remote Teams - Strategies that Actually Work

Training a sales team is always a challenge, and the complexity increases significantly when that team is working remotely. Remote training presents a unique set of challenges, including coordinating across time zones, managing connectivity issues, and navigating virtual role-plays.

Despite these challenges, remote work is clearly here to stay. According to a 2024 HubSpot report, over 60% of B2B sales professionals now work either fully remotely or in hybrid roles, a trend that shows no signs of slowing.

The encouraging news is that, with the right structure, remote sales training can be just as effective, and in some cases even more effective than traditional in-person sessions. The key lies in rethinking delivery methods and adapting to the realities of distributed teams.

This guide outlines actionable strategies that help remote B2B sales teams learn, stay connected, and, most importantly, perform at their best.

The Unique Challenges of Training Remote Sales Teams

Training your remote sales teams comes with a host of challenges. Here are some of the most difficult ones that you just can’t ignore:

Scattered schedules and time zones

Not everyone is online at the same time, and trying to find a training slot that works for everyone on your team can feel impossible. Flexibility becomes essential in this situation.

Lack of Face Time

You can’t rely on hallway chats or quick desk visits to course-correct someone or clarify something they missed. Everything needs to be more intentional when you are dealing with a remote team.

MOTIVATION CAN DIP

Without the buzz of an office, your remote reps can feel isolated. It’s easy to fall into a rut if there’s no energy or momentum. This can be an even bigger challenge if your team is spread across time zones.

PROCESS INCONSISTENCY

If your reps are remote and training isn’t structured, you’ll end up with everyone doing their own thing, which usually means misalignment and dropped deals. The absolute last thing your bottom line needs.

Ultimately, B2B sales training for remote teams requires more than video conferencing and shared documents. It demands a deliberate approach, one that blends structure, interaction, and a strong sense of human connection.

The Core Ingredients of Great Remote Sales Training

Effective remote B2B sales training is designed with impact in mind. Below are the core components that ensure your program prepares sales reps for the challenges of selling in a virtual-first world:

Structure

Clearly outlined schedules help reduce uncertainty and improve attendance. Combining live sessions, self-paced modules, and periodic check-ins provides both consistency and flexibility. However, over-scheduling can reduce effectiveness, so it’s important to strike a balance that keeps engagement high.

Interactive approach

Passive learning rarely delivers results. Incorporating breakout discussions, live Q&A sessions, polls, and virtual roleplays helps reinforce material and keeps learners engaged. Interaction encourages the practical application of skills rather than mere knowledge retention.

The Right Tools

Organizations do not need expensive training platforms to succeed. Many effective programs begin with tools already in use:

Zoom or Teams for real-time training
Loom or Vidyard for asynchronous coaching
Notion or Google Docs for playbooks
CRM systems for deal reviews
Slack channels for team engagement and knowledge sharing

The goal is to enable learning and collaboration using accessible, familiar platforms.

Reinforcement

Retention requires repetition. Regular knowledge checks, quizzes, and review sessions help remote learners internalize information over time. Microlearning, short, focused learning sessions, can be particularly effective in this environment.

Tracking progress

In remote settings, informal progress checks are not always possible. Weekly one-on-one meetings offer a structured way to review pipelines, provide feedback, and reinforce key skills. Managers should use these touchpoints to maintain accountability and guide development.

At Klozers, we’ve seen how adopting a process-first mindset helps remote teams stay aligned, motivated, and consistent, even when spread across continents.

5 Steps to Deliver Effective Remote B2B Sales Training

Training effectiveness is driven by thoughtful design and consistent execution. Here are five practical steps to help build or improve your remote sales training program:

1. Audit Existing Processes

2. Set a Clear Training Rhythm

Establish a cadence that blends structure and flexibility:

Weekly live training sessions or drills
On-demand learning through video content or an LMS
Peer learning via group discussions or breakout sessions
Scheduled office hours for open Q&A

Consistency builds habits. When reps know what to expect, they’re more likely to participate fully.

3. Blend Coaching Formats

Variety enhances engagement. Combine:

Manager-led feedback sessions
Peer-to-peer coaching
Self-assessment through recorded call reviews
Strategic debriefs based on actual deals

This multifaceted approach helps avoid fatigue and promotes deeper learning.

4. Integrate Metrics into the Conversation

In addition to tracking activity levels, monitor performance indicators such as:

Time to first deal
Call-to-meeting conversion rates
Self-reported confidence levels (via surveys)
Adherence to the sales process

When reps understand what success looks like and where they stand, improvement becomes more tangible.

5. Iterate Based on Feedback

Effective training programs evolve over time. Use short surveys, one-on-one meetings, or informal discussions to gather feedback. Adjust formats, timing, or content delivery based on what the team finds most helpful.

Organizations working with partners like Klozers often rely on practical frameworks, lightweight checklists, and CRM integrations to streamline training, without adding unnecessary complexity.

What Actually Works in Real-World Remote Sales Training?

Remote training success depends on human-centered strategies that support learning and connection. Here are a few proven approaches that work well with distributed sales teams:

Create a virtual buddy system

Pair new hires with experienced team members for informal coaching, guidance, and peer support. These check-ins, even once a week, provide a valuable sense of connection and continuity.

Share real-world call recordings

Capture and share recordings from high-performing reps (with consent) to demonstrate effective techniques. Annotated examples can be compiled into a library for continuous reference and learning.

Prioritize human interaction

Begin sessions with short personal check-ins. Celebrate milestones. Use humor and positive reinforcement. A human-first approach prevents virtual training from feeling impersonal or overly scripted.

Blend live and on-demand formats

Foundational concepts can be delivered asynchronously, while live sessions are best used for practice and discussion. This hybrid model offers flexibility while maintaining group cohesion.

Use visuals and plan breaks

Breaking sessions into shorter segments (15–20 minutes) and incorporating visuals such as diagrams or virtual whiteboards increases engagement. Scheduled breaks also help combat virtual fatigue.

Introduce gamification

Gamified learning adds motivation and a sense of achievement. Offer small rewards for completed modules or successful application of new skills. Even simple scoreboards or team-based challenges can enhance participation.

Train smarter, not harder

Remote work isn’t going anywhere, and neither are the challenges that come with it. But with the right approach, your B2B sales training can still be personal, impactful, and process-driven.

Start small and build a rhythm, and don’t forget to keep things interactive. And most importantly, listen to your reps. The best training programs evolve with your team.

There’s plenty of support out there to help, whether it’s tools, playbooks, or coaching systems. A lot of successful teams (including many who work with Klozers) are using these strategies to build high-performing, remote-ready sales forces.

So give it a go, experiment, and iterate. Remember that training is a conversation, and one your reps should want to be part of.

ACTIONABLE TIP

Build a Training Rhythm That Blends Structure with Flexibility

One of the biggest mistakes in remote sales training is overloading reps with content or relying too heavily on one format (e.g. endless Zoom calls). Instead, create a consistent training rhythm that balances predictability with adaptability, so your team knows what to expect, but still has room to learn on their own terms.

Start by setting a weekly cadence:

One live session per week (30–60 mins) focused on a single core skill like objection handling, qualification, or negotiation.
Supplement that with on-demand video content, broken into 5–10 minute segments, that reps can revisit as needed.
Use asynchronous tools like Loom to record mini-coaching moments or provide feedback on call reviews, especially helpful for reps in different time zones.
Carve out “open office hours” each week for informal Q&A or group coaching drop-ins. It keeps the door open without crowding calendars.

This approach does three things: it builds accountability, makes learning habitual, and respects that not all reps learn the same way. With consistency and variety, you’re not just running training: you’re building a culture of continuous development that works, even remotely.

Sales Training for Manufacturing: How to Drive Growth in a Competitive Industry

by Iain Swanston

Sales Training for Manufacturing - Top Question FRom Google

What should manufacturing sales training include?

Whilst every manufacturing company is different the core components of effective training for manufacturing sales teams should include the following:

A system to give sales teams a structured approach for managing sales cycles and buying processes.
Resources that teach teams to build customer relationships that earn trust and offer long-term value.
Education on technical product details for improved confidence and sales performance.
Training to ensure teams understand the value of effective communication and can credibly handle technical objections.
Lessons in interpersonal and organisational skills to better manage the high level of detail and coordination involved in manufacturing sales.
Training on how to use digital tools to streamline sales processes.
Systems to train teams on how to track results and continuously improve their performance.

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Why is Sales Training Important for Manufacturing Teams?

Manufacturing sales teams work in an environment where both technical knowledge of complex products and relationship building are critical for success. This, combined with the long sales cycles and consultative nature of selling in the manufacturing industry, requires your teams to be highly trained in multiple areas.

Here are some of the benefits of sales training for manufacturing teams:

Increased Sales Performance

Sales training delivers an average ROI of 353%. Trained salespeople close more deals because they know how to handle the complex buying process that your customers go through. Teams that are properly trained also find better prospects and focus on deals they can realistically win.

Sales training helps teams present products in simple terms that resonate with potential buyers. Manufacturing products can be technical, but clients still need to clearly understand what they’re buying. When sales teams know how to explain things clearly, they move deals forward faster and answer technical questions with confidence.

Better Customer Experience

Your customers want to work with salespeople who understand their business challenges. This is because they often make big purchases that affect their operations for years, so they need salespeople they can trust.

Training can help sales teams become trusted advisors – something perceived as more valuable by your customers.

Well-trained salespeople listen better and ask the right questions to find out what customers really need. They understand your industry terms and know about important compliance requirements. This level of expertise can help customers feel more confident about making purchasing decisions.

Increased Revenue and Profitability

Companies with quality sales training may see shorter deal cycles and larger contract value, which can directly increase profits. Trained sales teams know how to explain the real value your products deliver and why they’re worth paying more for.

When sales teams deeply understand all the products your company offers, they can suggest additional solutions that help customers solve more problems. This means more potential revenue from each customer relationship.

Better Alignment Between Sales, Marketing, and Technical Teams

Tailored training helps different departments work together better. Sales teams learn how to use marketing materials effectively and when to bring in technical specialists. This creates smoother customer experiences and reduces internal friction.

Competitive Edge and Market Positioning

Companies that invest in sales training can differentiate themselves from competitors and position their sales force as customer-focused experts. In manufacturing, customers often choose suppliers based on how much they trust the sales team. Training helps salespeople stand out from competitors who don’t invest in their teams.

Trained sales teams also adapt faster when markets change or new products launch. They can educate customers about new technologies and trends, which can position your company as an industry leader.

What Should Sales Training for Manufacturing Include?

Over 83% of Klozers training is bespoke training and whilst every company and industry is different, their are common ingredients to every manufacturers training programme.

The best training programs combine the following core components:

Sales Process and Strategy

Manufacturing sales typically take longer than other types of sales because there are more people involved in buying decisions. Training should teach salespeople how to manage these long processes and stay organized. Sales teams must know how to identify everyone who has a say in purchasing decisions and how to work with each person.

A comprehensive training program covers how to qualify prospects properly in manufacturing. Salespeople should know if prospects have the budget, authority to buy, and real need for products. They should also be trained on how to find and prioritise their time on the best sales opportunities.

Customer Relationship Building

Manufacturing customers prefer to work with salespeople who truly understand their business. Training should focus on building real relationships with technical buyers, plant managers, and purchasing departments.

Training can position your sales teams as helpful advisors for customers to provide genuine value based on their knowledge and expertise. This can be broken down into practical steps, such as following up with customers after a completed order and offering any additional advice. This helps build stronger relationships that may last for years.

Product Knowledge

Salespeople in manufacturing must know their products inside and out. Customers ask detailed technical questions and expect accurate answers. Training needs to cover how products work, where they fit in customer operations, and how they compare to competitors.

Sales teams should understand installation requirements, maintenance needs, and compatibility issues that affect customer decisions. They should know about the total cost of ownership because manufacturing customers look at long-term costs, not just purchase prices. When salespeople know these details like the back of their hand, they can speak to customers with confidence.

Communication and Objection Management

Manufacturing customers have specific concerns about technical performance, compatibility, and integration. Training should prepare sales teams to handle these objections with answers and supporting evidence.

Salespeople must learn how to explain technical information to different types of people. Engineers want detailed specifications, while executives want business benefits. High-quality training teaches salespeople how to adjust their communication style based on who they’re talking to.

Soft Skills

Manufacturing customers often make buying decisions based on how comfortable they feel with the salesperson. Therefore, training should develop listening skills, emotional intelligence, and professional communication that earns your customer’s trust. Technical customers still want to work with people they like and trust.

Sales teams should be trained on time management and organization because manufacturing sales involve careful attention to detail and coordination. They need to manage proposals, coordinate with internal teams, and keep track of multiple opportunities.

Quality soft skills training helps teams stay organized and professional throughout long sales processes.

Technology and Sales Tools

New technologies like AR, VR, and AI are changing how companies train their workforce, and your manufacturing sales teams have to keep up. Modern salespeople use CRM systems, proposal tools, and digital presentation technology to work more efficiently and serve customers better.

A training program for sales should include data analysis tools that help identify opportunities and track customer engagement. Sales teams should also know how to use video conferencing and mobile apps for remote selling. When teams can demonstrate products virtually, they can serve more customers effectively.

Measurement and Improvement

Sales training programs should cover key metrics that matter in manufacturing sales. This includes how long deals take to close, average deal size, and customer retention rates. When salespeople understand these numbers, they can track their performance and make incremental improvements.

A quality salesman training program also teaches self-assessment and goal-setting. Salespeople should know how to get feedback from customers and colleagues to find areas for improvement. Companies see better long-term results when their sales teams take ownership of their development.

Common Pitfalls to Avoid in Sales Training for Manufacturing

Understanding these common pitfalls can help your organization get better results from its training investments.

One-Size-Fits-All Approaches

Generic sales training doesn’t work well for manufacturing companies. These programs don’t consider the technical complexity of manufacturing products or the customers who buy them. Manufacturing salespeople need training that’s specific to their consultative role and gives them technical credibility.

Training has to account for different types of manufacturing customers, from small shops to large corporations. Each type has different purchasing processes and decision criteria. When training feels irrelevant to daily challenges, salespeople don’t adopt the new approaches effectively.

Lack of Follow-up and Accountability

Many companies provide initial training but don’t follow up with ongoing support. Salespeople need continued coaching to apply new skills in real customer situations. Without follow-up, training investments may fail to deliver lasting results.

Effective programs need regular sales performance coaching sessions, peer learning opportunities, and management support. Sales teams benefit from continued practice and feedback on their progress.

Underestimating Cultural Differences

Companies with international operations often overlook cultural considerations in training programs. Sales approaches that work in one region may not work in different cultural contexts.

Global companies need training that acknowledges different relationship-building approaches and communication styles across markets. Local management should help adapt training content to ensure cultural relevance while maintaining consistent company standards.

The Role of Continuous Training & Mentorship

Manufacturing companies that invest in comprehensive sales training set themselves up for long-term growth and a competitive advantage. Considering the technical nature of manufacturing sales, teams must have specialized knowledge and relationship-building skills that only focused training can develop.

Companies see real improvements in sales performance, customer satisfaction, and revenue when they commit to training their teams.

Sales training for manufacturing is an investment, not just a business expense. Manufacturing companies can develop their teams faster and achieve better results by working with experienced training partners. Bespoke sales training programs can provide the specialized expertise to improve your sales performance.

ACTIONABLE TIP

Here’s one actionable tip that any reader can implement immediately to improve their SDR coaching:

Implement a “Win of the Week” Showcase

Start a weekly tradition where you highlight one SDR’s exceptional performance or breakthrough moment. This simple yet effective practice can:

Boost morale and motivation across the team
Provide concrete examples of successful strategies
Foster a culture of continuous improvement and healthy competition

Here’s how to do it:

Set aside 10 minutes at the end of your weekly team meeting
Ask SDRs to submit their best call, email, behavioural change, or outcome from the week
Review submissions and select one that demonstrates a valuable skill or technique
During the meeting, play the call recording or display the email
Have the featured SDR explain their approach and thought process
Open the floor for brief Q&A and positive feedback from teammates

This practice not only recognizes individual achievements but also serves as a real-time, peer-to-peer coaching opportunity. It allows SDRs to learn from each other’s successes and immediately apply new techniques to their own work.

By implementing this “Win of the Week” showcase, you’ll create a positive, learning-focused environment that can significantly enhance your SDR coaching efforts with minimal time investment.

Customer Centric Selling – Proven Strategies to Win More Deals

by Iain Swanston

Customer Centric Selling vs Product/Service based selling

Your company has spent all it’s time and energy creating your product and service. You’ve trained your salespeople on the product and they know all the features and benefits. Now you want your reps to go out and sell.

Unfortunately life, or rather sales is never that simple.

B2B sales have shifted. Customers and prospects have newer expectations and demands. They want to be at the heart of your sales and business strategy, but they are not interested in your product or service.

What customers are more interested in than anything else, are outcomes.

They need value propositions that are tailored to their world, their industry, their business, their circumstances and their people.

They want to feel like every recommendation, pitch, demonstration, outreach, email, content, incentive, and interaction with your brand across all channels was specifically created for them.

Gone are the days of a one-size-fits-all sales funnel approach. To remain competitive, you must adapt your sales strategy and architecture to the current realities of B2B sales.

In this article, we explore strategies you can adopt to put customers at the heart of your sales drive, and win more B2B deals.

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What is customer centric selling?

Unlike traditional selling, customer centric selling is a sales model that refocuses your resources, processes, talents, technology, and company culture to address customer needs in a way that builds trust and creates long-term relationships.

In B2B sales, this simply means taking time to understand your customers’ or prospects’ needs and pain points, their buying intent, and what they want to achieve, and then using this information to funnel customers through their unique journey.

B2B sales are complex, often involving multiple stakeholders within a company and requiring a higher degree of certainty.

Customer-centric selling helps reduce this complexity by ensuring all interactions across all touchpoints provide useful information and help the customer feel confident in their decision.

Strategies for Adopting a Customer Centric Approach

Adopting a customer-centric selling approach is not a quick fix, but a strategic overhaul that requires planning, resource allocation, discipline, and long-term thinking.

Here are some strategies you can adopt:

1. Build a truly omnichannel strategy

According to Gartner, B2B buyers make 68% of their purchases via digital commerce.

That said, creating an omnichannel strategy is beyond creating digital touchpoints. The modern B2B buyer is dynamic, moving freely across multiple platforms or channels. The buyer journey follows a nonlinear path.

A true omnichannel strategy is more about consistency of value and customer experience, irrespective of where customers interact with you.

So, for example, a customer may speak with a chatbot on your website, then click through an email campaign, and subsequently call your sales line. Your sales agent should be able to view the customer’s interactions across all channels, recognize who they are, and understand their progress through the journey.

For this to happen, you’re not only present on the channels your target audience uses, but all these channels are also connected. Tools like Zendesk Sell, Hubspot, and Salesforce can help in this regard.

2. Refine the sales process with customer intent

Treating all prospects the same is a fatal mistake many sales teams make. Forget your sales process and meet the buyer where they are in their buying process.

Prospects who have gone through what we call the “recognition of needs” phase and are in buyer research mode don’t want your rep to ask a million pain based questions. In buyer research mode they want to know about the solution and your delivery.

Two prospects may perform similar actions, such as clicking on a webinar banner on your website, but have different intentions.

Prospect A may require additional information to compare your product or brand with others on their shortlist.

On the other hand, Prospect B might be in the early stages of exploring different products and is primarily seeking general industry insights related to the webinar topic, without an immediate intent to buy.

Prospect A is further along and may be more qualified for a demo invite than Prospect B. Prospect A can also be funneled to one of your top closers, while Prospect B is nurtured and kept warm by a sales development representative.

Intent tracking software, such as Clearbit and 6Sense, can help you see the pages someone has visited, which can make it easier to understand their needs and what they want to achieve.

Based on these varied intents, you can then map out various tools, content, and next steps for each stage of the buyer’s journey. This customer-centric approach is all about providing next steps that are helpful and nudge the prospects further along on their buyer journey.

For example:

The next step for someone, such as Prospect B from above, who is in the awareness stage and has read a blog post, may be to invite them to a thought leadership webinar.
Content about case studies and tool comparison may be more apt for someone like Prospect B, who may already have a list of tools they’re considering.
Funneling serious prospects to sales specialists who can conduct a personalized product demo and highlight various pricing models.

When it comes to funneling prospects to sales agents, it’s important to remember that specialists rule.

For example, a prospect interested in using your cybersecurity tool for a hospital should be routed to a sales agent who specializes in healthcare compliance and cybersecurity rather than a generalist.

The former will understand the prospect’s unique challenges better and can provide tailored guidance, which is the essence of customer-centric selling.

3. Harness your data for smarter targeting

One of the core tenets of the customer-centric selling methodology is ensuring alignment with prospects and customers from the get-go. Better-qualified leads equal reduced waste time and higher conversion rates.

The sales process becomes easier for you and the buying process less confusing for prospects if the latter are a good fit and can benefit from your services and products.

This involves combining different types of data from your existing customers to create a profile of your ideal, high-intent prospect. Examples of data points you may combine from your existing successful customer base include:

Firmographic data: Company and revenue size, industry, and HQ location
Current tech stack
Behavioral data: How they behave when they visit your website, the type of emails they open, and how they interact with free tools
Intent data: keywords that bring them to your website

You can then leverage predictive analytics to identify what your best customers have in common and use that insight to find new leads that fit the same profile.

If a segment of successful customers typically downloads a particular white paper and then follows up by attending a webinar, then you know to prioritize prospects showing similar behavior.

4. Build a rep-free sales experience

According to Gartner, 75% of B2B buyers say they prefer a rep-free sales experience. Any customer-centric sales strategy must take this shift into account.

This is borne out of being skeptical of salespeople and wanting more control of their own buying decisions without feeling compelled.

So what does a rep-free sales experience look like? In simple terms, it’s B2B decision makers not wanting sales reps buzzing in their ears every step of the way. They want some [perceived] autonomy about the type of content they consume, and where and when that happens.

To achieve this customer-centric strategy, you must frame and affirm value aligned to buyer objectives and outcomes across your digital touchpoints. This includes the following:

Sales leaders must instill a culture that prioritizes customers over deals.
Clear and concise content that prioritizes buyer needs over product features. Empower prospects by creating a rich content library of whitepapers, case studies, industry reports, FAQs, detailed product sheets, and video tutorials.
Data or reports, particularly from third parties, that can help with competitor comparisons.
Intuitive digital experiences with little to no learning curve. For example, if you create a free tool, the tool should be easily accessible and easy to use.
Creating tools like self-assessment forms, pricing calculators, and ROI calculators to estimate the impact of your services or product on their organization.
Facilitating tailored recommendations based on their input and unique criteria, like the self-assessment tool we mentioned above. This increases buyer confidence, knowing the solutions they’re getting can meet their needs.
Providing clear, personalized calls to action to help make their next steps.

5. Strengthen your customer-centric core with quality salespeople

The importance of quality sales agents cannot be overstated. Building a team of quality sales agents who understand the sales cycle and the need for putting the customers at the heart of it is a big part of customer centric selling.

This translates to a 360 transformation in how you recruit, onboard, train, and continually incentivize salespeople.

In terms of recruitment, you need more than deal hunters. You need sales agents with qualities such as active listening, empathy, intellectual curiosity, critical thinking, and a genuine desire to help your customers solve problems.

After bringing them in, the learning should never stop. It’s essential to provide access to best-in-class courses and coaching to maintain a high level of consistent performance.

To this end, partner with excellent sales training experts, such as Klozers. Klozers offers specialized sales training and bespoke coaching, including one-to-one sessions for your high-potential reps or sales managers, as well as one-to-many sessions for team-wide skill development.

6. Provide unique post-purchase services and care

A customer-centric sales methodology advocates for building long-term relationships and not treating the actual sales as a finish line, but a checkpoint on a much farther journey.

This has led to many forward-thinking organizations adopting a strategic framework called RevOps. This framework “brings together all revenue-related activities in an organization, aligning the marketing department, sales, customer success, and finance under one umbrella to help drive business growth.”

What does this look like?

Straightforward and seamless onboarding.
Post-purchase success check-in.
Continuous listening to be able to meet emerging needs and opportunities for cross-selling and building stronger relationships.
Ongoing education to help extract maximum value from your products and services.
Show customers you’re listening by running surveys and hosting townhalls.
Delivering priority customer support as promised.

Importance of customer-centric selling for your business

Customer-centric selling can be an excellent option for your organization in many ways, including:

Higher close rates and shorter sales cycles because your messaging provides value and meets the prospect’s needs.
Increased deal size and lifetime value. Actively listening to their needs and pain points during every sales conversation can uncover opportunities for expanded services or additional solutions.
More loyal customers as a result of solving their problems and reducing churn, because you continue to listen and serve them after the sale.
Drives increased referrals. Satisfied customers will tell others.
Enhanced brand reputation. Customer-centric selling gives you a competitive advantage that positions you as a strategic partner, not just a vendor.
Builds long-lasting relationships that lead to repeated sales.

Takeaway: Put the buyer at the centre with the best customer-centric sales methodology

If there’s anything you take away from this article, it should be the need to adopt customer-centric selling as a strategic move for survival and dominance in a crowded B2B space.

The era of relying solely on basic, traditional sales techniques is over. It’s time to lead with empathy and deliver consistent, timely, relevant, and trusted value across all your channels.

We dissected how, discussing strategies such as smarter prospecting, seamless rep-free experience, nurturing customer relationships far beyond the initial sale, hiring and training world-class sales professionals, and more.

Adopting these strategies will shorten sales cycles, boost conversion rates, and help build relationships that turn buyers into long-term partners.

If you’re looking for a strategic partner in the area of consultative selling, sales training, and coaching, and AI skills for salespeople, look no further than Klozers.

At Klozers, we help B2B sales teams implement proven customer-centric strategies that drive measurable results, including coaching, sales enablement, and more.

Are you ready to modernize your sales strategy? Book a free consultation with Klozers today.

ACTIONABLE TIP

Here’s one actionable tip that any reader can implement immediately to get started with Customer Centric Selling:

Implement “Call Reviews”

Start reviewing your teams sales calls.

For inbound calls this is easy as you can use any of the new AI Tools like Fathom.video
For outbound it’s more diffidult but you can look at the call notes and ask your sales rep questions when they return to the office.

Here’s what you’re looking for:

This follows the principal of meeting the buyer where they are in the buying process.

Inbound calls – 20 percent of the conversation should be confirming the Pain, the Business and Financial impact those pains are creating. The remaining 80% of the conversation should be focussed on the solution and outcomes.
For outbound – 80% of the conversation should be on their Pain and the root cause of it, with the remaining 20% of the sales conversation focussed on the solution.

By “flipping” the conversation and forgetting your sales process, your salespeople will be meeting the buyer where they are in the buying process. By implementing these “Call Reviews”, you’ll create a positive, customer-focused sales calls that can significantly enhance your sales approach with minimal time investment.

PS: Did you notice – no where above do we mention the product or service?

Sales Training ROI Calculator – Free Online Calculator

by Iain Swanston

Sales Training ROI: A Game-Changer for B2B Success

Every senior executive asks me what the ROI of one of our sales training programmes before signing off. Whilst there will always be 101 different variables to this, meaning no one can give them a definitive answer, we developed our own calculator based on previous client projects. Our free online calculator allows you to plug-in some key sales metrics from your business and then gives you a good indication of the potential results you can expect.

The calculator does NOT include every possible metric as from testing we found the more metrics we added, the fewer fields’ users completed, thus rendering the calculator worthless.

The calculator does include the most important fields in our opinion, and we’ve included an explanation on each metric below.

While most sales leaders intuitively understand the importance of developing their teams, quantifying the return on investment (ROI) from sales training programmes remains challenging. Our new Sales Training ROI Calculator helps decision-makers clearly demonstrate the financial impact of their sales training investments.

Maximizing the return on every investment is crucial. That’s why understanding and leveraging your sales training ROI isn’t just smart – it’s essential. Please use the calculator and if possible, please leave us feedback on how we can improve future versions.

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Join our thriving community of B2B Sales professionals & leaders for free training and support.

Why Measuring Sales Training ROI Matters

Sales training represents a significant investment for organisations of all sizes. Beyond the direct costs of training programmes, companies must consider time away from selling activities, potential disruption to existing processes, and the implementation phase following training. Without a clear method to measure returns, it’s difficult to justify these investments to stakeholders or compare different training options.

A comprehensive ROI analysis helps:

– Justify training budgets to senior leadership and finance teams

– Compare different training providers and methodologies

– Identify which aspects of training deliver the greatest returns

– Fine-tune future training investments for maximum impact

– Demonstrate the strategic value of the sales function

How to Calculate Sales Training ROI

To accurately calculate the ROI of sales training investments, you need to consider multiple performance indicators that training can influence. In no particular order our calculator uses:

Conversion Rate Improvements

Conversion rates vary from one industry to another and the metrics used such as MQL and SQL have varying definitions. There is no doubt however, that quality sales training typically leads to higher conversion rates as sales professionals learn to qualify leads better, handle objections more effectively, and guide prospects through the buying journey. Even a modest improvement of 10-15% in a sales reps conversion rates can dramatically impact revenue.

Average Deal Size Increases

Well-trained sales teams develop the confidence and skills to negotiate more effectively, avoid unnecessary discounting, and uncover additional needs that lead to larger deals. Training often helps salespeople move from transactional selling to value-based approaches that support premium pricing. Our Consultative Selling and Solution Selling courses are good examples of this.

Sales Cycle Reduction

A recent survey concluded that Buyers are taking 55% longer to make purchases. Training that focuses on sales process efficiency and effective questioning techniques frequently shortens the sales cycle. When reps can progress opportunities more quickly, they can handle more deals in the same time period, improving overall productivity.

Staff Turnover Reduction

According to a study conducted by LinkedIn,94% of employees would stay longer with an employer who invested in their learning and development. Companies that encourage learning have up to 50% better employee engagement and retention. Only 20% of employees feel engaged at work. Quality training and development opportunities significantly impact employee engagement and retention. Considering that the cost of replacing a sales representative can range from 50-150% of their annual salary, reducing turnover delivers substantial financial benefits.

Introducing Our Sales Training ROI Calculator

We’ve developed a comprehensive calculator that accounts for all these factors and more. Unlike simplistic ROI tools, our calculator:

– Factors in both direct and indirect costs of training

– Considers opportunity costs during the training period

– Projects benefits over multiple years

– Accounts for staff retention improvements

– Calculates payback periods and percentage returns

Klozers ROI Calculator

Klozers B2B Sales Training ROI Calculator

Calculate the potential return on investment for your sales training program

Note: Fields with asterisk (*) are required. Others have sensible defaults if left blank.

Current Sales Performance

Annual Revenue *

Number of Sales Representatives *

Average Deal Size *

Current Conversion Rate

Average Sales Cycle Length (days)

Sales Team Metrics

Sales Staff Turnover Rate (percentage of sales staff that leave annually)

Cost of Hiring/Onboarding a New Rep

Average Ramp-up Time for New Hires (months)

Average Annual Salary per Sales Rep

Training Investment

Cost of Klozers Training Program *

Training Duration (days)

Estimated Opportunity Cost During Training

Expected Improvements

Expected Increase in Conversion Rate

Expected Increase in Average Deal Size

Expected Reduction in Sales Cycle

Expected Reduction in Staff Turnover

Your ROI Results

Based on your inputs, here's the potential return on your sales training investment:

0% ROI | Payback Period: 0 months

Financial Benefits (Year 1)

Revenue from Improved Conversion: £0

Revenue from Larger Deal Sizes: £0

Savings from Reduced Sales Cycle: £0

Savings from Reduced Turnover: £0

Total Benefits: £0

Investment Breakdown

Training Program Cost: £0

Opportunity Cost During Training: £0

Total Investment: £0

Net Benefit (Year 1): £0

Long-Term Impact

Year 1 Cumulative Benefits: £0

Year 2 Cumulative Benefits: £0

Year 3 Cumulative Benefits: £0

3-Year ROI: 0%

Performance Metrics Improvement

New Conversion Rate: 0%

New Average Deal Size: £0

New Sales Cycle Length: 0 days

New Staff Turnover Rate: 0%

Additional Deals per Year: 0

Note: This calculator provides an estimate based on the information provided and industry averages. Actual results may vary. The ROI calculation assumes benefits continue at the same rate in Years 2 and 3 without additional training costs.

How Our Calculator Works

The calculator uses a sophisticated model that accounts for:

Current Performance Metrics – Your baseline conversion rates, deal sizes, and sales cycles
Sales Team Information – Team size, turnover rates, and hiring costs
Training Investment – Direct costs and time investments
Expected Improvements – Industry benchmark improvement rates across key metrics

After processing these inputs, the calculator provides a detailed breakdown of:

– First-year financial benefits

– Net ROI percentage

– Payback period in months

– Three-year cumulative benefits

– Performance metric improvements

Real-World Example: The Impact of Sales Training

Consider a mid-sized technology company with:

– 20 salespeople

– £10 million annual revenue

– 15% average conversion rate

– £25,000 average deal size

– 75-day average sales cycle

– 25% annual staff turnover

After investing £30,000 in a comprehensive sales training programme, their expected improvements include:

– 15% increase in conversion rate

– 10% increase in average deal size

– 20% reduction in sales cycle length

– 25% reduction in staff turnover

Using our ROI calculator, this company would see:

– First-year net benefit: £415,000

– ROI percentage: 1,383%

– Payback period: less than 1 month

– Three-year cumulative benefit: £1,245,000

Beyond the Numbers: Qualitative Benefits

While our calculator focuses on quantifiable metrics, quality sales training delivers numerous benefits that aren’t easily measured but significantly impact long-term success:

– Improved customer relationships and satisfaction

– Enhanced company reputation and brand perception

– Knowledge sharing and collaboration among team members

– Greater adaptability to market changes

– Increased confidence and job satisfaction

Beyond the Numbers: The Ripple Effect of Effective Sales Training

While ROI calculations provide concrete data, the benefits of sales training extend far beyond mere numbers.

Improved customer relationships (CSAT scores), enhanced team morale, and increased employee retention are just a few of the intangible rewards that can significantly impact your bottom line.

Harnessing AI & Technology to Boost Training Effectiveness

In today’s digital age, leveraging the right tools can significantly enhance your sales training ROI. From AI-powered learning platforms to virtual reality simulations, technology offers innovative ways to make training more engaging and effective.

As an example, Klozers have invested heavily in AI Learning Design to create truly bespoke sales training programmes based on the exact needs of your people and your business.

Cultivating a Culture of Continuous Learning

If you’ve spoke to us before you’ll know we are equally passionate about results than training. Our unique approach to run training projects from a change management perspective rather than a learning perspective is unique within our industry.

Behavioural change in B2B sales doesn’t just come from a training workshop. It comes from winning hearts and minds and created long term support for said changes.

The most successful sales teams aren’t just well-trained – they’re passionate about ongoing improvement. Ask your Klozers partner to discuss strategies for fostering a culture of learning that amplifies your training ROI and drives sustained performance gains.

Next Steps

Investing in sales training without measuring the returns is no longer acceptable. Our Sales Training ROI Calculator provides the clarity and insights needed to make informed decisions about sales training investments.

Whether you’re considering your first formal sales training programme or evaluating options to upgrade your current training approach, understanding the potential ROI helps ensure you allocate resources effectively for maximum impact on your bottom line.

Looking for expert sales training that delivers measurable ROI? Klozers specialises in results-driven B2B sales training with proven returns. Contact us today to discuss how we can help transform your teams sales performance.

ACTIONABLE TIP

Maximizing Impact: Best Practices for Sales Training ROI

Here’s what we tell every customer: To ensure you get the most value from our engagement, consider these proven strategies:

Secure leadership buy-in – Active support from leadership dramatically improves implementation and adoption.
Set clear, measurable learning objectives before training begins
Align training content with your specific business goals and sales challenges
Set up clear accountability meetings focussed on the implementation of the new strategies and techniques that participants learn in training.
Implement a robust follow-up system to reinforce learning

Implement coaching to reinforce training – Regular coaching sessions help embed new skills and behaviours.
Measure and track results – Use our calculator before and after training to measure actual versus projected results.
Choose the right training partner – Work with providers who understand your industry and can demonstrate proven results.
Regularly assess and adjust your training programs based on ROI data

Download a free copy of our document on Partnering for Sales Excellence to discover additional ideas and insights on how you can maximise your training ROI.

Need more?

Download a free copy of our document on Partnering for Sales Excellence to discover additional ideas and insights on how you can maximise your training ROI.

Mastering SDR Sales Training for SaaS

by Iain Swanston

Sales Development Representatives (SDRs) play a vital role in the sales process of every SaaS business. They are the frontline team responsible for generating potential customers, nurturing interest, and passing qualified leads to the closers (AEs). Yet, the SDRs role is often seen as both junior and entry level. The SDR role is the Champions League of selling – if you can do this role other roles in sales become much easier. However, in order to excel in this role you will need a good sales plan, determination and skills training to ensure you maximise every deal and opportunity.

Effective SDR sales training isn’t just about teaching cold-calling skills—it’s about equipping your team with the mindset, tools, and strategies they need to thrive in an increasingly competitive market.

Here’s how we design a robust SDR training programme that incorporates SaaS solutions and actionable techniques for success. Along the way, we’ll highlight actionable tips, proven methods, and real-world examples that you can use to elevate your SDR team.

Free access to our best tools and templates

Join our thriving community of B2B Sales professionals & leaders for free training and support.

SDRs Are the Backbone of Your Sales Funnel

The Foundations of Effective SDR Training

SDRs are not just secondary players—they are integral to building a high-performing sales pipeline. They identify potential customers, address early-stage questions, and qualify leads—a role critical to improving the efficiency of Account Executives (AEs) and closing sales faster.

An untrained or underprepared SDR team has consequences, from lower lead generation to poor conversion rates. By investing in their training, you not only enhance their performance but also position your business for long-term success.

But why is training SDRs particularly challenging? Because success depends on balancing technical expertise with interpersonal skills, all while navigating a fast-evolving marketplace. This makes a structured, SaaS-supported training program a game-changer.

Your SDR team can’t succeed without mastering the basics. A strong training program should cover these critical areas:

1. Understanding Your Product

Your SDRs must know your product inside and out. This goes beyond features—it’s about understanding how your solution solves specific customer pain points and delivers measurable outcomes.

Actionable Tip: Incorporate SaaS learning tools like LMS software to create interactive training modules. Gamifying product quizzes can ensure in-depth knowledge retention. Don’t have this – no worries we can give you access to ours.

2. Target Market Clarity

Every SDR must have a deep understanding of your Ideal Customer Profile (ICP)—the industries, roles, and challenges that define your target audience.

Actionable Tip: Use CRM-integrated analytics tools to identify patterns in your most successful leads and share these insights with SDRs during your training.

3. Building Rapport and Emotional Intelligence

SDRs need the interpersonal skills to build trust and establish meaningful connections, even over email or calls. Emotional intelligence training is key here.

Real-World Example: Klozers integrates soft skill development into their SaaS sales training programs to help SDRs master rapport-building techniques tailored to individual prospect personas.

Techniques for Successful Prospecting

Prospecting is the lifeblood of the SDR role, but doing it effectively requires finesse. Here’s how training programs can address this critical step:

Leverage Technology

Modern SaaS tools like Outreach and SalesLoft automate repetitive tasks, freeing SDRs to focus on personalization and tailoring their outreach.

Actionable Tip: Train SDRs to use technology not to spam but to create meaningful, research-driven touchpoints.

Master Creative Outreach

Gone are the days of boilerplate emails. SDRs need to customize each interaction based on the prospect’s needs, challenges, or industry insights.

Proven Strategy: Incorporate “tweet-length” messaging exercises in training to help SDRs craft concise, impactful messages for cold outreach.

Build Scripts with Flexibility

While scripts provide a useful structure, SDRs should learn to tailor their approach based on a prospect’s reactions.

Practical Application: Use SaaS solutions like Gong to analyze callback recordings and identify opportunities for real-time improvements.

Sales Qualification Strategies That Work

Once SDRs engage a lead, the next challenge is qualifying them. This is where strong communication and problem-solving skills come into play. SDRs must determine if the lead is worth your AE’s time—without turning away potential opportunities.

This is never an easy task as most prospects dislike being qualified so this is as much a conversation skill as a sales skill.

1. Building Rapport

At the core of effective qualification lies the ability to build trust. SDRs need to focus on active listening and asking open-ended questions.

2. Understanding Needs

Successful lead qualification means identifying not just what the prospect wants, but what they need. This means teaching SDRs to uncover underlying goals.

3. Overcoming Objections

Objection handling is inevitable—whether it’s about budget, timing, or relevance. Teach SDRs to validate concerns while confidently steering the conversation back to value.

The Role of Continuous Training & Mentorship

One-off training is insufficient for today’s fast-paced sales environment. Continuous coaching and mentorship are critical to developing, refining, and sustaining competitive SDR skills.

Insight: “We’re just like our clients—constantly learning and adapting,” says Klozers trainer Christian Haring, a leader in SaaS sales training. Our approach to incorporating OKR-based coaching ensures that SDRs have actionable objectives tied to real business outcomes.

Mentorship programs should pair SDRs with seasoned sales leaders. Real-time feedback from live calls or email replies not only boosts confidence but also fosters faster learning cycles.

Success Stories That Prove the Value of Training

Real-world examples illustrate the impact of SDR training. A Belgian based SaaS company that partnered with Klozers to integrate a continuous training model saw the following results:

50% faster lead qualification cycles

35% improvement in SDR productivity

20% higher handoff rates to AEs

Klozers bespoke AI-powered training system personalized the learning experience for each SDR, making it highly effective and scalable.

Measuring and Improving SDR Training

To ensure your SDR training delivers ROI, it’s essential to track key metrics:

Lead Qualification Rates

Outbound Response Rates

Time-to-First Conversion

SDR Productivity Per Account

AI tools like Chorus or Gong can analyze SDR performance rather than relying on subjective evaluations.

Actionable Upgrade: Invest in SaaS platforms to streamline SDR training assessments and provide actionable insights to refine your program over time.

Build a High-Performing SDR Team Today

Training SDRs shouldn’t be viewed as an expense—it’s an investment in the foundation of your sales success. With the right strategies, tools, and continuous mentoring, you can empower your SDRs to deliver exceptional results while growing professionally.

Whether you’re using SaaS solutions like Gong for analytics, employing emotional intelligence modules, or integrating Klozers’ AI-powered methods, the secret lies in consistent, thoughtful development.

Transform your SDR team into sales superstars today and gain a competitive edge in a demanding market. Looking for more guidance? Explore an SDR training course at Klozers and start Klozing the gap between your revenue streams and your revenue dreams.

ACTIONABLE TIP

Here’s one actionable tip that any reader can implement immediately to improve their SDR coaching:

Implement a “Win of the Week” Showcase

Start a weekly tradition where you highlight one SDR’s exceptional performance or breakthrough moment. This simple yet effective practice can:

Boost morale and motivation across the team
Provide concrete examples of successful strategies
Foster a culture of continuous improvement and healthy competition

Here’s how to do it:

Set aside 10 minutes at the end of your weekly team meeting
Ask SDRs to submit their best call, email, behavioural change, or outcome from the week
Review submissions and select one that demonstrates a valuable skill or technique
During the meeting, play the call recording or display the email
Have the featured SDR explain their approach and thought process
Open the floor for brief Q&A and positive feedback from teammates

By implementing this “Win of the Week” showcase, you’ll create a positive, learning-focused environment that can significantly enhance your SDR coaching efforts with minimal time investment.

Get the Best Sales Kickoff Speakers: Top Tips

by Iain Swanston

Sales kickoff Speaker - Top Question from Google

What to look for in a Sales Kickoff Speaker

Here’s the short answer:

What to Look for in a Sales Kickoff Speaker:

– Industry Expertise: Choose a speaker who understands your industry’s challenges and opportunities.
– Customization: Ensure they can tailor their presentation to your team’s unique needs.
– Real-World Experience: Opt for someone with current, hands-on sales experience.
– Engaging Presentation: Look for speakers who offer interactive elements and practical takeaways.
– Post-Event Support: Select a speaker willing to assist with strategy implementation after the event.

Hiring the right sales kickoff speaker can transform your event, motivating your sales team and driving performance. Ensure they provide customized content relevant to all team members, not just the top performers, to maximize your sales success.

Free access to our best tools and templates

Join our thriving community of B2B Sales professionals & leaders for free training and support.

1. Top Qualities to Look for in Sales Kickoff Speakers

When you’re planning a sales kick off event or sales conference, selecting the right sales speaker is crucial to ensuring the success of the event and motivating your sales team. A great sales kickoff speaker will inspire, educate, and energize sales teams, setting a positive tone for the year ahead. Here are some top qualities to look for in a sales kick off speaker:

Expertise

One of the most important qualities in a motivational speaker for a sales conference is sales expertise. A sales speaker who understand the specific challenges and opportunities within your industry can provide more relevant and actionable insights. With a keynote speaker from Klozers you get real word salespeople, ensuring they can connect with sales teams on a deeper level. Their familiarity with industry trends and best practices enables them to offer practical advice that your team can immediately apply. Each has had a successful career and want to support business professionals with personal development and sales leaders with business growth.

Customization

A one-size-fits-all approach rarely works at sales conferences and corporate events. Effective keynote speakers should be able to customize their presentations to address the unique needs and goals of your organization. At Klozers, we take the time to learn about your company, its culture, and its specific sales challenges and any relevant business trends. This customization ensures that the content is relevant and impactful, providing practical strategies that resonate with your sales team.

Real-World Experience

Real-world experience is another critical quality to look for. The best sales speaker will have a proven track record in sales and understand the realities of selling in today’s market. Klozers’ speakers bring their hands-on experience to the table, sharing personal stories and examples that make their advice more relatable and credible. This practical knowledge helps bridge the gap between theory and practice, giving your team insights they can trust and implement.

Engaging and Motivational

The ability to engage and motivate an audience is essential for any keynote speaker, but it’s especially important for sales kickoffs. You want a sales kick off speaker who can captivate your team’s attention and inspire them to achieve their goals. Our top sales keynote speakers are skilled storytellers and dynamic presenters who know how to keep an audience engaged. They use a mix of humor, storytelling, and interactive elements to create a memorable and motivating experience.

Practical Takeaways

Finally, a great sales keynote speaker provides practical takeaways that sales teams can implement immediately. Whether it’s new sales techniques, strategies for overcoming objections, or methods for building stronger customer relationships, the content should be actionable. A kick off speaker from Klozers focus on delivering tangible value, equipping sales teams with the tools and knowledge they need to succeed.

2. The Role of Sales Kickoff Speakers in Boosting Team Morale & Performance

Sales kickoff events are crucial for setting the tone and direction for the year ahead. A pivotal element of these events is the sales kickoff speaker, whose role extends far beyond delivering motivational speeches. Skilled motivational speakers can significantly enhance team morale and performance, driving your sales professionals towards greater success. Here’s how:

Motivating and Inspiring the Team

The primary role of a motivational speaker is to motivate and inspire the sales team. A well-chosen and inspiring speaker can ignite a sense of enthusiasm and commitment among team members. They use compelling stories, relatable experiences, and powerful messages to resonate with the audience, helping them see the value in their work and inspiring them to strive for excellence. By sharing success stories and practical strategies, these keynote speakers can help sales professionals visualize their own success, fostering a positive and proactive mindset.

Building Team Cohesion

Sales kickoff events are an opportunity to bring the team together and build a sense of unity. Effective speakers play a crucial role in fostering team cohesion by encouraging collaboration and camaraderie at sales conferences. They often incorporate team-building exercises and interactive elements into their presentations, which can help break down barriers and create a more collaborative environment. When team members feel connected and supported, they are more likely to work together effectively, leading to improved overall performance.

Providing Practical Insights and Strategies

While motivation is essential, practical insights and strategies are equally important. Speakers are not just motivational figures; they are also experts in their field with a wealth of real-world experience and corporate success. They provide actionable advice and practical techniques that salespeople can apply in their daily activities. This combination of inspiration and practical guidance ensures that the team is not only motivated but also equipped with the tools they need to succeed.

Enhancing Skills and Knowledge

A sales kickoff speaker can also serve as an educator, enhancing the skills and knowledge of the sales team. Through their presentations, they offer new perspectives on sales techniques, market trends, and customer engagement strategies. By introducing innovative approaches and best practices, they help the team stay ahead of the curve and continuously improve their performance. This focus on learning and development ensures that the team remains competitive and capable of meeting the evolving demands of the market.

Reinforcing Company Goals and Values

A successful sales kickoff speaker aligns their message with the company’s goals and values. By reinforcing these during their presentation, they help ensure that all team members are on the same page and working towards common objectives. This alignment is crucial for maintaining a cohesive and focused sales strategy. Our keynote speakers are adept at weaving the company’s mission, corporate culture and vision into their talks, creating a sense of purpose and direction for the team.

The role of a top sales kickoff speakers in boosting team morale at a sales conference cannot be overstated. They motivate, inspire, and educate, creating a positive and dynamic environment that drives the team towards success. Your sales kickoff event should be impactful and productive, setting your team up for a successful year. The speakers expertise, real-world experience, and ability to connect with the audience make them invaluable assets in your bid to improve sales performance.

3. Budgeting for Sales Kickoff Speakers

Organizing a sales kickoff event or annual sales meeting is a significant investment that can yield substantial returns in terms of team motivation, alignment, and performance. One of the critical components of this investment is the budget allocated for the sales keynote speaker. A top sales kickoff speaker can make a profound impact on your team, but finding the right balance between quality and cost can be challenging. Here are some ideas to help you budget effectively for sales kickoff speakers, ensuring you get the best value for your investment.

Understand Your Budget Constraints

The first step in budgeting for a sales kickoff speaker is to understand your overall budget for the event. This includes not only the speaker’s fee but also related expenses such as travel, accommodation, and any special requirements they might have. By having a clear picture of your financial constraints, you can make informed decisions and avoid overspending. It’s important to prioritize the speaker in your budget, as their impact on the event’s success is substantial.

Determine Your Objectives

Before you start looking for the perfect speaker, define what you hope to achieve with your sales kickoff event. Are you looking to inspire your team, provide specific sales training, or introduce new company strategies? Having clear objectives will help you choose a speaker whose expertise and style align with your goals. Klozers, offers a range of speakers with diverse backgrounds and specialties, such as sales expert or corporate leaders, ensuring you can find someone who meets your specific needs.

Research Speaker Fees

Fees for a sales speaker can vary widely based on their experience, reputation, and demand. It’s essential to research and compare fees from different speakers to get a sense of the market rates. While the best sales speakers might charge premium fees, there are often excellent speakers available at more reasonable rates who can deliver tremendous value. Klozers provides detailed information about their speakers, including their fees, making it easier to compare and make an informed choice.

Consider Additional Costs

When budgeting for a sales kickoff speaker, don’t forget to account for additional costs beyond their speaking fee. This can include travel expenses, accommodation, and any special equipment they might require. A sales kickoff speaker may also charge extra for extended engagements or customized content. By considering these additional costs upfront, you can avoid surprises and ensure your budget is comprehensive.

Explore Sponsorship Opportunities

To offset some of the costs, consider exploring sponsorship opportunities. Partnering with industry sponsors or vendors can provide additional funding for your event. In return, sponsors can gain exposure to your sales team and potentially benefit from the networking opportunities the event provides. This can be a win-win situation, reducing your costs while adding value to the event.

Negotiate Wisely

Don’t be afraid to negotiate with a potential sales speaker. Even the best sales speakers are willing to adjust their fees based on the nature of the event, the size of the audience, and other factors. Be transparent about your budget and discuss ways to work within it.

Plan Early

Booking your keynote speaker well in advance can often result in cost savings. Our own speakers’ schedules fill up quickly in the first quarter, and last-minute bookings can be more expensive. By planning your annual sales meeting early, you also have more time to compare options, negotiate fees, and secure the best speaker for your event. Early planning demonstrates professionalism and respect for the speaker’s time, which can positively influence their willingness to work within your budget.

Effective budgeting for a sales kickoff speaker involves understanding your financial constraints, defining clear objectives, researching and comparing fees, considering additional costs, exploring sponsorship opportunities, negotiating wisely, and planning early. By following these tips and tricks, you can ensure that you get the best value for your investment, making your sales kickoff event a resounding success. Klozers offers a range of experienced and impactful speakers who can meet your needs and help you achieve your event goals.

4. Leveraging Sales Kickoff Events for Effective Training in Breakout Sessions

Sales kick off events are pivotal for aligning teams, setting goals, and boosting morale. Beyond the motivational speeches and keynote addresses, these events provide an excellent opportunity for delivering focused training through breakout sessions. By incorporating targeted training aligned with your sales kickoff theme into your event, you can address specific skills gaps, introduce new strategies, and ensure that every team member is equipped to contribute to the organization’s success. Here’s how you can effectively use breakout sessions to deliver impactful training at your sales kick off event.

Customizing Training Content

One of the primary benefits of breakout sessions is the ability to customize training content to meet the diverse needs of your sales team. Unlike general sessions, breakout sessions can be tailored to address specific topics relevant to different groups within your sales force. For instance, new hires might benefit from foundational sales training, while veteran salespeople could focus on advanced negotiation techniques or emerging market trends. Klozers’ speakers and trainers excel at customizing content to ensure it is relevant and impactful for each subgroup, maximizing the effectiveness of the training.

Facilitating Interactive Learning

Breakout sessions are ideal for fostering interactive learning environments. These smaller, more focused sessions allow for greater interaction between the trainer and participants, encouraging questions, discussions, and hands-on practice. Interactive learning is particularly effective in retaining information and developing practical skills. Klozers’ sales speakers use a variety of interactive techniques, such as role-playing exercises, group discussions, and real-world case studies, to engage participants and reinforce learning.

Addressing Specific Challenges

Every sales team faces unique challenges that can hinder performance. Breakout sessions provide a platform to address these specific issues in a targeted manner. Whether it’s overcoming common objections, mastering new sales technologies, or refining customer engagement strategies, these sessions can be tailored to tackle the particular pain points of your team. By working with Klozers, our sales speakers ensure that the content of each breakout session is designed to address the most pressing challenges your salespeople face, providing them with actionable solutions and sales strategies.

Encouraging Collaboration and Team Building

Breakout sessions not only provide training but also foster collaboration and team building. These sessions often require participants to work together on exercises and projects, promoting teamwork and communication. This collaborative approach helps build stronger relationships within sales teams, which can translate to better cooperation and performance in the field. Klozers’ facilitators are adept at creating collaborative environments that encourage team members to share ideas, learn from each other, and build a sense of camaraderie.

Measuring Training Effectiveness

To ensure that the training delivered in breakout sessions is effective, it’s important to measure its impact. This can be done through pre- and post-session assessments, feedback surveys, and monitoring key performance indicators (KPIs) related to the training objectives. Klozers provides tools and strategies to help you measure the effectiveness of your breakout sessions, ensuring that the training is not only engaging but also translates to improved performance in the real world.

Summary

Incorporating breakout sessions into your sales kick off event is a powerful way to deliver focused, effective training that addresses the specific needs of sales teams. By customizing content, facilitating interactive learning, addressing specific challenges, encouraging collaboration, and measuring effectiveness, you can ensure that your sales team is well-equipped to achieve their goals. Klozers’ experienced trainers and top sales kick off sales speakers can help you design and deliver breakout sessions that make a significant impact, driving your team towards greater success.

Expert Sales Kickoff Speakers

Claire Sertori

Introducing Claire Sertori, a dynamic speaker with over 15 years of sales and leadership experience. As Head of Country – Australia at Klozers, Claire has a passion for empowering business leaders with innovative sales strategies and techniques. Her expertise in building and scaling sales teams, coupled with her vibrant energy, makes her a standout among motivational speakers. Claire inspires audiences and provides actionable insights, making her the perfect choice for your next event.

Bart Patrick

Introducing Bart Patrick, a distinguished leadership speaker and expert with over 25 years of sales experience. As Head of Country UK at Klozers, Bart excels in transforming sales processes and leading high-performance teams. His strategic insight and motivational approach have made him one of the most sought-after motivational speakers in the industry. Bart's sessions are filled with actionable strategies and positive energy. Book Bart Patrick for your next event to experience the transformative power of a true leadership expert.

Paul Mills

Introducing Paul Mills, an inspiring keynote speaker who infuses self-belief and self-motivation into every presentation. With over 30 years of sales experience, Paul has a proven track record in driving business growth across various sectors. His dynamic approach and positive energy have empowered countless professionals to achieve their goals. As a senior partner at Klozers, Paul excels in transforming sales teams through his innovative strategies and motivational coaching. His passion for business growth and dedication to fostering self-belief make him a sought-after speaker for any sales kickoff event.

Rosa Yupari

Introducing Rosa Yupari, a Sales Guru renowned for her ability to blend cutting-edge artificial intelligence with proven sales strategies. With over 20 years of experience, Rosa offers valuable insights and inspires growth mindsets among business leaders. As one of the most motivational speakers in the industry, she focuses on enhancing customer experience and driving sales performance. Book Rosa for your next event to experience her dynamic approach and transformative impact on sales teams.

Iain Swanston

Introducing Iain Swanston, a top sales keynote speaker renowned for his actionable strategies and positive energy. With over 30 years of frontline sales and marketing experience, including international roles, Iain has a unique perspective on driving business success. As CEO of Klozers, he has consulted with industry giants like Microsoft, inspiring audiences and business leaders with his insights on customer experience. Iain is one of the most influential figures in the sales domain, known for his ability to engage and inspire audiences with practical, real-world advice.

“A fantastic learning experience”

Amanda – Account Manager

Coaching for Entrepreneurs | Don’t Hire a Busines Coach!

by Iain Swanston

Coaching for Entrepreneurs - Top Question from Google

What is Coaching for Entrepreneurs?

What is Coaching for Entrepreneurs? Here’s the short answer:

Entrepreneur coaching is a specialized form of professional coaching designed to help business owners, startup founders, and aspiring entrepreneurs navigate the unique challenges of building and growing their businesses. Unlike traditional business consulting, which often focuses on providing specific solutions to business problems, entrepreneur coaching emphasizes personal and professional development, empowering individuals to harness their full potential and drive their businesses forward.

Discover Your Sales Leadership Style

Klozers AI Automations

1. Why you Should NOT Hire a Business Coach

In 2019 I came away from a meeting with a client who I had been coaching and realised I was a HYPOCRITE.

I had spent an hour coaching a business owner on how to grow their business and realised I never did any of the things I was advocating for my own business.

I had started my business in 2014 and earned a comfortable living as a one person business and that was the problem – I was comfortable, too comfortable. I had ran a bigger business with employees, multiple stakeholders and all the problems that entailed, but my new training and coaching business was just me, and it was very comfortable.

You cannot grow a business if you are stuck in your comfort zone.

You have to get uncomfortable.

You have to take risks.

You have to be prepared to fall flat on your face and fail.

How could I possibly advise Business Owners to step out there comfort zone when I didn’t?

From that day forward I decided not only that I would grow and scale my own business, but I would only train and coach people on the exact systems we used to grow our own business here at Klozers.

People love authenticity and when you are 100% real and authentic it shows.

Your business coach will tell you about how Tiger Woods coach was never a great golfer. Would you go to the gym and hire a coach who was overweight? How can a business a coach genuinley relate to you if they are not even trying to grow their own business?

I personally would rather hire a business coach who had failed trying, than one who had never tried to grow and scale their own business.

2. Do You Even Need a Business Coach?

Many entrepreneurs contemplate hiring a business coach only when their business hits a road block. While this reactive approach can work, waiting until problems escalate can limit the potential results. In most struggling businesses, the root of the problem often lies in sales-related issues such as ineffective sales strategies, scaling challenges, or hiring great salespeople. Therefore, hiring a coach with a background in sales can be a game-changer, providing you with the foundation needed to address and solve broader business challenges.

The Sales-First Approach to Business Coaching

Sales are the lifeblood of any successful business. Without a steady stream of revenue, it’s nearly impossible to sustain operations, invest in growth, or address other critical business functions. A coach with a sales background brings a unique set of skills and insights that can help entrepreneurs transform their sales processes, ultimately leading to overall business improvement. Here’s why a sales-focused coach is essential:

1. Expertise in Sales Strategy Development
– Crafting an effective sales strategy is crucial for business success. Business coaches with sales expertise can help entrepreneurs identify target markets, refine value propositions, and create actionable sales plans. At Klozers, our coaching programs emphasize strategic sales planning to align with business goals and drive consistent revenue growth.

2. Scaling Sales Operations
– Scaling a business requires a scalable sales process. A sales-focused business coach can provide guidance on building and managing a sales team, implementing sales technologies, and developing repeatable sales processes. This ensures that as the business grows, the sales function can expand efficiently and sustainably.

3. Improving Sales Performance
– Coaches with a sales background can conduct in-depth analyses of current sales performance, identify weaknesses, and implement improvements. This includes training on effective sales techniques, improving sales pitches, and enhancing negotiation skills. Klozers offers specialized training to boost sales performance, helping businesses achieve their revenue targets.

4. Enhancing Lead Generation and Conversion
– Generating high-quality leads and converting them into customers is a common challenge. Sales coaches bring proven methods for lead generation, nurturing, and conversion, ensuring a steady pipeline of potential clients. Klozers’ coaching programs include robust lead generation strategies tailored to each business’s unique needs.

5. Building Long-Term Customer Relationships
– Sustaining business growth requires strong customer relationships. Sales coaches teach entrepreneurs how to foster customer loyalty, manage key accounts, and leverage customer feedback for continuous improvement. These skills are vital for maintaining a loyal customer base that provides repeat business and referrals.

Why Sales Coaching is the Foundation for Business Success

When a business struggles, addressing sales issues can create a ripple effect that solves other problems. Here’s why focusing on sales first makes sense:

– Revenue Generation: With improved sales, businesses can generate the revenue needed to invest in other areas such as marketing, product development, and operations.
– Resource Allocation: A steady revenue stream allows for better resource allocation, ensuring that funds are available for critical initiatives and unexpected challenges.
– Employee Morale: Successful sales can boost employee morale and create a positive company culture, further driving productivity and growth.
– Market Positioning: Strong sales performance enhances market positioning, giving businesses a competitive edge and increasing brand recognition.

How Klozers Can Help

At Klozers, we understand the pivotal role that sales play in business success. Our business coaching programs are designed to address the specific sales challenges faced by entrepreneurs along the way. We provide:

– Personalized Business Coaching: Tailored business coaching sessions that focus on the unique sales challenges of your business.
– Sales Training: Comprehensive training programs that equip you and your team with the skills needed to excel in sales.
– Strategic Guidance: Expert advice on developing and executing effective sales strategies.
– Ongoing Support: Continuous support to ensure sustained improvement and growth.

By partnering with a coach from Klozers who has a deep understanding of sales, entrepreneurs can build a strong foundation for their businesses, enabling them to tackle any challenge and achieve lasting success.

3. How Sales Focused Business Coaching Works

Coaching Definition and Overview

At its core, our sales focussed business coaching is a collaborative partnership between the business coach and the entrepreneur. This relationship is built on trust, mutual respect, and a shared commitment to achieving the entrepreneur’s goals. The Klozers business coach serves as a guide, sounding board, and accountability partner, along the way helping the entrepreneur to:

– Clarify Vision and Goals: Entrepreneurs often have a broad vision for their businesses but may struggle to articulate specific, actionable goals. A coach helps refine this vision and break it down into achievable milestones.

– Develop Strategic Plans: Coaches assist in creating detailed business plans and strategies that align with the entrepreneur’s vision, ensuring a clear roadmap to success.

– Enhance Leadership Skills: Effective leadership is crucial for any business. Business coaches work with entrepreneurs to develop critical leadership qualities, such as decision-making, communication, and team management.

– Overcome Obstacles: Business owners face numerous challenges, from financial constraints to market competition. A business coach helps identify and navigate these obstacles, providing tools and techniques to overcome them.

– Maintain Accountability: Consistent progress is key to business success. Business coaches hold business owners accountable for their actions, ensuring they stay on track and make steady progress towards their goals.

Difference Between Coaching, Mentoring, and Consulting

It’s essential to distinguish coaching from other forms of professional support, such as mentoring and consulting, as each serves a different purpose:

– Business Coaching: Focuses on asking powerful questions to help entrepreneurs find their own solutions. It’s a process of self-discovery and growth, where the coach facilitates learning and development rather than providing direct answers.
– Mentoring: Involves a more experienced entrepreneur providing guidance, advice, and knowledge based on their own experiences. Mentors often share their insights and offer practical advice to help mentees avoid common pitfalls.
– Consulting: Consultants are hired to solve specific business problems. They provide expert recommendations and solutions based on their specialized knowledge and expertise. Unlike coaches, consultants typically take a more hands-on approach to problem-solving.

The Unique Value of Entrepreneur Coaching

The value of Klozers business coaching for lies in its personalized approach. Each coaching session is tailored to the entrepreneur’s specific needs, challenges, and goals. This individualized support helps entrepreneurs to:

– Gain Clarity: Klozers business coaches help entrepreneurs cut through the noise and focus on what truly matters, bringing clarity to their vision and objectives.

– Build Confidence: By working through challenges and celebrating successes, owners develop greater self-confidence and resilience.
– Improve Decision-Making: Business coaches provide a safe space for entrepreneurs to explore different options and make informed decisions without fear of judgment.

– Achieve Work-Life Balance: Entrepreneurship can be all-consuming. Business coaches help entrepreneurs prioritize their time and energy, promoting a healthier work-life balance.

Sales focussed business coaching for is an invaluable resource for those looking to elevate their business and personal performance. By fostering growth, providing strategic guidance, and maintaining accountability, coaches play a critical role in the success and well-being of business owners.

4. How to Maximise the Impact of Sales Focussed Business Coaching

Engaging a Klozers business coach should be a transformative experience for entrepreneurs, especially when the focus is on enhancing sales performance. However, the benefits of coaching are maximized when entrepreneurs take a proactive approach and fully engage in the coaching process. This section outlines practical steps entrepreneurs can take to ensure they get the most out of their sales-focused business coaching experience.

Setting Clear and Realistic Goals

The foundation of effective coaching lies in setting clear, specific, and achievable goals. Entrepreneurs should work with their coach to define what success looks like for their sales efforts. Whether it’s increasing monthly revenue, expanding into new markets, or improving conversion rates, having well-defined goals provides a clear direction and benchmarks for measuring progress. We work with you to create a 90 Day Sales Plan for your business.

Being Open to Feedback and Change

A crucial aspect of coaching is the willingness to receive and act on feedback. Sales-focused coaching often involves reassessing current strategies, identifying weaknesses, and implementing new techniques. Entrepreneurs should remain open to constructive criticism and be prepared to make changes that may challenge their existing practices and comfort zones.

Actively Participating in Coaching Sessions

Active participation in coaching sessions is essential for maximizing their impact. Business owners should come prepared to discuss their challenges, successes, and areas for improvement. Engaging in open, honest dialogue with the coach ensures that sessions are productive and tailored to address the most pressing sales issues.

Implementing Actionable Insights

One of the key benefits of business coaching is gaining actionable insights that can be immediately applied to the business. Founders and business owners should focus on implementing these insights between coaching sessions. This could involve refining the sales pitch, adopting new lead generation techniques, or adjusting the sales process. Consistently applying the coach’s recommendations helps to embed new practices and drives tangible results.

Regularly Reviewing Progress

To ensure that coaching leads to continuous improvement, entrepreneurs should regularly review their progress against the goals set at the outset. This involves tracking key performance indicators (KPIs) such as sales growth, lead conversion rates, and customer acquisition costs. Regular reviews with the coach help to identify what’s working, what needs adjustment, and celebrate milestones achieved.

Leveraging Sales Tools and Technologies

Modern sales processes often rely on various tools and technologies to enhance efficiency and effectiveness. Business owners should leverage the expertise of their coach to select and implement the right tools for their business. This could include customer relationship management (CRM) systems, sales automation software, or analytics tools that provide deeper insights into sales performance.

Fostering a Growth Mindset

A growth mindset is essential for maximizing the benefits of coaching. Entrepreneurs should view challenges as opportunities to learn and grow rather than obstacles. This mindset encourages resilience, adaptability, and a continuous quest for improvement. A sales-focused coach can help cultivate this mindset by providing support and encouragement through the ups and downs of the entrepreneurial journey.

Building a Supportive Sales Culture

The impact of coaching can be amplified by fostering a supportive sales culture within the organization. Business owners should encourage their sales teams to embrace coaching insights and promote a culture of continuous learning and development. This involves regular training sessions, sharing best practices, and creating an environment where feedback is valued and acted upon.

Utilizing Klozers’ Resources

At Klozers, we provide a wealth of resources to support sales-focused business coaching. Our coaching programs are designed to deliver practical, actionable strategies that drive sales performance. By fully utilizing these resources, entrepreneurs can enhance their learning experience and achieve their business goals more effectively. Our programs include:

-Tailored Coaching Sessions: Customized to address the specific sales challenges faced by each entrepreneur.

– Sales Training Workshops: Sales Workshops focused on developing critical sales skills and techniques.

– Access to Sales Tools: Guidance on selecting and implementing the right tools for improved sales performance.

– Continuous Support: Ongoing assistance to ensure lasting success and growth.

By actively engaging in the business coaching process and leveraging the expertise and resources provided by Klozers, entrepreneurs can maximize the impact of their coaching experience, driving significant improvements in sales and overall business performance.

4. The Role of Accountability in Entrepreneur Coaching

Accountability is a cornerstone of effective coaching, especially for owners striving to enhance their sales performance. In entrepreneurship, maintaining focus and consistently working towards goals can be challenging. A sales-focused business coach provides the structure and accountability needed to keep entrepreneurs on track, ensuring they make steady progress toward their objectives. Accountability plays a critical role in entrepreneur coaching and driving sales success.

Maintaining Focus on Sales Goals

Business owners often juggle multiple responsibilities, which can lead to distractions and shifting priorities. A business coach helps entrepreneurs maintain a laser focus on their sales goals by regularly reviewing progress and keeping the objectives front and center. This consistent emphasis on sales targets ensures that efforts remain aligned with the overall business strategy.

Creating a Structured Action Plan

A key component of accountability is developing a structured action plan that outlines the steps needed to achieve sales goals. Coaches work with entrepreneurs to break down their goals into manageable tasks, setting clear deadlines and milestones. This structured approach provides a roadmap for success, making it easier to track progress and stay on course.

Regular Check-Ins and Progress Reviews

Regular check-ins are essential for maintaining accountability. These sessions provide an opportunity to review what has been accomplished, discuss any challenges encountered, and adjust the action plan as needed. Coaches use these check-ins to hold entrepreneurs accountable for their commitments, ensuring they follow through on agreed-upon actions. This ongoing review process keeps momentum high and prevents small issues from escalating into major roadblocks.

Providing Constructive Feedback

Feedback is a crucial element of accountability. Sales-focused business coaches provide constructive feedback on performance, helping entrepreneurs identify areas for improvement and celebrate successes. This feedback is not just about pointing out what went wrong but also about offering solutions and strategies for overcoming obstacles. Constructive feedback helps entrepreneurs refine their sales techniques, improve their approach, and continuously elevate their performance.

Encouraging a Proactive Mindset

Accountability fosters a proactive mindset, encouraging entrepreneurs to take ownership of their actions and outcomes. Coaches help entrepreneurs anticipate potential challenges and develop strategies to address them before they become significant issues. This proactive approach instills a sense of responsibility and empowers entrepreneurs to take decisive action in driving their sales efforts.

Building Confidence and Resilience

The accountability framework provided by a coach helps build confidence and resilience in entrepreneurs. Knowing that they have a trusted advisor monitoring their progress and providing support boosts entrepreneurs’ confidence in their abilities. This confidence, coupled with the resilience developed through overcoming challenges, equips entrepreneurs to handle future sales obstacles more effectively.

Leveraging Data and Metrics

A crucial aspect of accountability in sales-focused coaching is leveraging data and metrics to track progress. Coaches help entrepreneurs identify key performance indicators (KPIs) relevant to their sales goals, such as lead conversion rates, average deal size, and sales cycle length. By regularly analyzing these metrics, coaches ensure that entrepreneurs have a clear understanding of their performance and areas that require improvement. This data-driven approach reinforces accountability and provides tangible evidence of progress.

Fostering a Culture of Accountability Within the Sales Team

Beyond individual accountability, sales-focused coaching also emphasizes fostering a culture of accountability within the sales team. Business coaches guide entrepreneurs on how to implement accountability practices within their teams, such as setting team goals, conducting regular performance reviews, and encouraging peer accountability. A culture of accountability ensures that every team member is committed to achieving sales targets, creating a cohesive and high-performing sales organization.

The Klozers Advantage

At Klozers, our sales-focused coaching programs are designed to instill a strong sense of accountability in entrepreneurs. We understand that accountability is vital for achieving sustained sales success and offer:

– Structured Coaching Sessions: Regular, scheduled sessions that keep entrepreneurs on track and focused on their sales goals.

– Action Plans and Milestones: Detailed plans with clear milestones to guide entrepreneurs toward their objectives.

– Performance Metrics: Tools and techniques to track and analyze sales performance, ensuring continuous improvement.

– Supportive Environment: A supportive coaching relationship that encourages honesty, openness, and a commitment to growth.

By embracing the accountability framework provided by Klozers, entrepreneurs can enhance their buinsesses sales performance, stay aligned with their business goals, and have a successful business.

5. Achieving Work Life Balance as a Business Owner

Achieving a work-life balance as an business owner can often seem like a challenging feat, especially when the focus is on driving sales to grow your business. Entrepreneurs are usually the ones making all the critical decisions, leading teams, and ensuring the company’s success. Our sales-focused business coaching can be a game-changer, providing owners with the tools and strategies needed to maintain a healthy balance between work and personal life.

The number 1 thing business owners stress over is sales, or rather a lack of them.

Healthy sales revenues allow you to solve almost every other business problem.

Maintaining a work-life balance is not just about having time off but ensuring that both personal and professional lives thrive. Here are some benefits of achieving a balanced life:

– Health: Both mental and physical health improve when stress levels are managed effectively.

– Productivity: A balanced approach often leads to higher productivity as entrepreneurs are more motivated and focused.

– Relationships: Personal relationships with family and friends can flourish when time is allocated wisely.

– Satisfaction: Achieving a work-life balance can lead to a greater sense of satisfaction and fulfillment in both personal and professional areas.

How Sales Coaching Helps

Sales coaching can significantly impact an entrepreneur’s ability to balance work and life by providing structure, accountability, and actionable strategies. Here’s how:

1. Setting Priorities: A Klozers coach helps entrepreneurs identify and focus on their top priorities, ensuring that time and energy are spent on the most critical tasks. This prevents them from getting stuck in less important activities that can drain their time and energy.

2. Time Management: Klozers business coaches teach effective time management techniques, enabling entrepreneurs to allocate time wisely between work and personal life. This includes setting boundaries and learning when to say no.

3. Building a Support System: Business coaching often includes building a support system, which may involve delegating tasks to other team members or using external services. This can free up time for entrepreneurs to focus on high-level strategic decisions.

4. Streamlining Sales Processes: By optimizing sales processes, entrepreneurs can achieve better results in less time. This includes implementing the latest tools and technologies to streamline operations.

5. Personal Growth: Sales coaching also focuses on personal development, helping entrepreneurs build strengths and overcome weaknesses. This personal growth is essential for maintaining a positive and productive mindset.

Practical Tips for Work-Life Balance

Here are some practical tips that entrepreneurs can use to achieve a successful business AND a better work-life balance:

– Set Clear Boundaries: Establish clear boundaries between work and personal life. This might include setting specific work hours and sticking to them.

– Delegate Tasks: Learn to delegate tasks that can be done by others. This includes both professional tasks and personal chores.

– Schedule Personal Time: Make sure to schedule time for personal activities and stick to it as firmly as you would a business meeting.

– Use Technology Wisely: Utilize tools and apps that can help manage time and tasks more efficiently.

– Stay Accountable: Regular check-ins with a coach can help keep you accountable and ensure you are following through on your plans.

The Role of Community and Support

Being part of a supportive community can make a big difference. Business coaching often includes connecting with a community of like-minded entrepreneurs who are going through similar challenges. Sharing experiences, advice, and support can provide additional motivation and perspective.

Achieving a work-life balance as a business owner is not only possible but essential for long-term success and personal well-being. Our Sales-focused business coaching offers the tools, strategies, and support needed to find this balance, helping entrepreneurs to thrive both personally and professionally. If you’re ready to take the next step towards a more balanced and successful life, consider reaching out to a Klozers business coach today.

“A fantastic learning experience”

Amanda – Account Manager

9 Sales Training Books That Changed How I Sell

by Iain Swanston

Sales Training Books - Top Question from Google

What are the best books to read about sales??

Here’s the short answer:

Whilst there are tens of thousands of books on sales and selling, the best books to read about sales depends on your specific needs and experience level.

Whilst I haven’t personally read every single sales book, I have read hundreds of books over the years.

I have chosen these books not just because they were a “good read”, but because they helped me change either my mindset, or behaviour. In sales more than any other role, change is a critical part of your development.

Enjoy:

As A Man Thinketh by James Allen
How To Win Friends And Influence People by Dale Carnegie
Influence: Science and Practice by Robert Cialdini
Positioning: The Battle for Your Mind by Al Ries and Jack Trout
New Sales. Simplified: The Essential Handbook for Prospecting and New Business Development by Mike Weinberg
Influence: Understand the impact of your words and how to construct messaging that changes human behavior by Robert Cialdini
To Sell Is Human: The Surprising Truth About Moving Others by Daniel H. Pink
Cracking the Sales Management Code: The Secrets to Measuring and Managing Sales Performance by Jason Jordan and Michelle Vazzana
Fanatical Prospecting: The Ultimate Guide to Opening Sales Conversations and Filling the Pipeline by Leveraging Social Selling, Telephone, Email, Text, and Cold Calling’ by Jeb Blount.

These books cover a wide range of sales topics, from sales strategy, sales tactics, prospecting and relationship building, to closing deals and managing objections. They are not all written by salespeople or sales trainers, but they are packed with practical and actionable advice that you can use to improve your sales skills and close more deals.

If you are new to sales, I recommend starting with a book like As A Man Thinketh or New Sales Simplified. The first book will help you understand the importance of your mindset, whilst the second will give you a solid overview of the sales process and help you to develop a winning sales strategy.

If you are already an experienced salesperson, you may want to focus on more specialized books, such as SPIN Selling or Solution Selling. These books will teach you how to qualify prospects, identify their needs, and present your products or services in a way that shows value.

No matter what your experience level, I encourage you to read at least a few of the books on this list. They are all excellent resources for learning about sales and improving your skills.

There’s a new way to deliver sales growth…

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1. As a Man Thinketh by James Allen

My all time favourite book is “As a Man Thinketh” by James Allen. It is a short but difficult book to read as it is written in “olde” English. If you can get past the text style it is such a powerful book that can help you achieve success in all areas of your life, not just sales.

In modern selling, where 42% of salespeople are suffering from anxiety and 36% have symptoms of depression, resilience, confidence, and the ability to influence are arguably the most important success factors in b2b sales. James Allen’s classic work “As a Man Thinketh” offers timeless wisdom. It underscores the profound impact of our thoughts on our actions and outcomes, making it a valuable resource for sales professionals.

Key Takeaways for B2B Sales Professionals

Thoughts Shape Reality: Your thoughts are the seeds of your achievements. A positive mindset cultivates confidence, attracts opportunities, and fosters resilience in the face of rejection—essential qualities in B2B sales.
Cultivate an Abundance Mindset: Instead of focusing on scarcity and competition, adopt an abundance mindset. Believe that there are ample opportunities for everyone to succeed. This perspective opens doors to creative solutions and collaborative partnerships.
The Power of Visualization: Visualize your success vividly and regularly. Picture yourself closing deals, building strong relationships, and achieving your sales goals. This practice reinforces positive neural pathways, priming you for success.
Mastering Your Thoughts: Recognize that your thoughts are not always accurate reflections of reality. Challenge negative self-talk and replace it with empowering affirmations. This practice builds mental resilience and helps you bounce back from setbacks.
Thoughts as Actions: Every thought is a form of action. Negative thoughts breed inaction and fear, while positive thoughts fuel motivation and proactive behaviors. Choose your thoughts wisely to propel yourself toward your goals.

Practical Applications for Sales Reps

Morning Affirmations: Begin each day with affirmations that reinforce your confidence and capabilities. For example, “I am a skilled communicator and a trusted advisor to my clients.”
Gratitude Practice: Regularly express gratitude for your successes, your team, and the opportunities you encounter. This cultivates a positive outlook and attracts more good fortune.
Mindfulness Meditation: Practice mindfulness to become more aware of your thoughts and emotions. This awareness allows you to choose empowering thoughts and manage stress effectively.
Visualization Exercises: Before important meetings or presentations, visualize a successful outcome. Picture yourself engaging with clients, addressing their needs, and closing the deal.
Positive Self-Talk: When faced with challenges, reframe negative thoughts into positive ones. Instead of “I’m not good enough,” tell yourself, “I am learning and growing with each experience.”

“As a Man Thinketh” reminds us that our minds are powerful tools. By mastering our thoughts and cultivating a positive mindset, we can unlock our full potential in B2B sales and beyond.

2. How to Win Friends & Influence People by Dale Carnegie

Another great book is “How to Win Friends and Influence People” by Dale Carnegie. It is a classic book that has been helping people achieve success in business and personal relationships for over 80 years.

The book is full of practical advice on how to build relationships with people, get them to like you, and influence their thinking. Carnegie’s advice is based on the principle that people are more likely to do business with people they like and trust.

Here are some of the key takeaways from the book that can be applied to B2B sales:

Be genuinely interested in other people.
Smile and be friendly.
Remember people’s names.
Be a good listener.
Talk about things that are of interest to the other person.
Make the other person feel important.
Avoid arguing with people, criticizing them, and bragging about yourself.

Carnegie also provides advice on how to avoid common mistakes in business and personal relationships.

In B2B sales people buy from people. So if you are serious about achieving success in B2B sales, I highly recommend reading “How to Win Friends and Influence People.” It is a book that will help you build stronger relationships with customers and ultimately close more deals.

3. Influence: The Psychology of Persuasion by Robert Cialdini

Influence: The Psychology of Persuasion by Robert Cialdini is a must-read for B2B salespeople. It teaches you how to persuade people to say yes by using six key principles:

Reciprocity: Give to get. Offer prospects valuable information or resources before asking them to buy from you.
Commitment and consistency: People tend to stick to their commitments. Get prospects to commit to something small, like scheduling a demo, and they’ll be more likely to buy from you later on.
Social proof: People are more likely to do something if they see other people doing it. Use testimonials and case studies to show prospects that other businesses have benefited from your product or service.
Liking: People are more likely to say yes to someone they like. Find common ground with your prospects and build rapport with them.
Authority: People are more likely to say yes to someone they perceive as an authority figure. Position yourself as an expert in your field by writing blog posts, giving presentations, and attending industry events.
Scarcity: People are more likely to want something if they think it’s scarce. Offer limited-time discounts or promotions to create a sense of urgency.

Cialdini’s principles are backed by scientific research, and they’ve been used by successful salespeople for decades. If you’re serious about increasing your sales, I highly recommend reading Influence.

4. Positioning - The Battle for Your Mind

You probably won’t expect this one, but selling comes in many shapes and forms. Positioning: The Battle for Your Mind is a must-read for B2B sales experts who want to learn how to position their product or service in the minds of their target customers.

The book’s central premise is that the human mind can only hold a limited number of positions for products and services in any given category. In order to be successful, businesses must therefore create a unique position in the customer’s mind for their product or service. This position must be clear, concise, and easy to remember.

What I really liked about the book was that Ries and Trout provide a number of practical tips on how to position your product or service effectively, including:

Focus on a single position. Don’t try to be everything to everyone.
Differentiate yourself from your competitors. What makes your product or service unique?
Be consistent in your messaging. Make sure that all of your marketing materials communicate your position clearly and consistently.

Positioning: The Battle for Your Mind is a classic book that has stood the test of time. It is essential reading for any B2B sales expert who wants to learn how to position their product or service effectively.

5. New Sales Simplified by Mike Weinberg

If I was ever to right a book I would be accused of copying this book. Reading the book I found I had so many things in common with Mike Weinberg in terms of sales approach and style. New Sales Simplified: The Essential Handbook for Prospecting and New Business Development by Mike Weinberg is a must-read for any B2B salesperson. It is a clear, concise, and practical guide to the sales process, with a focus on prospecting and new business development.

Weinberg shares his proven formula for prospecting, developing, and closing deals, based on his own experience as a successful salesperson. He also provides real-world examples and stories to illustrate his points, and acknowledges that the sales process can be tough and challenging.

One of the key takeaways from the book is the importance of prospecting. Weinberg argues that prospecting is the lifeblood of any sales organization, and that salespeople should focus on developing a consistent and effective prospecting routine.

Another key takeaway is the importance of having a compelling sales story. Weinberg argues that salespeople need to be able to articulate the value of their product or service in a way that is customer-focused and persuasive.

Finally, Weinberg emphasizes the importance of persistence and resilience. He argues that salespeople need to be able to bounce back from rejection and keep moving forward, even when things are tough.

Overall, New Sales. Simplified is an excellent book for any B2B salesperson who wants to improve their skills and results. It is a valuable resource that will help you take your sales career to the next level.

6. Atomic Habits by James Clear

In the competitive world of B2B sales, the book “Atomic Habits” by James Clear offers a transformative perspective. It highlights how mastering small, incremental changes (atomic habits) can lead to significant improvements in sales performance over time.

Key Takeaways for B2B Sales Professionals

The Power of 1% Better: In B2B sales, consistent marginal gains make the difference. Consistently improving your skills by 1% each day compounds over time, leading to remarkable results. This could mean refining your cold calling scripts, improving your product knowledge, or enhancing your follow-up strategies.
Forget Goals, Focus on Systems: Rather than obsessing over hitting a specific sales quota, focus on building the daily habits and routines that support success. This might include scheduling time for prospecting each morning, practicing your sales pitch regularly, or maintaining a CRM system meticulously.
The Four Laws of Behavior Change:
- Make it Obvious: Clearly define the triggers for your desired habits. Set reminders on your calendar, leave notes for yourself, or arrange your workspace to promote productive behaviors.
- Make it Attractive: Connect positive emotions with your new habits. Reward yourself for completing tasks, visualize the benefits of your efforts, or partner with colleagues for mutual encouragement.
- Make it Easy: Remove barriers and streamline processes. Use sales automation tools, prepare email templates in advance, or pre-qualify leads to reduce friction.
- Make it Satisfying: Celebrate your wins, both big and small. Share your successes with your team, acknowledge your progress, and find ways to make the sales process enjoyable.

Practical Examples for B2B Sales

Habit Stacking: Pair a new habit with an existing one. For instance, after each client meeting, schedule 15 minutes to update your CRM notes.
Temptation Bundling: Combine a necessary task with something enjoyable. Listen to an inspiring podcast while you’re researching potential clients.
Environment Design: Optimize your workspace for productivity. Keep distractions to a minimum, have all your sales materials readily accessible, and create a visually appealing and motivating environment.
Tracking Progress: Use a habit tracker to monitor your daily actions and celebrate your successes. This visual representation of progress can be highly motivating.

In B2B sales, your habits define your results. “Atomic Habits” provides a roadmap for building a system of positive behaviors that lead to consistent growth and achievement. By embracing small, incremental changes and focusing on the process, not just the outcome, you can unlock your full sales potential.

7. To Sell is Human by Daniel Pink

‘To Sell Is Human’ by Daniel H. Pink is a must-read for B2B sales professionals. Pink challenges traditional sales notions and introduces the ABCs of Attunement, Buoyancy, and Clarity. These principles are essential for B2B sales success, emphasizing empathy, storytelling, and trust-based selling. The book provides practical exercises and insights for improving sales strategies.

While not a step-by-step guide, it does equips readers with the mindset and knowledge needed to excel in modern B2B sales. Pink’s fresh perspective and actionable tools make this book indispensable for those navigating the competitive B2B sales landscape.

Pink’s emphasis on “servant selling” as a trusted advisor aligns perfectly with the consultative and solution-based approach prevalent in B2B sales. Moreover, his insights on the power of storytelling resonate with the need to engage and persuade clients in a meaningful way.

‘To Sell Is Human’ provides a comprehensive understanding of the dynamics involved in moving others. It’s not just a book; it’s a strategic resource for B2B sales professionals who aim to excel in a fast-paced and ever-changing environment.

Whether you’re a seasoned salesperson or just starting in B2B sales, Pink’s book will provide you with valuable perspectives and tools to enhance your effectiveness.

8. New Sales Simplified by Mike Weinberg

In B2B sales, where relationship building, complex solutions, and long sales cycles are the norm, the book “Cracking the Sales Management Code” by Jason Jordan and Michelle Vazzana offers a scientific approach to driving sales performance.

Here are my key takeaways from the book:

Sales is a System, Not an Event: B2B sales is a series of interconnected steps, each influencing the next. By understanding this system, sales managers can identify bottlenecks, optimize processes, and create a more predictable sales pipeline.
Metrics Matter, But Choose Wisely: While data is essential, not all metrics are created equal. Focus on leading indicators (e.g., number of qualified leads, sales activity levels) that predict future results, rather than lagging indicators (e.g., revenue) that only report past performance.
Manage Activities, Not Just Results: Sales reps have control over their daily activities, not the final outcome of a deal. By setting clear activity goals (e.g., number of calls, demos, proposals) and tracking progress, managers can influence behaviors that lead to better results.
Align Sales Objectives with Business Results: Ensure that your sales team’s goals are directly linked to the company’s overall objectives. This alignment fosters a sense of purpose and ensures that everyone is working towards the same ultimate goals.
The Sales Management Framework: The book outlines a six-step process for effective sales management:
- Define Business Results: Clearly articulate the desired outcomes (e.g., revenue growth, market share).
- Identify Sales Objectives: Determine the sales targets that will drive those results.
- Select Key Sales Processes: Identify the critical steps in your sales cycle that impact objectives.
- Choose Activities to Manage: Pinpoint the specific actions within those processes that reps can control.
- Set Targets: Quantify goals for each result, objective, and activity.
- Manage Performance: Continuously track and analyze data to identify areas for improvement and coach your team to success.

Practical Applications for B2B Sales

Pipeline Analysis: Regularly review your sales pipeline to identify potential issues (e.g., stalled deals, insufficient leads) and take corrective action.
Activity Tracking: Implement a system for tracking sales activities to ensure reps are focused on the right actions.
Data-Driven Coaching: Use sales data to identify areas where individual reps need support and provide targeted coaching to help them improve.
Continuous Improvement: Regularly assess your sales management practices and make adjustments based on data and feedback.

“Cracking the Sales Management Code” provides sales leaders with a systematic framework for driving performance and achieving predictable results. By applying the principles outlined in the book, you can create high-performing sales teams that consistently deliver business success.

9. Fanatical Prospecting by Jeb Blount

‘Fanatical Prospecting’ by Jeb Blount is a remarkable guide for sales professionals, earning its well-deserved five-star rating. Blount’s approach to populating your sales pipeline is a compelling blend of inspiration and pragmatic strategies, making this book an indispensable resource for anyone navigating the challenging world of sales.

What truly sets this book apart is its profound exploration of the psychological barriers that sales professionals often face, most notably the fear of rejection. I personally think we all have a “fear of rejection” but it affects some of us more than others. Blount doesn’t just acknowledge these challenges; he provides actionable techniques to conquer them, enabling readers to harness their full potential.

Blount places a significant emphasis on the necessity of unwavering prospecting across various channels, such as social selling, phone calls, emails, texts, and even cold calls. His ‘3-3-3’ method, highlighting the power of consistent daily prospecting, is particularly noteworthy.

In the modern sales world too many salespeople are struggling to fill the top of their funnel. This classic book offers an invaluable roadmap to doing so and the success this brings. It’s a must-read for both seasoned sales experts and those embarking on their sales journey, providing essential tools and techniques to excel in the world of sales.

I would wholeheartedly endorse Jed’s book to anyone looking to master the art of prospecting potential customer and achieving huge success in sales.

Beyond the Pages: Why Books Aren’t Enough

Sales Conversations: More Than Words on Paper

Sales conversations are the lifeblood of successful selling. While sales books provide valuable insights, they can’t replace the interactions that happen in sales training and coaching. Sales techniques and skills used in a face-to-face meeting, a phone call, or a virtual chat cannot be learned by reading. Sales training teaches sales reps to connect with prospects, understand their needs, and tailor their approach accordingly.

A Great Sales Career take more than a book

If you are serious about developing your sales career or that of your sales team then it will take more than simply reading sales books. Sales books are great if you simply want to gain sales knowledge at an academic level, but sales winners all have practical sales experience.

Sales Success Strategies: Practical Advice for Achieving Results

While classic books lay out key principles and proven formulas, success in sales requires more than theory. It demands actionable advice that can be applied directly to the challenges faced by sales teams. From prospecting techniques to closing deals, the ultimate guide to sales success involves a step-by-step approach that bridges the gap between knowledge and results.

The Human Mind and Persuasion: Going Beyond What’s Written

Emotional intelligence and understanding the human mind is critical for effective sales. It’s about knowing your target audience, knowing how to create desire; it’s about tapping into emotions, addressing objections, and influencing behavior. Whether it’s fear of rejection, the power of persuasion, or the art of storytelling, salespeople must navigate the complexities of the human psyche to thrive in a competitive marketplace.

Coaching and Existing Relationships: The Missing Pieces

Sales books provide a wealth of knowledge, but training and coaching fills the gaps. Existing relationships with mentors, managers, and colleagues offer invaluable insights, personalized feedback, and encouragement. Acknowledging setbacks, refining approaches, and measuring outcomes—all of these elements are essential for sales professionals to continuously improve and achieve their sales goals.

While sales books are excellent resources, they serve as a foundation. To truly succeed in sales, salespeople must combine their reading with real-world experience, practical application, and ongoing learning. Happy selling!

“A fantastic learning experience”

Amanda – Account Manager

Objection Handling | Overcoming Common Objections

by Iain Swanston

Objection Handling - Top Question from Google

What is Objection Handling?

Objection handling is a critical part of the sales process. It involves a salesperson’s response to objections raised by the buyer. These objections can arise at any stage, from initial prospecting to closing the deal. The goal is to alleviate the buyer’s concerns, build rapport, and ultimately move the deal forward.

Objection Handling Playbook

Empower your Sales Team to turn Objections into Opportunities

Proven Response Frameworks

The Psychology Behind Objections

Battle-Tested Scripts

Advanced Strategies

COMPLETE WITH FREE VIDEO TUTORIAL

1. Understanding and Anticipating Objections

Objections are a natural part of the sales process. They are simply a prospect’s way of expressing their concerns or doubts about your product or service. While objections can be frustrating, they are also an opportunity to build rapport with your prospect and address their needs.

There are two main types of objections:

Genuine objections: These are valid concerns that your prospect has about your product or service. For example, your prospect may be concerned about the price, the features, or the benefits.
Spurious objections: These are objections that your prospect is using to stall or avoid making a decision. For example, your prospect may say that they need more time to think about it or that they want to talk to their boss.

It is important to be able to distinguish between genuine and spurious objections. Genuine objections can be overcome by providing more information or by addressing the prospect’s concerns directly. Spurious objections can often be overcome by simply asking for the sale.

2. Mastering Objection Handling Techniques

Here are some tips to help you master objections from your prospects:

Do your research. Before you meet with a prospect, be sure to do your research and learn as much as you can about their business and their needs. This will help you to anticipate their objections and to develop effective responses.
Pro-actively raise objections. Whilst this can seem counter-intuitive raising the most common objections in advance compels the prospect to discuss them. Alternately, they may be thinking them but not want to raise them with you.
Listen carefully. When a prospect raises an objection, listen carefully to what they are saying. Try to understand the root cause of their objection.
Acknowledge the objection. Let the prospect know that you have heard their objection and that you understand their concerns.
Ask questions. Ask the prospect questions to help you better understand their objection. This will also help you to develop a more effective response.
Address the objection directly. Once you understand the objection, address it directly and honestly. Do not try to ignore it or to brush it aside.
Use positive language. When responding to objections, use positive language and focus on the benefits and value that your product or service delivers.
Be confident. Be confident in your product or service and in your ability to address the prospect’s concerns.
Be prepared to negotiate. Be prepared to negotiate with the prospect in order to overcome their objections.
Follow up. After you have addressed the objection, follow up with the prospect to see if they have any other questions or concerns.

By following these tips, you can learn to understand and anticipate objections, and you can use them as an opportunity to build rapport with your prospects and close more deals.

Practical Strategies to Overcome Objections

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3. Advanced Objection Handling Strategies

Most buyers are turned off by glib one line responses to their objections. We developed a more consultative approach to handling stalls and objections that focuses on creating a conversation with prospects.

We created the CARES method to make it easy to adopt and remember. It’s really flexible and is a vital part of our consultative sales training.

Clarify: Begin by seeking clarification of the objection. Make sure you understand precisely what the prospect is concerned about.

Acknowledge: Show empathy and acknowledge the prospect’s objection. Let them know you appreciate their honesty and understand their perspective.

Respond: Provide a well-thought-out response that addresses their objection. Offer data, examples, or case studies to support your response.

Educate: Share relevant information or insights that can help the prospect see the value in your solution. Educate them on how your product or service can overcome their objection.

Suggest: Offer a specific solution or suggestion that aligns with their needs. Propose a way forward that benefits both parties.

The CARES Method emphasizes empathy and education, helping you handle objections while building trust and providing value to the prospect.

Here’s the CARES method in action for the most common objection, “Your too expensive“:

Clarify: Seek clarification. Ask questions to understand precisely what aspect of the solution they find expensive. Is it the upfront cost, ongoing fees, or something else?
Acknowledge: Show empathy. Let them know you appreciate their honesty and understand their perspective. For example: “I understand that budget is a concern for you.”
Respond: Provide a well-thought-out response. Highlight the value your solution brings. Share data, case studies, or examples that demonstrate a positive return on investment (ROI).
Educate: Share insights. Explain how your product/service can address their pain points effectively. Educate them on long-term benefits and cost savings.
Suggest: Offer a specific solution. Propose a customized package or payment plan that aligns with their needs. Emphasize the value they’ll receive.

Remember, the goal is to create a conversation, build trust, and provide value.

4. Top 7 Most Common Objections and How to Respond

4.1 Too Expensive

Here are three different ways to respond to the common B2B sales objection: “It’s too expensive.”

Copper¹:
- Recommended Response: “Allow a few seconds of silence. Being silent might not seem like a great sales strategy, but the world’s best salespeople and negotiators know that it’s indispensable. Take a breath and give your prospect 3–5 seconds of silence. You might be surprised by the information you get without saying anything. Once the silence has passed, move on to other tactics.”
Revenue.io²:
- Recommended Response: “I know there’s an initial investment, and that can seem daunting. But let’s talk long-term. Let me show you how much revenue you will actually gain over the next year by using our product.”
Close.com³:
- Recommended Response: “Focus on value: Remind them of the pain their problem is causing and how much value you create by solving it. Testimonials, case studies, or other social proof can help reinforce this.”

4.2 We Don’t Have a Budget

Here are three different ways to respond to the common B2B sales objection: “We don’t have a budget.”

HubSpot Blog¹:
- Recommended Response: “Establish the cost of their challenges. Before you determine their budget, you first need to establish the value of your solution – and that begins with learning the cost of your prospects’ challenges.”
- Additional Tip: Roll with the punches and don’t give up. If all else fails, give a budget range.
Vendux²:
- Recommended Response: “Don’t give up after the initial ‘No Budget’ response. Maintain regular contact, providing additional information, case studies, or updates on how your product or service can benefit their business. Persistence will pay off because often, the client’s circumstances change.”
Proposify³:
- Recommended Response: “And who were you doing business with prior to them? And when was the last time you did a comparison with another provider? Well then, it’s a good idea to at least get another opinion/quote of services just so you know that you’re not only still getting the best deal and service, but also so you’ll know who to reach out to should you need additional help. Could I at least do a no-cost/no-obligation comparison quote for you?”

4.3 We’re Happy with our Current Provider

Here are three different ways to respond to the common B2B sales objection: “We’re happy with our current provider.”

Mr. Inside Sales¹:
- Recommended Response: “How long has that been? And has it been that long since you’ve compared prices and services with another provider? You know, a lot has changed in that time; it sounds like this would be a good time to at least get another opinion/quote of services just so you know that you’re not only still getting the best deal and service, but also so you’ll know who to reach out to should you need additional help. Could I at least do a no-cost/no-obligation comparison quote for you?”
Lushin²:
- Recommended Response: “I appreciate you have a good relationship with your current provider. However, have you taken the time to benchmark their services with another provider?”
SalesBuzz³:
- Recommended Response: “And who were you doing business with prior to them? And when was the last time you did a comparison with another provider? Well then, it’s a good idea to at least get another opinion/quote of services just so you know that you’re not only still getting the best deal and service, but also so you’ll know who to reach out to should you need additional help. Could I at least do a no-cost/no-obligation comparison quote for you?”

4.4 I need to talk to my boss

Here are three alternative ways to respond to the objection “I need to talk to my boss” from other B2B sales websites:

Mr. Inside Sales recommends: “No problem, and are you going to recommend this to them?” If the prospect answers affirmatively, you can say, “Great! Then I’ll hold on while you check with them…” or “Great! And as you mentioned earlier, they do usually go with your recommendation, right?”¹
FasterCapital suggests: “To overcome this objection, you need to create a sense of urgency and show them how your product can offer them more value, better results, or a competitive edge.”²
Selling Signals advises: “To overcome this objection, tell the lead you understand they can’t talk right now, and then ask for a different time frame when they might be more available. This takes care of the timing issue. To also attend to any priority problems, consider hinting at your value proposition so they know why they should make time for you.”³

Here are three alternative ways to respond to the objection “We don’t have time right now” from other B2B sales websites:

ActiveCampaign suggests: “To overcome the time objection, simply set up a “five-minute exploratory call” as soon as possible. Use this time to find out if they are a legitimate lead and are a qualified customer. If both of these conditions are not met, it may be better to part ways. If they are, while you are on the call, uncover why your prospect wants to wait.” ¹
Selling Signals recommends: “To overcome this objection, tell the lead you understand they can’t talk right now, and then ask for a different time frame when they might be more available. This takes care of the timing issue. To also attend to any priority problems, consider hinting at your value proposition so they know why they should make time for you.” ²
Growbo advises: “According to Demand Gen, 56% of B2B buyers are concerned about how long it takes them to deploy your product and its ease of use. So if you’re met with a “we don’t have time” sales objection, then it probably means your prospect finds your offer a little convoluted. Perhaps you need to try to explain it again in simpler terms.” ³

Certainly! Here are three alternative ways to respond to the objection “We’re already working with a competitor” from other B2B sales websites:

HubSpot suggests: “That’s good to hear – [competitor] is a great company. In fact, we share a lot of mutual customers. Companies that use both of our offerings often find that our product makes accomplishing [X goal] much easier, since it has [unique benefit #1] and [unique benefit #2].” This response lets you differentiate your product from the competition without slinging mud. Plus, it opens the door for another conversation down the line. Once you’ve won the prospect’s trust, you can start talking about a switch if that’s in the buyer’s best interest ¹

Procore recommends: “At this point, I’m not asking you to rip anything out. I’d just like the opportunity to show you how we’re different and how we’ve provided additional value to our customers. I can present some use cases of other companies like yours who work with us and with Competitor X. When is a good time to schedule a follow-up call?” This response will give you the opportunity to prove what your product does differently and ultimately show the prospect why they need it ²

Business By Phone advises: “Got it. Can I ask what type of evaluation process you go through to be sure you’re getting the best service available?” You need to plant doubt in the prospect’s mind before they’ll ever consider changing vendors. They probably haven’t thought about their decision to use the competition since they signed the contract – this question will have them wondering whether it’s still the right choice ³

Here are three additional ways to respond to the objection “I need to think it over”:

SalesHacker suggests: “When you hear this objection, it’s important to understand what’s really going on. Ask questions to uncover the real reason behind their hesitation. For example, you could say, ‘I appreciate that. Can you help me understand what specifically you need to think about?’”
Close recommends: “Acknowledge their need to think it over, but also create urgency. You can say, ‘I completely understand. While you’re thinking it over, let’s schedule a follow-up call for next week. That way, we can address any additional questions or concerns you might have.’”
SalesScripter advises: “When you hear this objection, respond with, ‘I appreciate that. What specifically would you like to think about? Is there something specific that’s causing hesitation?’” This approach helps you uncover the underlying concerns and address them directly.

4.8 We’re not interested

Here are three alternative ways to respond to the objection “We’re not interested”:

Mr. Inside Sales suggests: “That’s fine, and many people I speak with tell me the same thing as well. And as they learn more about this and see what this can really do for them, they were glad they took a few minutes to listen. One thing that would be a good fit for you is…” (Continue on with your pitch, briefly, and then ask a qualifying question like, “Do you see how that would work for you?”) ¹
5 Percent Institute recommends: “Politely let them know that’s completely OK.” Sometimes prospects say they’re not interested because they feel you’re going to pitch them or they don’t perceive immediate value. Acknowledge their response and maintain a courteous tone ²
SalesScripter advises: “Instead of trying to resolve or overcome the sales objection, try to focus on just keeping the conversation going. When they say, ‘I am not interested,’ they are trying to end the conversation. Don’t try to make them interested, just try to keep the conversation from ending.” ³

4.9 I’m locked into a contract

Here are three ways to respond to the objection “I’m locked into a contract” from other B2B sales websites:

ActiveCampaign suggests: “This objection usually means your prospect has their hands tied. This is an excellent opportunity to empathize with them and position your company as a better alternative to your competitor. Be direct in asking them about the contract terms while analyzing their relationship with their vendor.” ¹

UpLead recommends: “Your customer may be reluctant to switch to a different provider out of loyalty or due to the hassle associated with transitioning. To counter this objection, you should fully understand the customer’s situation and explain why your product is still worth the switch.” ²

HubSpot advises: “Figure out if your prospect truly has an existing vendor relationship or is simply not interested. Keep them engaged in the conversation long enough to show them the value of working with you (even if they’ve already purchased a competing solution).” ³

5. Overcome Objections, Close More Deals: The Ultimate Objection Handling Playbook

Tired of objections derailing your sales conversations? Frustrated with prospects who seem resistant to your value proposition? It’s time to equip your sales team with the tools they need to transform objections into closed deals: The Ultimate Objection Handling Playbook.

This comprehensive, action-oriented playbook is designed to empower your team with proven strategies and tactics to tackle any objection head-on. Inside, you’ll discover:

The Psychology Behind Objections: Understand the root causes of common objections and why they arise.
Proven Response Frameworks: Master proven frameworks like LAER and Feel-Felt-Found to address objections strategically.
Battle-Tested Scripts: Access adaptable scripts and talking points for every objection category, from budget concerns to trust issues.
Advanced Strategies: Navigate complex objections involving multiple stakeholders and deeply-rooted concerns.
Industry-Specific Insights: Get tailored responses for the unique objections your prospects face in your industry.

Don’t let objections stand between you and your sales goals. The Ultimate Objection Handling Playbook is your comprehensive guide to turning challenges into triumphs. Empower your team, build confidence, and close more deals with ease.

Invest in Your Sales Success:

Order your copy of the Ultimate Objection Handling Playbook today and witness a transformation in your team’s performance. This is the resource your sales team has been waiting for.

Empower your team, turn objections into opportunities.

Objection Handling Playbook

Empower your Sales Team to turn Objections into Opportunities

Proven Response Frameworks

The Psychology Behind Objections

Battle-Tested Scripts

Advanced Strategies

COMPLETE WITH FREE VIDEO TUTORIAL

Fundamentals of Key Account Management

by Iain Swanston

Key Account Management - Top Question from Google

What is Key Account Management?

There’s a new way to deliver sales growth…

Don’t buy Sales Training until you’ve watched this video…

1. Understanding Key Account Management

What Is Key Account Management?

Key Account Management (KAM) is a strategic approach that focuses on nurturing and maintaining strong relationships with a select group of high-value clients. These clients, known as key accounts, contribute significantly to an organization’s revenue and long-term success. Key Account Management aims to create mutual value by aligning the goals of the supplier (seller) with those of the key account (buyer).

Why Is Key Account Management Important?

Strategic Importance: Key accounts often represent a substantial portion of an organization’s revenue. By prioritizing these accounts, companies can maximize profitability and growth.
Long-Term Relationships: Unlike transactional sales, KAM emphasizes building enduring relationships. Trust, collaboration, and understanding are crucial for sustained success.
Customized Solutions: Key accounts have unique needs and challenges. KAM involves tailoring solutions to address these specific requirements.

Key Components of Key Account Management

1.1 Identifying Key Accounts

Before implementing KAM, organizations must identify their key accounts. Here’s how:

Revenue Contribution: Analyze which clients contribute significantly to overall revenue. These are likely to be key accounts.
Strategic Fit: Consider whether the client aligns with your organization’s long-term strategy, goals and values.
Complexity of Relationship: Evaluate the depth and complexity of the client relationship.

1.2 Segmentation

Once key accounts are identified, segment them based on criteria such as:

Revenue Tier: Classify accounts into tiers (e.g., platinum, gold, silver) based on their revenue contribution.
Strategic Fit: Assess how closely the account aligns with your business strategy.
Potential for Growth: Identify accounts with growth potential.

1.3 Developing a KAM Strategy

A robust KAM strategy involves:

Account Planning: Create detailed account plans for each key account. Understand their business, challenges, and goals.
Cross-Functional Collaboration: Involve various departments (sales, marketing, customer service) to provide holistic support.
Value Proposition: Define the unique value your organization brings to each key account.

1.4 Relationship Building

Building strong relationships is at the core of KAM:

Regular Communication: Maintain open lines of communication. Understand the account’s pain points and aspirations.
Face-to-Face Meetings: Arrange in-person meetings to deepen the relationship.
Problem-Solving: Be proactive in addressing issues and finding solutions.

1.5 Measuring Success

KAM success is measured through:

Key Performance Indicators (KPIs): Metrics like revenue growth, customer satisfaction, and retention rate.
Customer Lifetime Value (CLV): Assess the long-term value of key accounts.
Feedback and Reviews: Regularly seek feedback from key accounts to improve the KAM process.

Key Account Management is not just about sales; it’s about building lasting partnerships. By understanding the unique needs of key accounts and aligning your efforts with their success, organizations can thrive in today’s competitive landscape.

KAM is an ongoing journey, and consistency and continuous adaptation is key to its effectiveness.

2. Identifying Key Accounts

Identifying the best Key Accounts

Key accounts are your organization’s most valuable customers. They play a pivotal role in driving revenue, referring prospects, and enhancing your business’s credibility within their industry. However, identifying these key accounts requires a strategic approach.

2.1 Collaborate for Alignment

The first step is to collaborate across your organization to align goals and responsibilities. Key account programs involve more than just sales; they require contributions from various teams. Consider the following:

Cross-Functional Involvement: While sales initiates the process, other functions (marketing, product, finance, supply chain, service) contribute to delivering value to key accounts. Each function must understand its role and allocate resources accordingly.
Organizational Alignment: Clearly define who owns the relationship with the customer. B2B sales often involve multiple stakeholders, so early collaboration ensures consistent messaging and expectations.

2.2 Establish Key Account Criteria

To keep the number of key accounts manageable and relationships meaningful, you should use objective criteria for qualification. Look past the obvious criteria of:

Revenue Contribution: Key accounts don’t necessarily mean the highest revenue clients. Evaluate accounts based on their current and future revenue potential. Strategic Fit: Assess alignment with your current and future business strategy and long-term goals. Growth Potential: Consider accounts that have room for growth.

We recommend you gather detailed information about each account on your target list such as:

Financial Metrics: Understand their financial health, historical spending patterns, payment terms and growth trajectory.
Industry Insights: Research industry trends, challenges, and opportunities relevant to each account.
Stakeholder Mapping: Identify decision-makers and influencers within the account. How easy are they to access?

2.3 Develop a Strategic Account Plan

Create a customized account plan for each key account:

Goals and Objectives: Define clear objectives for the relationship.
Value Proposition: Understand what unique value your organization provides to each account.
Action Steps: Outline specific actions to nurture the relationship and address challenges.

2.4 Monitor and Measure Performance

You should regularly monitor key account performance and swap key accounts out where necessary. Use objective metrics such as:

Account Growth: Track revenue generated from key accounts over time.
Customer Satisfaction: Gather feedback and assess satisfaction levels.
Retention Rate: Measure how well you retain key accounts.

Successful key account management isn’t solely about profit margins; it’s about building long term partnerships. Longevity and mutual value creation matter more than occasional discounts. By identifying and nurturing key accounts effectively, your organization can thrive in today’s competitive landscape.

3. Building Strong Client Relationships

Building Strong Relationships Across the Organisation

Key Account Management (KAM) isn’t just about closing deals; it’s about fostering enduring partnerships. KAM focuses on building strong, long-term relationships with a company’s most important clients—those strategic accounts that significantly impact revenue growth and overall success. These key accounts are not merely defined by transaction size; their strategic importance to the organization sets them apart.

Why Strong Client Relationships Matter

Maximizing Lifetime Value: Key accounts contribute a substantial portion of an organization’s revenue. By nurturing these relationships, companies can maximize customer lifetime value. A loyal key account is more likely to stay with you for the long haul, leading to sustained revenue growth.
Referrals and Testimonials: Satisfied key accounts become brand advocates. Their positive experiences lead to referrals and glowing testimonials, enhancing your company’s reputation and attracting new business.
Strengthening Bonds: Trust is the bedrock of client relationships. When key accounts trust your organization, they’re more likely to collaborate, share insights, and weather challenges together.

Strategies for Building Strong Client Relationships

3.1 Reliability and Consistency

Be There Through Thick and Thin: Key accounts want more than a chatbot to handle emergencies. They seek a dedicated team that stands by them through good times and bad. People buy from people.
Consistent Communication: Don’t just be responsive, be pro-active. Regularly engage with key accounts. Understand their pain points, aspirations, and evolving needs.

3.2 Customization and Personalization

Tailor Solutions: Key accounts have unique requirements. Customize your offerings to address their specific challenges.
Personal Touch: Go beyond transactional interactions. Remember birthdays, milestones, and other personal details. Show genuine interest in their success.

3.3 Collaboration and Co-Creation

Partnership Mindset: Position yourself as a partner, not just a vendor. Collaborate on joint initiatives, co-create solutions, and align goals.
Shared Success Metrics: Define success together. What does a win look like for both parties? Set measurable goals.

3.4 Proactive Problem-Solving

Anticipate Needs: Understand key accounts deeply. Predict their pain points and address them before they escalate.
Quick Response: When challenges arise, respond promptly. Show agility and commitment to resolving issues.

3.5 Face-to-Face Interaction

In-Person Meetings: Whenever possible, meet key accounts face-to-face. Nothing beats the personal touch.
Relationship Building: Use these meetings to strengthen the relationship, not just discuss business.

Building strong client relationships is the heart of successful key account management. By being reliable, personalized, collaborative, proactive, and investing in face-to-face interactions, you’ll create lasting bonds that drive revenue and elevate your brand.

4. Creating Value for Key Accounts

Value in Key Account Management

When it comes to key accounts, value extends beyond monetary transactions. It includes trust, collaboration, and customized solutions that address the unique needs of these clients.

Why Creating Value Matters

Long-Term Partnerships: Key accounts are not short-term wins. They represent enduring partnerships. By consistently delivering value, you build loyalty and longevity.
Beyond Discounts: While discounts play a role, value creation goes deeper. It involves understanding the client’s pain points, aspirations, and business challenges.
Upselling and Cross-Selling: When you create value, key accounts are more receptive to upselling and cross-selling. They see the benefits of expanding their engagement with your organization.

Strategies for Creating Value

4.1 Customized Solutions

Needs Assessment: Regularly assess the evolving needs of key accounts across all of their departments. What challenges do they face? How can your products or services address those challenges?
Tailored Offerings: Customize solutions based on their specific requirements. One size does not fit all.

4.2 Strategic Insights

Industry Trends: Stay informed about industry shifts. Provide insights to key accounts on emerging trends, regulatory changes, and competitive landscapes.
Benchmarking: Compare their performance against industry benchmarks. Identify areas for improvement.

4.3 Collaboration and Co-Creation

Joint Initiatives: Collaborate on projects or initiatives. Involve key accounts in product development, process improvements, or market research.
Value Co-Creation: Work together to create new value propositions. Understand their goals and align your efforts accordingly.

4.4 Proactive Problem-Solving

Anticipate Challenges: Be proactive in identifying potential issues. Address them before they impact the client.
Continuous Improvement: Seek feedback and iterate. Use their insights to enhance your offerings.

4.5 Education and Training

Product Knowledge: Ensure key accounts understand your products or services thoroughly. Train their teams if necessary.
Best Practices: Share industry best practices and success stories. Position yourself as a valuable resource.

The best Key Account Managers are a cross between a Thought Leader, a Subject Matter Expert and a Trusted Advisor.

Value isn’t just about what you sell—it’s about the impact you make.

5. Practical Strategies for Implementing Key Account Management

1. Formalize Key Account Management

Begin by formalizing the KAM process within your organization. Clearly define guidelines, roles, and responsibilities. Ensure alignment across departments, including sales, marketing, and customer service. KAM is in essence team selling and everyone should know and understand their responsibilities.

2. Define Key Accounts

Not all clients qualify as key accounts. Establish criteria for identifying them. Consider factors such as revenue contribution, strategic fit, and growth potential. Quality matters more than quantity; start with a manageable number of key accounts and gradually expand.

3. Start Small and Expand Gradually

Implement KAM incrementally. Begin with a pilot group of key accounts. Learn from this initial experience, refine your approach, and then scale up. Starting small allows you to fine-tune your strategies and adapt to specific client needs.

4. Understand the Full Context of Key Accounts

Go beyond transactional knowledge. Dive deep into the context of each key account. Understand their industry, challenges, competitive landscape, and growth prospects. This contextual understanding enables you to tailor your solutions effectively.

5. Don’t Push Products, Sell Solutions

Key accounts seek solutions, not just products. Focus on addressing their pain points and providing holistic solutions. Understand their business objectives and align your offerings accordingly. Position yourself as a problem-solver rather than a mere vendor.

6. Meet with Key Accounts Regularly

Schedule face-to-face meetings with key accounts whenever possible. Use these opportunities to deepen relationships, discuss progress, and identify areas for improvement. In-person interactions build trust and enhance collaboration.

7. Define Sales Manager Roles Properly

Assign dedicated sales managers to key accounts. These managers should understand the unique needs of each account and act as strategic partners. Their role goes beyond sales—it involves relationship-building, problem-solving, and value creation.

8. Ensure Account Coaching Is Provided

Invest in coaching and training for your account managers to equip them with the skills needed to excel in KAM. Sales Coaching has a proven ROI and should be a priority for your sales manager.

6. The Role of the Key Account Manager

A Key Account Manager plays a pivotal role in an organization’s success by nurturing and maximizing value from its most important clients. As with everything in sales, the execution is critical and the responsibilities, skills, and behaviors of an effective KAM will define your success.

Responsibilities of a Key Account Manager

Building Long-Term Relationships:
- A KAM’s primary responsibility is to cultivate enduring partnerships with key accounts. They aim to transform buyers into strategic business partners.
- By nurturing relationships over time, KAMs ensure that top customers remain loyal and continue to contribute to the organization’s revenue growth.
Understanding Client Needs:
- KAMs acquire an in-depth understanding of key customer needs and requirements. This involves active listening, asking probing questions, and conducting thorough assessments.
- By grasping the unique challenges and aspirations of each key account, KAMs tailor their strategies accordingly.
Strategic Planning:
- KAMs must take a long-term view. They develop strategic account plans that align with both the client’s objectives and the organization’s goals.
- These plans outline how to maximize mutual value, retain the account, and drive growth.
Customized Solutions:
- Rather than pushing generic products, KAMs propose tailored solutions. They address specific pain points and provide value beyond transactional interactions.
- Customization ensures that key accounts receive the attention and support they deserve.
Negotiation and Problem-Solving:
- KAMs negotiate contracts, pricing, and terms. They find win-win solutions that benefit both parties.
- When challenges arise, KAMs proactively address them. Their problem-solving skills are crucial for maintaining trust.
Dedicated Resources:
- KAMs allocate dedicated resources to key accounts. This may include specialized support teams, personalized communication channels, and priority access.
- The goal is to make key accounts feel valued and well-supported.
Periodic Meetings:
- Regular face-to-face meetings are essential. KAMs use these interactions to deepen relationships, discuss progress, and identify growth opportunities.
- In-person meetings build trust and allow for candid conversations.

Skills Required for Key Account Management

Excellent Communication:
- KAMs must communicate clearly, persuasively, and empathetically. They listen actively and adapt their communication style to each client.
- Strong written and verbal skills are essential for creating compelling proposals and maintaining rapport.
Strategic Thinking:
- KAMs think beyond immediate transactions. They analyze market trends, competitive landscapes, and industry shifts.
- Strategic thinking helps them anticipate client needs and position themselves as trusted advisors.
Negotiation Skills:
- Effective negotiation ensures mutually beneficial outcomes. KAMs balance assertiveness with flexibility.
- They understand the value of concessions and know when to push for favorable terms.
Empathy and Active Listening:
- Empathy allows KAMs to understand clients on a deeper level. They recognize emotions, concerns, and motivations.
- Active listening helps uncover hidden needs and build stronger connections.
Time Management:
- Juggling multiple key accounts requires efficient time management. KAMs prioritize tasks, set deadlines, and maintain focus.
- They avoid spreading themselves too thin.
Organizational Skills:
- KAMs handle complex account details, contracts, and documentation. Organizational skills prevent oversights and ensure smooth operations.

Behaviors of Successful Key Account Managers

Accountability:
- Successful KAMs hold themselves accountable. They take ownership of outcomes, whether positive or challenging.
- Accountability extends to their team and the client relationship.
Consistency and Clarity:
- KAMs maintain consistent communication. They document interactions clearly and avoid ambiguity.
- Clarity builds trust and ensures alignment.

In summary, a skilled Key Account Manager combines strategic thinking, relationship-building, and problem-solving to create lasting value for both the organization and its key accounts. By mastering these skills and embodying the right behaviors, KAMs contribute significantly to business success.

“A fantastic learning experience”

Amanda – Account Manager

Mastering the Art of Asking For The Order

by Iain Swanston

asking for the order - Top Question from Google

How do you ask customers for the sale? (The short answer)

You should always remember, people do not like being sold to, but they love buying. With this in mind the best way to ask for the order, is not to ask for the order. If you use a consultative sales approach the customer will realise for themselves that there is a good fit between what you are selling and their needs. The best sales professionals never have to ask for the order. They simply create the right conditions for the buyer to buy.

If you are using a traditional sales approach in B2B sales, there are several ways to ask customers for sales, depending on the context and the relationship you have with them. Here are some examples:

If you are in a business setting and have already established a relationship with the customer, you can ask for a sale by stating the benefits of your product or service and explaining why it would be a good fit for their needs. For example, you could say, “Our product has been proven to improve efficiency and save time, which I think would be valuable for your business. Would you like to discuss a purchase?”
If you are cold-calling or contacting potential customers for the first time, it’s important to be polite and respectful. Start by introducing yourself and your company, and then explain how your product or service can help them. For example, you could say, “Hi, my name is [Name] and I’m with [Company]. We offer a [Product/Service] that can help [Benefit]. Can I schedule a call to discuss how it could benefit your business?”

Overall, the key to asking for the sale or indeed anything, is to be polite, respectful, and informative. Show the value of your product or service, and be prepared to answer any questions they may have.

There’s a new way to deliver sales growth…

Don’t buy Sales Training until you’ve watched this video…

1. Why it's important for salespeople to ask for the sale?

Not everyone is familiar with, or uses a consultative sales approach. Therefore, it’s very important for those using traditional sales methodologies to ask for the sale. Asking for the sale is the final step in the sales process, and it’s what ultimately determines whether the salesperson is successful in making a sale.

By asking for the sale, the salesperson is taking the initiative and putting the decision in the hands of the customer. This can be a powerful way to persuade the customer to make a purchase, and it can also help the sales person to close the deal more efficiently.

In addition to winning more sales, asking for the sale is also a crucial part of building a successful sales career. Sales is a profession that requires persistence, confidence, and the ability to handle rejection.

Asking for the sale helps sales professionals to develop these skills, and it can also help them to build a track record of success. The ability to ask for the sale has a direct impact on the sales performance of your sales team.

2. Why asking for the sale can lose sales professionals the deal

Asking for the sale is an important step in the sales process, and it’s essential for making a successful sale. However, if it’s not done in the right way, it’s possible that asking for the sale could lose the deal. Here are a few reasons why this might happen:

The customer isn’t ready: If the customer isn’t ready to make a decision, asking for the sale can be premature and can push them away. It’s important to carefully gauge the customer’s level of interest and readiness before asking for the sale.
The customer has objections: If the customer has objections or concerns, asking for the sale without addressing those issues can be counterproductive. It’s important to listen to the customer’s objections and to address them before asking for the sale.
The sales person is pushy or aggressive: Asking for the sale in a pushy or aggressive manner can be off-putting to the customer. Salespeople should be direct and clear in their request, but they should also be respectful and professional.
The customer is dissatisfied: If the customer is unhappy with the product or service, or with the salesperson’s performance, asking for the sale can be futile. In these cases, it may be better to address the customer’s dissatisfaction and try to resolve the issues before asking for the sale.

Overall, asking for the sale is a crucial part of the sales process, but it’s important to do it in a way that is appropriate for the specific situation and customer.

3. How fear of rejection stops sales professionals asking for the sale

Fear of rejection can definitely stop salespeople from asking for the sale. Asking for the sale is an inherently vulnerable position, and it requires the salesperson to put themselves out there and potentially face rejection. This can be intimidating, and it’s natural for salespeople to be afraid of being rejected.

However, it’s important for salespeople to overcome this fear and to ask for the sale anyway. Rejection is a natural part of the sales process, and it’s something that every salesperson will experience at some point in their career. By accepting that rejection is a possibility and by developing the skills and strategies to handle it effectively, sales people can overcome their fear of rejection and become more successful in their careers.

Sales people can overcome their fear of rejection in a number of ways, including the following:

Develop a positive attitude: A positive attitude can help salespeople to stay motivated and focused, even in the face of rejection. By believing in themselves and their abilities, salespeople can maintain a sense of confidence and resilience, which can help them to overcome their fear of rejection.
Practice effective rejection management: Sales people can learn how to manage rejection effectively by using techniques such as reframing, refocusing, and redirecting. These techniques can help sales people to view rejection in a more positive light, and to move on from rejection quickly and confidently.
Seek support: Sales people don’t have to face their fear of rejection alone. Seeking support from colleagues, mentors, and peers can provide valuable encouragement and advice, and can help sales people to feel more confident and capable.
Learn from rejection: Instead of viewing rejection as a failure, sales people can learn from it and use it as an opportunity to improve. By analyzing why a particular sale didn’t go through, salespeople can identify areas for improvement and develop strategies to overcome similar objections in the future.

By adopting these strategies, sales people can overcome their fear of rejection and become more successful in their careers.

4. How to build confidence in salespeople

Here are some tips for building confidence in a sales team:

Provide training and development: A sales team who are well-trained and well-equipped with the knowledge and skills they need to succeed are more likely to be confident in their abilities. Invest in sales training and development programs that provide sales professionals with the tools and resources they need to be successful.
Encourage positive thinking: Positive thinking is a powerful tool that can help sales professionals to build confidence and overcome challenges. Encourage sales professionals to focus on their strengths and to believe in their ability to succeed.
Set achievable goals: Setting challenging but achievable goals can help sales professionals to feel a sense of accomplishment and to build their confidence. Create a goal-setting framework that provides clear benchmarks and rewards for success.
Provide support and encouragement: Sales can be a tough and demanding profession, and sales professionals often face rejection and disappointment. Provide support and encouragement to help salespeople stay motivated and focused, and to build their confidence over time.
Celebrate success: Recognizing and celebrating the successes of salespeople can help to boost their confidence and to reinforce the behaviours and strategies that lead to success. Make sure to celebrate both individual and team successes, and to provide public recognition for outstanding achievements.

By implementing these strategies, sales managers and leaders can help sales teams to build confidence, improve sales performance and to become more successful in their careers.

5. Why salespeople feel uncomfortable asking for the sale

Asking for the sale can be uncomfortable for a sales person because they may fear rejection or feel like they are being pushy or aggressive. Additionally, some people may be unsure of how to ask for the sale in a way that is polite and respectful, or they may not be confident in their product or service. Here are some reasons why a sales person may feel uncomfortable asking for the sale:

Fear of rejection: Asking for the sale means putting yourself out there and potentially facing rejection. This can be intimidating and uncomfortable, especially for people who are sensitive to criticism or who have low self-esteem.
Concern about being pushy or aggressive: Some people may worry that asking for the sale will make them appear pushy or aggressive, which can be off-putting to customers. This may be especially true for people who are naturally reserved or introverted.
Uncertainty about how to ask for the sale: Asking for the sale is a skill that requires practice and finesse. If a sales person does not know how to do it effectively, it can make them feel unsure and uncomfortable.
Lack of confidence in their product or service: If you don’t believe in your product or service, it can be difficult to persuade others to buy it. This lack of confidence can make it uncomfortable to ask for the sale.

Overall, asking for the sale can be uncomfortable for many people because it involves overcoming these fears and doubts. However, with practice and the right mindset, you can learn to ask for the sale in a way that is confident and persuasive.

6. What are sales closing techniques?

Sales closing techniques are strategies that salespeople use to persuade a potential customer to make a purchase. These techniques can take many forms, but they all aim to help the salesperson overcome any objections the customer may have and to move the conversation towards a successful sale. Some common sales closing techniques include using a trial close to gauge the customer’s level of interest, asking for the sale directly, offering a discount or special deal, and using scarcity or urgency to create a sense of need. Sales closing techniques can be effective, but it’s important for salespeople to use them in an ethical and transparent manner.

Examples of sales closing techniques:

The trial close: This involves asking the customer a question that helps the salesperson gauge their level of interest in the product or service. For example, the salesperson might say, “Based on what you’ve told me, it sounds like this product could be a good fit for your needs. Am I correct?”
Asking for the sale directly: This is a straightforward approach where the salesperson simply asks the customer if they would like to make a purchase. For example, the salesperson might say, “Do you want to go ahead and place your order today?”
Offering a discount or special deal: This involves offering the customer a financial incentive to make a purchase. For example, the salesperson might say, “If you decide to order today, I can offer you a 10% discount on your purchase.”
Using scarcity or urgency: This involves creating a sense of need or urgency to persuade the customer to make a decision quickly. For example, the salesperson might say, “This offer is only available for a limited time, so if you want to take advantage of it, you’ll need to act now.”
In certain circumstances such as selling home products like kitchens and windows, it can help to introduce an order pad or order form to help capture the customers order details. The visible introduction of the order pad can prompt the buyer into moving forward.

It’s important to note that these are just examples, and every sales person should use the closing techniques that are most appropriate for their specific situation and customers.

7. Handling objections in sales

Objections from prospects are common as they try to reach the best buying decision for themselves. However, in most cases they are not objections, they are simply the buyers way of saying that they require more detail. Nonetheless, the inability to handle objections will cost both the sales person and the company in lost sales. Here are some tips for handling objections in sales:

Listen carefully to the objection: It’s important to understand exactly what the customer is saying and why they are objecting. Ask clarifying questions and pay attention to their body language and tone of voice to get a better sense of their concerns.
Acknowledge the objection: Show the customer that you understand their concerns and that you are taking their objections seriously. This can help to build trust and rapport with the customer.
Address the objection: Once you understand the customer’s objection, provide a response that addresses their concerns. This might involve providing additional information, offering a solution, or addressing any misconceptions the customer may have.
Ask for the sale: After you have addressed the customer’s objections, it’s time to ask for the sale. Be direct and clear in your request, and be prepared to overcome any additional objections that the customer may have.
Follow up: If the customer still isn’t ready to make a purchase, follow up with them at a later date. This can help to keep the conversation going and can increase the chances of making a sale in the future.

It’s important to remember that handling objections is an ongoing process, and every sales person should be prepared to handle objections at every stage of the sales process.

8. What are sales transition statements and how do you use them?

Sales transition statements are phrases that help you smoothly move from one part of a sales conversation to another. They can be used to introduce a new topic, ask for a sale, or overcome objections. Here are some examples of how you can use sales transition statements:

Introducing a new topic: “In addition to [current topic], there is another aspect of our product that I think you might find interesting. It’s [new topic].”
Asking for a sale: “Based on what we’ve discussed, I think our product would be a great fit for your needs. Are you ready to move forward with a purchase?”
Overcoming objections: “I understand your concern about [objection]. Let me assure you that [reassurance/solution to objection].”

To use sales transition statements effectively, make sure they are smooth and natural-sounding. Avoid using language that sounds too salesy or pushy, and focus on addressing the customer’s needs and concerns. By using these phrases to move smoothly from one topic to another, you can help guide the conversation and ultimately persuade the customer to make a purchase.

9. What are the most popular sales closing phrases?

Sales closing phrases or sales closing questions are used to conclude a sales conversation and persuade the customer to make a purchase. Some of the most popular sales closing phrases include:

“Are you ready to move forward with a purchase?”
“Can I count on you to buy today?”
“If you’re happy with everything we’ve discussed, shall we go ahead and get started?”
“Based on what we’ve discussed, I think our product is a great fit for your needs. What do you think?”
“I’m confident that our product will help you [achieve goal/solve problem]. Are you ready to make a commitment?”

It’s important to remember that these phrases are just suggestions, and the best sales closing phrase will vary depending on the situation and the customer. The key is to find the right questions or phrase that feel natural and authentic, and that helps you conclude the conversation in a way that persuades the customer to make a purchase.

10. Why a consultative sales approach is important in modern selling

A consultative sales approach is important in modern selling for several reasons. First, it allows the salesperson to better understand the customer’s needs, goals, and challenges, and to tailor their solutions to meet those needs. This can help to create a more personalized and effective sales pitch, and it can also help to build trust and rapport with the customer.

Second, a consultative sales approach is more focused on the customer’s needs than on the salesperson’s goals. This can help to create a more mutually beneficial and long-term relationship with the customer, rather than a transactional one-time sale.

Third, a consultative sales approach is more adaptable and flexible than traditional sales approaches. In today’s fast-paced and constantly changing business environment, salespeople need to be able to adapt quickly and to provide solutions that meet the customer’s evolving needs. A consultative sales approach allows salespeople to do this more effectively.

Overall, a consultative sales approach is important in modern selling because it allows salespeople to provide more effective solutions, to build stronger relationships with customers, and to be more adaptable to changing business conditions.

“A fantastic learning experience”

Amanda – Account Manager

How to Build an Outbound Sales Team

by Iain Swanston

How to Build an Outbound Sales Team – Top question from Google

What is outbound sales?

Outbound sales is the process of a sales team or salespeople initiating engagement with potential and existing customers. This could encapsulate trying to secure new customers, up selling to existing customers, or general account management. In contrast, inbound sales relies on a company’s marketing strategy to drive customer interest, and customers will contact the company to enquire about their services. This blog post will tell you how to build an outbound sales team.

Preparing to go Outbound

In the rush to go outbound many companies either overlook or pay little attention to the core foundation of every successful outbound sales campaign – their value proposition. Without this most campaigns will fail at best, at worst, they will fail you will lose market traction. you will lose your best sales people and you will also lose a lot of money.

A Proven Value Proposition

Many companies make the mistake of trying to scale their sales operations without a proven value proposition with disastrous effects. Whether you chose to build your own outbound team or to subcontract to a specialist you need a proven value proposition. The more time and money you invest on proving your value proposition will be returned ten fold in your results. This does not just apply to Startups. Those that believe they have already proven their value proposition can equally benefit by refining and fine tuning what they have.

Words Sell

Whilst most of us would accept the importance of words in the world of Business to consumer few people in B2B dedicate sufficient time and energy to finding the right words to describe our products and services. Ask and Pay per click specialist who is restricted to 30 characters for the headline and 90 for the description of the importance of word choice. That’s characters not words.

Technology

We are blessed in the modern sales world with lots of great outbound technologies which makes the outbound process both easier and more productive. From intent data, to auto diallers, to call recording and artificial intelligence there are a plethora of great tools to choose from that will help your outbound team be successful. Be sure to invest the time and budget to arm your sales team with the technology they need.

Sales Leadership

An often overlooked area of business is sales management. Many sales managers have come from a sales background and were at some stage a top sales rep. Unfortunately the skills required for modern sales management are very different to just selling and the position of sales manager is a key hire for any business. Without a great sales manager your best sales reps will leave and the worst reps will stay which is the exact opposite of what you want to happen. Company culture is hugely important in any business and no more so than in an inbound and outbound sales team.

In short, without a proven value proposition and good sales management, you will spend more money and take much longer to get where you want to go. These three areas are an essential component for a scalable outbound process.

Building an Inhouse Team or Outsourcing

When developing an outbound sales team, sales managers and company owners have two choices. They can build an in-house sales team or they can outsource the process to an external agency or group of salespeople.

Each option has its own positives and negatives, and sales managers and company owners should consider these carefully before making any changes.

Through outsourcing their outbound sales operations, companies can hire people with a proven track record of success that they might not otherwise be able to afford.

Outsourcing can be more economic for some companies, as they do not have to resource staff training or office space for them. It can also provide more cost flexibility, as the salespeople will not be tied down to long-scale contracts.

In-house sales teams are much more likely to develop excellent product knowledge over time, which they can convey to prospective clients. Outsourcing can also result in a lack of control of the sales process, and the company cannot guarantee that the leads generated are of a sufficient quality until much later.

There are also concerns that an outbound sales team may not be as “bought into” your product, company or company ethos, and this could be purveyed to prospective clients.

Remember, a poor outbound experience is the fastest way to destroy your brand. Badly executed outbound calls will have a negative impact on your brand and could lose you valuable market traction.

Outbound prospecting particularly cold calling, is very different to responding to inbound sales leads. Your sales team and lead generation strategy should be built with this in mind.

What are outbound sales activities?

Outbound sales requires salespeople to go to the potential clients. In contrast, inbound sales where potential clients come to the company, either for more information or to buy their product/service.

Therefore, traditionally outbound sales does not include any marketing or product development tasks.

Outbound selling can be very labour intensive, and in the case of cold calling it needs a high volume of calls to have a meaningful impact on sales. This is because:

80% of cold calls go straight to voice mail – Sales Intel

It takes an average of 18 attempts to reach a technology buyer – Gartner

In addition to being labour intensive, outbound sales has a high churn rate in terms of staff. Many companies struggle to retain the people they have, let alone build a high performing team of SDR’s.

Lead generation is the starting point of an outbound sales process. Some company’s will have a dedicated in-house lead generation team, whilst others leave it for their general salespeople to handle.

In most cases when outbound sales is left to general salespeople it simply doesn’t happen. Sales people have a skill of always finding something “more important” to do than lead generation.

Outbound sales is a contact sport, pure and simple and requires salespeople to contact prospective customers. This could be by telephone, email, LinkedIn or face to face, however predominantly this is done via phone and email.

From our own experience SDR’s who use a multichannel approach are much more successful than those who are only using the telephone or email.

Often as part of the outbound sales role SDR’s will undertake what is known as sales qualification process. This involves a salesperson determining whether or not the lead is likely to become a customer or not.

Once the leads have been qualified, leads are typically then passed to a Business Development Rep whose responsible for any form of product demo and closing the deal.

In more traditional sales organisations this may include setting appointments for the companies field sales reps. The length of the sales process will depend on the target market, the industry and the customer.

As an outbound sales person you will be expected to do the following:

Research leads
Generate new sales leads
Qualifying inbound sales leads and build a sales pipeline
Setting appointments with potential or existing customers and follow the sales process
Follow up proposals
Cold and warm calling
Cold and warm emails
Social Selling
Customer service calls, with a view to upselling
Product demos
Account Management

Outbound prospecting is especially vital for companies with little or no marketing budget. This is this because in these circumstances, prospective customers are unlikely to come to the company in great numbers, and as such the company will have to go to the potential clients.

Outbound sales strategy

Having a great team of outbound sales reps important, but if they don’t have a good sales strategy to follow, they are unlikely to be successful. Creating a sales strategy should be one of your first tasks when establishing an outbound sales team.

A good outbound sales strategy requires the right sales playbook (script, methods etc.) and the right methods to measure success. Opinions on sales scripts vary, but if you develop a good sales script, it ensures a consistent approach and can help new sales reps get up to speed faster.

Our research here at Klozers, find that sales teams with playbooks are 33% more likely to be high performers. If a sales script is used, preparation should be used so the salesperson will appear to be talking as naturally as possible.

Different sales methods should be explored to see if they will result in more successful sales. For example, consultative selling could result in an increase in sales.

Preparation is key for a successful outbound sales strategy. Salespeople should have all of the data, scripts and tools they need before they start calling. They should also have an excellent knowledge of the products or services.

Whatever sales strategy is used, it is important that there are processes in place to monitor its success. If certain aspects of the strategy haven’t been successful, then either the sales strategy can be amended, or extra training and coaching should be organised.

Data can be used to monitor the most successful times to make outbound sales calls. For example, if the data shows that outbound calls are more successful on a Wednesday afternoon, then greater focus should be placed on this time, and team meetings should be avoided at that time.

Outbound and Inbound Sales Support

At Klozers the inbound and outbound sales process that we teach in our sales training is based on the success we have had in our own business. We will show you exactly the sales strategies and outbound methods that we use every day to target customers, qualifying leads, make a sales call, cold calling, cold emailing and drive customer engagement.

Furthermore, if you would like to optimise your inbound and outbound channels we can teach you how we use content marketing combined with search engine optimisation, to turn our website in to a lead generation machine.

We have a number of ways we support SaaS companies. From advice on recruitment and value proposition development, through to telesales, social selling training and strategy training, we can help you win more business, grow your business. and have more fun along the way.

Klozers has been selected among the Top Lead Generation Companies by Designrush

Consultative Sales Training | How Customers Want to Buy

by Iain Swanston

Consultative Sales Training – Top question from Google

What is a Consultative Sales Approach?

Consultative selling is very different to more traditional forms of selling, as it doesn’t actually focus on selling. Instead, it focuses on building relationships with customers, listening to their problems and only then, offering them solutions to their problems.

Asking open-ended questions and active listening are key components of any consultative sales approach. This approach works because potential buyers are more motivated to buy products or services that meet their own needs, rather than the needs of the sales professional.

A consultative selling truly puts the buyer first. Instead of just selling any old product, or what happens to be on promotion that month, sales professionals using the consultative sales approach will look to sell products and services that match the exact needs of their buyers, which makes for more productive business development results and satisfied customers.

Instead of a scripted sales pitch, sales teams can use conversational skills and listen to their buyers personal and business needs. Only then do they provide advice and guidance, which includes being adaptable to the different challenges buyers may face.

Consultative selling is highly effective and can lead to far greater results for your business and better long term customer relations. Using other sales techniques typically results in salespeople chasing leads that are not a good match for the buyer. Whilst they may well win a first order, if the product isn’t right for the buyer and their customers, it is unlikely that they will build long term relationships.

However, using the consultative approach, the sales rep needs to listen to the customer needs and provide meaningful solutions, meaning your new customer can come back time and time again for your product or services.

It has become increasingly popular in recent years as sales professionals and sales managers managers have realised that traditional sales techniques have become less effective, because buyers have become wary of sales pitches. Instead of being sold a product, people prefer sales professionals to take a genuine interest in them as a person and their business.

If your product or service matches the criteria below you should consider using consultative selling:

Direct route to market
Low volume of sales but high profit margins – less popular but still relevant with transactional sales
Requires high level of industry knowledge with experienced sales people
Higher cost to employers, with lots of training required
Medium to long length sales cycles

Consultative selling requires a change in mindset. Instead of going out to sell, salespeople will need to have a conversation with potential buyers, in a structured and reputable manner. Building trust first with any potential buyer is just one fo the key selling skills required.

Initially, many sales professionals struggle to adapt to the consultative sales method, as they are almost hard wired to sell products and services via the traditional features and benefits method. However, if you choose to adapt a consultative sales approach, it is important to stick with it, as modern buyers have become more resistant to being sold product.

Steps involved in Consultative Selling

1. Research potential buyers thoroughly before contacting them

Before engaging with potential buyers, it is important that the salesperson researches the potential customer, thoroughly and effectively. If the salesperson is used to a more traditional fast-paced sales environment, taking the time at the onset of the sales process to research may seem like an alien process.

However, first impressions matter, and considering the consultative selling method prides itself on expert knowledge, you need to make sure that you have done enough research. Similarly, consultative selling involves asking probing questions, and without enough research it can be difficult or almost impossible for salespeople to ask probing questions.

2. Define the Symptoms – What are the symptoms of the problem the potential customer is facing?

During this first step the salesperson will try to get an understanding of the issue at hand. Here the salesperson will play a role of expert consultant, where their expertise of the industry can be used to discuss the issues.

It is likely that the buyer may only have a surface-level knowledge of the symptoms, therefore the expertise of a consultative salesperson is vital.

At this stage, it is vitally important that the salesperson doesn’t revert to a more traditional techniques and try to sell products or services. This is because, it is very early in the process, and it is unlikely that the salesperson will have formed a fully rounded understanding of the issues at hand, and could recommend the wrong solution.

3. Root cause analysis – ask the buyer questions to understand and diagnose the underlying causes.

During this stage, the salesperson will need to dig deeper into the problem, and find out what is causing it.

By digging deeper into the problem, the salesperson can use their knowledge to generate powerful questions that will reassure the buyer that they are dealing with an expert in the field, and that they can use their expertise to offer solutions to their problem.

This step can be a really powerful tool to build the buyers confidence in the salesperson.

4. Business impact – Ask how the issue is impacting on the business. Does it impact on morale, performance, profitability or all three?

At this stage, the salesperson and the buyer have agreed on a diagnosis of the issue, and they will now begin to understand how this impacts on the business.

If the issue has very little impact on the business, in terms of profitability or revenue, then it is very unlikely that the buyer will look to make a significant contribution (either financially or with their time) to finding a solution.

If this is the case, or if the salesperson knows that their product or service isn’t the solution to the buyers problems, then the salesperson should cut their losses here.

5. Financial Impact – Find out how much the problem will cost the business if they do not fix it.

Identifying the financial impact of the issue is another major milestone in the consultative sales method. This can be easier to measure in objective measurements, such as monetary values, rather than subjective measurements such as staff morale or culture, which are far more difficult to monitor.

If the financial impact runs into the hundreds of thousands of pounds each year, and the solution only costs £10,000 then this could be a very attractive proposal for the buyer. Alternatively, if the solution costs £100,000, and it would only save the company £10,000 each year, it will be a much less attractive proposition to the buyer.

6. Personal Impact – Find out how the problem affects the buyer personally – how does it affect their day to day job?

Potential buyers are far more likely to be convinced by a solution, if the issue directly impacts upon them. This is why when using the consultative selling skills, it is vitally important to make sure that you are speaking to the right person.

If the salesperson and buyer are involved in a complex sales solution, it is likely that the 6 step process above may need to be repeated. It may also need to be repeated with different departments and stakeholders. Whilst this inevitably adds to the time taken to sell a product or service, patience is an important aspect of consultative sales.

What do you need to be a good consultative salesperson?

Consultative selling requires some key selling skills which aren’t necessarily associated with more traditional selling methods. This includes:

Active Listening – traditionally salespeople aren’t renowned for their listening skills, but under the consultative selling method, using active listening is a key requirement. Not only does it help understand the buyers issues, it also helps you stand out from the crowd. As buyers are being turned off by hard sales pitches, if a buyer needs to choose between two similar products, they may choose for the one with the sales person that genuinely listened to their issues.

Emotional intelligence – This covers peoples ability to evaluate, perceive and control emotions. Buying and selling remains an emotional process, and it is important for salespeople to respond to the buyers emotions.

Expertise – Because consultative selling requires the salesperson to really delve deep into issues, it is important that sellers are experts in their field. However, no one wants to be overawed with information, so the salesperson will need to communicate their expertise efficiently.

Domain knowledge – Similar to expertise, salespeople will need to have a specialised knowledge of the whole domain. Not only do salespeople need to know what their customers want, they need to know what their customers’ customer want.

Self-awareness – Consultative salespeople will need to understand and manage our thoughts and the impact that can have on people.

What questions to ask?

Asking the right questions is probably the most important part of consultative selling. Asking aimless questions or having an unstructured conversation with a potential buyer, is unlikely to either build rapport or project confidence. Whilst consultative selling doesn’t involve hard selling, salespeople can still funnel a conversation one way by using structured and well designed questions. Using specialised questioning techniques when combined with active listening and the required expertise can be a winning combination.

There are several types of consultative selling questions. They are:

Open ended questions – These are used to gather further information

Closed questions – Should be used for confirmation

Summary questions – Sales professionals should will summarise or paraphrase the prospective buyers statement and turn it into a question. These are used to confirm the correct understanding of issues.

Funnelling questions – These channel the conversation through a particular area.

Redirect questions – Sales Professionals should use these questions to control the conversation and move the sales process forward.

Opposing redirect – These questions is answering a question with a question back to the buyer.

Presumptive questions – Presumptive questions are questions when the salesperson knows or presume the prospective buyer does not know the answer.

Which Products and Services are best suited to Consultative Sales Techniques?

The great thing about Consultative sales techniques are that they can be used in almost any industry, or with any product or service. Our own clients sell a wide range of services from Waste Management through to Aircraft Manufacturing each using a consultative sales approach.

Furthermore, once you have mastered the system it can be as flexible as possible. We have clients using a consultative sales approach and closing deals on one inbound sales call, and we also have clients using the exact same consultative approach to close large enterprise deals through a six month sales cycle.

What is Consultative Sales Training?

Consultative selling requires a change in mindset and as such effective training is vitally important. As a specialist sales provider we offer training in consultative sales, and a range of courses from giving people a solid baseline understanding of the method through to those seeking to master the sales techniques.

As an international training provider we believe that sales teams learn better if they are doing the task, rather than reading text books or watching a presentation, and as such part of our training includes role place sessions. Consultative sales training also cover all aspects of the sales process, including social selling techniques.

It is also important to remember that consultative selling requires ongoing reinforcement training, so you should consider booking in several sessions, to ensure that your sales team do not revert to their natural selling habits.

Outside of training, under any sales technique it is important that sales professionals have enough support and encouragement. This is even more important under the consultative selling technique. Sales coaching from a sales manager between training sessions, can be a vitally important resource.

You can check out our course on consultative sales and book online here.

Klozers Sales Training

More than just sales training, we train salespeople the essential sales skills that turns them into a top performer. We work with your sales team taking them on a journey from Business Development and winning new customers, through to creating long term relationships.

Consultative Selling is more than just asking probing questions, it’s also when and how to ask them in a way that fosters and builds trust.

We help you identify the key areas that your sales team needs to uncover customer needs, become problem solving gurus, and close more deals.

SaaS Demo Best Practices | How to Give a Great SaaS Demo

by Iain Swanston

Selling Information Technology Services | Everything you need to Know

by Iain Swanston

How to sell IT services?

Selling it support services is very similar to selling other intangible services.

Build your brand and make it as attractive as possible
Develop a detailed ideal client profile and create a niche for yourself
Link your intangible services to tangible deliverables that are important to your customer
Lear as much about your products and services as possible and how they impact your customers
Develop your relationship building skills and your emotional intelligence

As a business owner selling technology, managed services or custom development client satisfaction plays a key role in your long term success. Clients expect Rolls Royce service at competitive prices as competition in the technology industry is fierce.

1. Building your brand

As you would expect building a Brand in a competitive market like IT is not an overnight job. There are however, many companies who have successfully entered the market and gained rapid market share by being more agile than existing brands.

For example, the introduction of Microsoft Office 365 allowed new players to enter the Microsoft Channel while the existing partners continued to focus on Small Business Server sales.

New companies specialising in Cloud services and SaaS have disrupted the market by starting off with very niche services and expanding out as they grew.

In our experience the best way to build a brand is to first focus on your Inbound Sales Channel which inevitably will raise your awareness in the market and start to generate inbound sales leads.

For more information on developing your Inbound Sales Channel or any of our other consulting services please get in touch with one of our coaches via the contact us page.

2. Ideal Client Profile – who are you selling to?

Success in selling technology will require in depth research and creating your ideal client profile. This is something that most companies either forget or fail to see the importance of. The result is – if you’re trying to sell to everybody, you will end up selling to nobody”.

Taking time to thoroughly research your target market and identify the business pains they have that you intent to help them solve is one of the most important parts when selling information technology services.

At Klozers we use both an Ideal Client Profile which is focussed on the types of companies we sell to and a Perfect Prospect Profile which is targeted at the individuals within the ideal client profile that we sell to.

You can access the template below and many more via the SaaS Sales Playbook contained within our Resources section.

3. Your Value Proposition – what makes you different?

The reality is that many IT service companies appear the same – one Microsoft Partner can look the same as many others. Yes, it’s possible to differentiate with the area within the Microsoft stack that you focus on, such as SharePoint or Teams, however, what makes you different to all the other Partners focussing on those same technologies.

How you differentiate your value proposition is key because, unless you get this right, you will be seen as a “me too” player which means that you will end up competing on price. The best way to discover how you differentiate your business is to research both your target audience and your competition and find the gaps.

Initially these gaps may seem too small to build an empire, however, they are there as starting points as your brand will evolve over the years.

In addition to your differentiation you should also ensure that you have a strategy to make your entire team Subject Matter Experts.

Your company and your people should be seen as Thought Leaders and be the first to market talking about new products, services and trends. You don’t even have to deliver these new services, just talking about them puts your personal and company brand out there.

4. The Complex Sale

It’s important when selling technology services to remember, in nearly every case there will be multiple people in your customers decision making unit.

Studies show that most technology sales fall into the category of the Complex Sale meaning they will have anything between 14 and 23 potential people involved with 80% of them having senior roles.

The addition of extra decision makers elongate the sales cycle and further complicates the sales process. Many of the decision makers will be in different departments and often have competing priorities.

For example, when looking for Marketing Automation software the marketing department will typically want what they perceive to be the best marketing solution.

The decision makers from sales may want an automation platform that integrates with their existing CRM system.

5. Stages of the Sales Process

As with any complex sale it’s important to have a strong sales process that both your team can follow and works for your customers.

Nearly every organisation has their own unique sales process, however, it’s worth noting, any process is only as good as those implementing it and detail and consistency are king.

If you are selling to large enterprise organisations it’s important to understand these companies will not change their buying process to match your sales process. The vendor needs to first understand what the Enterprise Buying process is and then align their internal process with this.

Whilst having a sales process is important, what’s equally important in our experience is understanding:

What “qualifies” a prospect to move from one stage to the next?
What soft skills do I need to move a prospect from one stage to the next?

My first experience of this was with the 10 stage Microsoft Solution Selling Process (MSSP). This was not necessarily a bad sales process but little thought had been given at the time as to how you could move prospects through the process.

Microsoft have since invested heavily in their whole sales process and sales enablement and have some of the best training and support available.

6. Selling a product vs selling a service

Before the advent of the cloud and SaaS solutions, IT was predominantly a product sale. “Shifting boxes” and “selling tin” were common phrases among IT Sales Professionals. Selling servers and IT hardware were predominantly products, and the solutions were mostly the mixing and configuration of the different types of hardware with some custom development software thrown in for good measure.

SaaS has changed this forever as fewer and fewer companies have on premise hardware or software. With everything now hosted in the cloud, many companies now only have Laptops, a printer and a modem on premise.

This move from what was largely a transactional and tangible sale of a product, to a more solution orientated, intangible sale, has proven difficult for many sales professionals as one is

Most people find selling a product much easier than selling a service because your prospects get to see, touch and experience a product. Human beings communicate through our five senses and these are extremely important in selling. Next time you’re walking past a coffee shop or your local bakers I’m sure the aromas will be trying to entice you in the door.

Car salespeople love getting potential buyers to sit inside a new car as the small of the new car, the feeling of the leather seats and comfort of sitting down creates a desirable experience for most of us.

Compare these scenarios with Insurance or Pensions or cloud based technology solutions where the five senses are rarely engaged by the “product”.

7. Technology Sales Models

When it comes to Technology Sales Models there are many different models to choose from:

SPIN Selling developed by Neil Rackham in the late 80’s focussed on S – situation, P – problem, I – implication and N – need or payoff. This is still hugely popular, however, some people believe this SPIN is much better suited to simple transactional sales with few buyers, rather than the complex technology sales of todays market.

Solution Selling as the name says focusses on selling a solution rather than a product and is widely used among technology sales professionals. Solution Selling involves much more time in the early stages of the sales uncovering the prospects needs and pain points and uncovering the underlying problems that are causing the pain. Furthermore, solution selling is better suited to selling technology services as it also helps uncover different decision makers and stakeholders within the business.

Consultative Sales Methodology is very similar to Solution Selling, however, where Solution Selling is based around selling a technology Consultative Selling is more focussed on the pre-sales consulting stage and building relationships through empathy.

Whilst choosing the right sales methodology is important these are all things that can be learned. What’s more important, are the values and work ethics of your team.

8. Selling Software as a Service (SaaS)

SaaS Sales Campaign in a BoxTraditionally software was sold as an on premise solution and was often customised to the individual company’s requirements. The advent of SaaS has changed this dramatically and reduced the amount of custom software development undertaken in house.

The Custom Development of software was expensive, time consuming and in some cases took so long that the original requirement had either changed or was no longer required by the time the software had been built and deployed.

SaaS software is essentially a switch on and switch off service allowing greater flexibility with the added benefit of lower entry costs as the software or platform is being resold multiple times. No more high up from capital costs with SaaS providing the perfect Op Ex solution.

Selling SaaS solutions are different to selling technology services. Whereby most SaaS sales are focussed on the software, features and benefits and demos these things are sometimes never touched on when selling managed services.

SaaS companies also have a slightly different methodology with most using MEDDIC or even CHAMP.

MEDDIC is probably the best known SaaS sales process with M standing for Metrics, E standing for the economic buyer, D stands for Decision making criteria as in why choose you. The next D stand for Decision making process, I stands for Identification of the pains and lastly C stands for Champion, who will help you sell internally.

CHAMP – is a simpler version with CH representing Challenges, A standing for Authority, M standing for Money and P standing for Priority.

9. Selling IT Managed Services

Managed Services or Managed IT Services are what we would describe as the Business as Usual IT services that a business needs to keep the doors open.

As a services business very large part of your market will be SME’s and you will be dealing with the Business Owner who may have little or no knowledge around technology.

As always when selling technology risk avoidance for these clients is key as they will need reassurance certain disaster scenarios are covered.

Whereas historically these would have included a lot of hardware sales the modern Managed Services contracts predominantly involve delivering services such as licensing, patch updates, remote monitoring, technical support and advice, deployment and possibly configuration of SaaS software.

The outsourced managed services model is particularly popular with Small Medium Enterprise (SMEs) organisations who typically are not large enough to have their own in house IT Department and therefore outsource the IT function in their business via a Managed Services contract.

The alternative to outsourced managed services is sometimes referred to as a break-fix contract where the customer is simply charged on a form of pay as you go.

Break-fix contracts now seem to be very rare as most services businesses prefer to sell the security of a Managed Services contract whereby the clients know the costs every month and can plan around this.

Many larger organisations will also outsource part of their IT function but often retain some specialist IT staff to manage the contracts and deal with specialist IT projects unique to their organisation.

10. IT Professional Services

Selling information technology services may involve what’s called IT Professional Services. These are typically intangible services based around:

Fault Diagnosis and Problem Solving. Let’s pretend that you’re organisations IT system develops a fault and no one internally is capable of identifying the root cause of the problem an fixing it. You may choose to approach an external contractor who provide IT Professional Services and they will supply a specialist to find and fix the problem.
Consulting. With technology moving so rapidly it’s almost impossible to keep up with everything. Your organisation may choose to hire an IT Professional Services firm to benchmark where you currently are from an IT perspective and then make recommendations based on your current and future requirements. Examples of this could be moving from On Premise to the Cloud or some form of Business Process Automation.
Bespoke Solutions. Some organisations require completely bespoke solutions designed and built for them. This may require business analysts, project managers in addition to the technologists in order to achieve the outcomes the client desires.

Both Professional Services and Managed Service contracts are classed as Business to Business (B2B) Sales. Largely speaking, Professional Services sales tend to be to larger enterprise organisations, with Managed Services contracts more suited to SME and Mid Market companies who have a limited IT Department.

11. Turning your IT Product Knowledge into powerful sales questions

Product knowledge when selling technology services as you can imagine is hugely important, however, it’s not for the reasons you may be thinking.

Everyone has heard the saying “when you’re telling you’re not selling”. Modern selling regardless of which sales methodology you are using is based around intelligent questioning. The value of any sales professional is not in the information they give, but in the information the gather.

Technology sales people have previously earned a reputation of talking “bits and bytes” which left the non-technical buyers even more confused.

The most successful Technology Services reps now focus on selling business solutions that solve business problems. The technology in many cases is completely irrelevant to the user, its what the technology enables them to do that is important. Those are the reasons people will buy.

Product knowledge in any sale has only two benefits as follows:

The product knowledge should be turned into powerful sales questions that make the prospect stop and think: “wow what a great question”, “wow, why didn’t I think of that”, “wow this sales rep has done this before”, “wow this sales rep really is a subject matter expert”, “wow I wished my sales reps were as good as this one”.
The product knowledge should provide the self confidence the sales rep needs to go into any board room and not be intimidated or fearful. The product knowledge should allow the sales rep to say to themselves “this company may be great at abc but they need me because I am an expert in xyz. Without confidence in the boardroom sales people will be outmanoeuvred by both their competitors and savvy buyers.

12. CIO’s and other Buyers you need to target.

In many cases the CIO or Head of IT is at the very least involved in the decision making process when selling technology services if not the final decision maker. This has however, changed for line of business applications over the years, with the advent of SaaS or cloud-based software.

In some cases where companies have developed very specific SaaS solutions that will only be used within the one department the “Line of Business Head” would fulfil the role of the CIO.

For example, purchases of a SaaS solution such as Digital Signature software that will be used to allow the companys sales people to get contracts signed digitally would typically not involve the CIO.

It’s also worth noting that studies show 93% of B2B buyers will require a business case before they can make a decision. In general a Business Case usually means that something is going to require board approval which takes us back to the complex sale.

CIO’s are highly valuable buyers and they know this. With many being introverts they often keep a low profile on social media and are difficult to start relationships with.

With this in mind it’s important to be armed with research, data, insights and case studies to demonstrate the value.

As previously mentioned these clients expect and require in depth research before approaching them, a track record of successfully delivering services in their niche with a high level of client satisfaction.