Getting new inside sales resources ramped up and performing can be challenging. Not only is it tough because inside sales and phone prospecting can be a tough gig. But it is also difficult because you have so much information that you need to cram into the new rep’s head.
How you execute in this area will have a huge impact on the level of success that the rep has and how long they stay with the organization. This will all factor into the organization’s sales results and turnover rates.
But believe it or not, it does not have to be so hard. Join us for our webinar on August 5th where we will show you how to improve the onboarding of new inside sales resources Go to www.salesscripter.com for more info
Investment in The Coconut Industry by Nancy Cheruiyot
Onboarding New Sales Resources Doesn't Need to be So Difficult
1. Onboarding New Sales Resources Doesn’t
Need to Be so Difficult
Michael Halper
Founder and CEO
SalesScripter
2. Impact of Not Onboarding Properly
• Long ramp up time
• Learning through trial and error
• Sales staff turnover
• Opportunity cost
Impact of Not
Onboarding
Properly
Long ramp up time
Learning through trial and
error
Sales staff turnover
Opportunity cost
3. Recruiting
Recruiting
Look for key attributes
• Ability to learn new
information
• Able to work in and
adopt processes
• Drive, desire, ambition,
need
• History of job stability
Develop interview
questions that probe for
presence of attributes
4. Core Concepts
Water on a Sponge
Spoon-feed
Continuous Improvement
Mechanics vs. Results
Immediate Goals vs.
Ultimate Goals
The Mental Landscape
Repeatable Processes
Automate
5. Core Concepts
Spoon-feed as Much as Possible
“I am not sure if we are a good fit for you.”
“I am not sure if you all need what we provide.”
“I am not sure you are the right person to speak
with.”
• Decreases guardedness and builds rapport and
curiosity
Core Concepts
Water on a Sponge
Spoon-feed
Continuous Improvement
Mechanics vs. Results
Immediate Goals vs.
Ultimate Goals
The Mental Landscape
Repeatable Processes
Automate
6. Core Concepts
Water on a Sponge
Spoon-feed
Continuous Improvement
Mechanics vs. Results
Immediate Goals vs.
Ultimate Goals
The Mental Landscape
Repeatable Processes
Automate
7. Core Concepts
Focus on the Right Goal
• Goal is not to sell the product
• Goal is to establish or schedule a first
conversation
Initial Contact
(First time to speak)
Cold Call
Inbound Call
Email
Event
2 to 5 minutes
80% on prospect
20% on you
First Conversation
(Appointment/Meeting)
Phone Call
Face-to-Face
Discovery
20 to 30 minutes
50% on prospect
50% on you
First Meeting
(Presentation)
Discovery
Presentation
Demonstration
1 to 2 hours
20% on prospect
80% on you
Core Concepts
Water on a Sponge
Spoon-feed
Continuous Improvement
Mechanics vs. Results
Immediate Goals vs.
Ultimate Goals
The Mental Landscape
Repeatable Processes
Automate
8. Initial Contact
(First time to speak)
Cold Call
Inbound Call
Email
Event
2 to 5 minutes
80% on prospect
20% on you
First Conversation
(Appointment/Meeting)
Phone Call
Face-to-Face
Discovery
20 to 30 minutes
50% on prospect
50% on you
First Meeting
(Presentation)
Discovery
Presentation
Demonstration
1 to 2 hours
20% on prospect
80% on you
Core Concepts
Water on a Sponge
Spoon-feed
Continuous Improvement
Mechanics vs. Results
Immediate Goals vs.
Ultimate Goals
The Mental Landscape
Repeatable Processes
Automate
9. Core Concepts
Prepare for Objections
• A good script will include objection
responses
• There are only 10 objections that you will
consistently face
• Create an objections map that lists
anticipated objections with responses
Core Concepts
Water on a Sponge
Spoon-feed
Continuous Improvement
Mechanics vs. Results
Immediate Goals vs.
Ultimate Goals
The Mental Landscape
Repeatable Processes
Automate
10. Traditional Call Scripts
• Long list of paragraphs, statements, and
questions
• Hard to digest and use
• Intimidating
• Makes you sound scripted
• Not flexible
• Positions you to do most of the talking
Core Concepts
Water on a Sponge
Spoon-feed
Continuous Improvement
Mechanics vs. Results
Immediate Goals vs.
Ultimate Goals
The Mental Landscape
Repeatable Processes
Automate
11. Core Concepts
Water on a Sponge
Spoon-feed
Continuous Improvement
Mechanics vs. Results
Immediate Goals vs.
Ultimate Goals
The Mental Landscape
Repeatable Processes
Automate
14. Improving Your
Onboarding
Compartmentalize
Schedule
Teach What to Say
Provide a Playbook
Mentor/Shadow Program
Role-Play
Sales Coaching
Onboarding Checklist
• Words are a salesperson’s most
important sales tool
• What they say will be the difference
between failure and success
15. Improving Your
Onboarding
Compartmentalize
Schedule
Teach What to Say
Provide a Playbook
Mentor/Shadow Program
Role-Play
Sales Coaching
Onboarding Checklist
Benefits
Product
Company
Features
Functionality
What we say when talking with prospects
Very inward focused – me, my product, my company
16. Improving Your
Onboarding
Compartmentalize
Schedule
Teach What to Say
Provide a Playbook
Mentor/Shadow Program
Role-Play
Sales Coaching
Onboarding Checklist
Interest
Value
Pain
Qualify
Credibility
Objections
Prospect Focused
What we say when talking with prospects
17. Improving Your
Onboarding
Compartmentalize
Schedule
Teach What to Say
Provide a Playbook
Mentor/Shadow Program
Role-Play
Sales Coaching
Onboarding Checklist
• Provide clarity around what the ideal
prospect looks like
– Demographic details
– Current environment
– Common pain points
18. Improving Your
Onboarding
Compartmentalize
Schedule
Teach What to Say
Provide a Playbook
Mentor/Shadow Program
Role-Play
Sales Coaching
Onboarding Checklist
• Provide lists of the key questions to ask
• The best salesperson is the one that asks
the best questions
25. Improving Your
Onboarding
Compartmentalize
Schedule
Teach What to Say
Provide a Playbook
Mentor/Shadow Program
Role-Play
Sales Coaching
Onboarding Checklist
• Weekly structure
• Focus on what to do correctly
• Identify what to work on next
• Monitor calls when possible
• Provide a weekly scorecard
27. SalesScripter
What do you sell? ___________
How does it help? ___________
What problems do you fix? ___________
What questions should you ask? ___________
30. If You Want More Help
• https://www.youtube.com/user/LaunchPadSol
• Or search Sales Scripter
• Over 130 videos
• Sales Prospecting 101 Training Program
• Webinars
• Sales Tips
• SalesScripter demo videos
• Subscribe
Step 1 – Go to our YouTube Channel
31. If You Want More Help
• Five ebooks
– Found at https://salesscripter.com/ebooks/
– Do’s and Don’ts of Cold Calling
– How to Get around Cold Call Objections
– How to Build a Value Proposition that Generates
Leads
– How to Build Sales Campaigns that Sell
– How to Build Email Drip Campaigns that Convert
Sales
• The Cold Calling Equation – PROBLEM
SOLVED
– Found at http://www.amazon.com/The-Cold-
Calling-Equation-Problem/dp/1468173545
Step 2 – Get One of Our Books
32. If You Want More Help
• Free 30 day trial
– Found at https://salesscripter.com/members/signup
• Scripter Walk-Through
– 2 hour coaching session
– We answer all of the questions with you
– Included with an annual subscription
Step 3 – Sign up for SalesScripter Trial
33. If You Want More Help
• One-on-one Sales Coaching
• Sales Consulting
– Script development
– Strategy development
– Sales process development
• Sales Training
– Custom sales training programs
– Content aligned with your information in SalesScripter
– Delivered virtually or in-person
Step 4 – Contact us for Coaching, Consulting, or Training
When a gatekeeper answers your call, he or she is instantly trying to screen you out and determine if you are a friend or a foe. A friend would be someone who is already connected with the company in someway like a current vendor or business partner and a foe would be someone who is an outsider trying to get in, like one of those cold callers that is calling to try to get in and sell something.
What we want to do is try to get the gatekeeper to see us as a friend so they will less likely to screen us out and one very easy way to do that is to use a tactic of name dropping.
For example, we can say something like, I spoke with Tom White in accounting and now I am trying to reach someone in HR. This presents the image that we are already engaged and not a complete outsider and this minor tweak can often be the difference in the gatekeeper letting you in.
And if we have not met with Tom White in accounting, we could still name drop his name by saying something like, I am planning on meeting with Tom White in accounting and before I do that, I would like with someone in HR.” Nothing misleading there as we likely are planning on meeting with Tom at some point and by sharing his name and our plans, we give off the image as we are not a complete outsider.
We can also name drop external clients that we work with to establish some level of credibility. That is not going to be as strong as sharing internal names and is probably only going to really help when talking with more senior gatekeepers like executive assistants.