The Definitive Guide to Creating a Sales Manual in 2022

Before we jump into a step-by-step outline on how to create a sales manual, let’s answer a few questions you might be asking.

What size of company or sales team needs a sales manual?

The short answer is that all teams need a sales manual. Even if you only have one rep with a few simple processes, you need a written handbook documenting those steps. For growing businesses and those with larger sales teams or more complex sales cycles, having a detailed sales training document is even more vital.

Yes, gathering information and documenting your processes can be time-consuming. But by equipping your sales team with the tools they need, you’re setting your business up for success.

What essentials should I include in my sales training materials?

Your sales manual should be a one-stop-shop collecting every detail a sales rep needs to know, from their team structure and responsibilities, to how commissions are calculated and when they can expect to get paid.

We go into much more detail in the next section, but every sales manual should include:

  • Information about your business, structure, and key people to know.
  • Product information and your competition.
  • A detailed description of your targeting, prospecting, and sales processes.
  • Rep responsibilities, behavior expectations, and legal requirements.
  • How account ownership and dispute resolution is managed.
  • Training resources: scripts, playbooks, and tech platform use (VOIP, CRM).

What are the benefits of having a sales manual?

A great sales manual will fill three key functions:

  1. Sales knowledge — A sales rep’s knowledge is a key indicator of sales team success. A sales manual is the primary reference and training for all four types of sales knowledge: product, industry, customer, and sales process knowledge.
  2. Management efficiency — Without a single source of information and training, reps are forced to constantly ask management for information. This is inefficient for both sales managers and sales reps. Instead of answering the same questions over and over in a single-use format like emails or Slack, you can direct reps to your sales manual as the single source of truth.
  3. Enforcement — If reps can’t find (or remember) your rules and policies, they won’t follow them. By clearly defining their responsibilities and expected activities, you can hold them accountable.

As you can see, a well-written sales manual plays an essential role in your sales team. Now that you know why you need one, let’s walk step by step through everything you need to know about creating your own sales manual.

The Only Sales Manual Outline You’ll Ever Need

When writing your own sales manual it can be difficult to know where to start.

The good news is that you don’t need to reinvent the wheel. By filling out each of the sections listed below, you’ll end up with a working document that’s detailed, holds exactly the information your reps need, and is already organized and ready to share with your team.

Let’s get started.

Intro: The Basics

This introductory section of your sales manual should include the “how” and “why” of your business. At minimum this should include a brief company overview and history, and your product overview and pricing.

You may already have this information elsewhere. If it’s easy to read and nicely formatted you may be able to include the image files or document links directly in your sales manual. If this info is detailed in a business plan or a company website, you may be able to copy and paste. Just remember to edit so that the information you include is clear, concise, and relevant.

Also, be sure to either paste the information into your sales manual document, or link directly to the website page or online file. Avoid linking to a folder that they’ll have to sort through to find what they need. If your sales reps find your sales manual isn’t helpful (even just once or twice) they won’t use it.

Team Structure

When your sales reps have a comprehensive understanding of how your sales team functions and how it fits into your organization as a whole, it’s easier for them to collaborate and work together efficiently. That’s why detailing your sales team structure and people to know is an important part of your sales manual.

The Team Structure section should include:

  • A hierarchy chart of your sales team’s structure.
  • Each team member’s name, responsibility, and contact information.
  • Key people to know at your company and when/how to engage them.

It’s also important to include the roles and contact information of non-sales team members who your reps will need to interact with. Some examples include personnel in human resources, information technology, and accounting.

The Competition

The better sales reps can relate to their prospects, the easier it is to sell to them. Good sales reps help prospects make a successful buying decision – even if that means your company isn’t a good fit. To do this, reps need to understand the full range of options available to your prospects, and how your company fits in this lineup.

Depending on your business specifics, the info you cover in this section may include:

  • Your company’s value proposition, competitive advantages, and strengths and weaknesses compared to others in your industry.
  • Your competitor’s strengths, weaknesses, pricing, and positioning.
  • Relevant (and up-to-date) market conditions or industry trends.

Be as detailed as you need to be, but still aim to keep the information clear and easy to understand. If you overwhelm your reps with unnecessary information, they’ll be more likely to miss the important points.

Rep Responsibilities

This section of your sales manual should detail three types of rep responsibilities: duties, quotas, and targets. Duties explain what to do, quotas say how often you need to do specific duties, and targets are goals typically rewarded with bonuses.

Ideally, the key activities reps need to accomplish will be tracked within your CRM, and your sales manual should include details on how to do so. Regardless, if there is something you want or expect your sales reps to do, it needs to be clearly defined in your sales manual.

Compensation

Most good sales reps are in it for the money and really care about commission. Make sure you spend ample effort explaining commission terms as clearly as possible. It’s an important topic for sales reps, so you don’t want to be seen as brushing it aside or not explaining it well.

This section should be highly detailed, and should include:

  • How commissions are earned — For example, is it when a sale is made to a new customer, or once a new customer pays for a product?
  • When commissions are paid — Explain whether commission is paid monthly, on the 10th day of the month following the commission period, etc.
  • How commissions are calculated — For example, a 10% commission on total invoiced amount, 10% commission on net profit, etc., with an explanation of how overhead and “net” is calculated.
  • Example scenarios — Give several examples (with increasing complexity) that demonstrate how commission is earned, calculated, and paid.
  • Additional commission terms — When applicable, such as rollover clauses or commission adjustments.

Again, when it comes to compensation, it’s always best to be as specific as you can. Don’t fill this section with unnecessary fluff, but be sure to cover every single aspect that affects rep compensation. Transparency and specificity on this topic are extremely important.

Targeting

Sales reps need to understand the target demographic and how to find usable contact information. This section gives them the tools they need to do so effectively. As with many other sections in your sales manual, this is going to be highly specific to your business and targeting process.

At the very least, this section should include who to target, who to avoid targeting, and how to source leads. Depending on the complexity of your targeting process, you may also need to add information on how to use a targeting tool or lead source properly, prompts for reps to come up with targeting strategy improvements, and (if some qualified prospects are more valuable than others) an explanation of the different tiers of ideal customers.

Prospecting

Along with targeting, your reps should know how to engage targeted leads.

Your Prospecting section should detail your strategy and process for reaching leads, and it should include the lead statuses that define a lead’s position in the prospecting process.

If applicable, you may also need to cover:

  • Details for the inbound prospecting process – goals, targets, conversion process, as well as templates and snippets for responding to inbound leads.
  • Details for the outbound prospecting process – goals, targets, and cadence and sequence for outreach to leads.

If you want new sales reps to be able to sell effectively, they need to understand how prospecting works in your company, field, or industry. Don’t leave this part of their skill set to chance.

Qualifying

How will your reps know who is worth sinking their time into? By defining your qualifying criteria and process in your sales manual, you’ll be answering this question for your reps.

The Qualifying section should explain both aspects of qualifying:

  • Qualifying criteria — What makes an opportunity qualified.
  • Qualifying process — How to properly qualify an opportunity.

In addition to the criteria and process for qualification, you should also explain what to do with leads once they’ve been qualified or de-qualified. These are usually pretty straightforward, such as creating a deal in the CRM and passing the baton to an Account Executive. But no matter what, they need to be explained in writing.

Sales Process

A sales process is a step-by-step process for turning interested prospects into customers. This is essential to creating a good sales manual, and should be explained as clearly as possible. The sales process begins after a lead has been generated from prospecting, or in some cases, once they’ve been qualified. This lead becomes a prospect and now enters the sales pipeline. The sales pipeline is a series of steps (deal stages) that need to happen in order for the prospect to complete the buying process.

A simple sales pipeline will almost always include a variation of the following stages:

  1. Qualified
  2. Negotiation
  3. Closed Won (Sale Complete)
  4. Closed Lost (No Sale)

Your sales process may look similar to the above, or it may be significantly more complicated. The best sales processes are highly customized to their company. Typically you’ll need more deal stages and more sales calls for complex and expensive products, as well as for deals with multiple decision makers or complex decision-making processes.

From there, explain your sales process and how each stage works.

  • Stage definition – Explanation of what it means for a deal to be in this stage. This may be as simple as repeating the stage name. For example: A contract has been sent to the prospect.
  • Stage activities – What tasks do we perform while a deal is in this stage? For example: Follow up with the prospect to remind them to sign the contract.
  • Goals – Every stage has a primary goal. Most have a secondary goal, and some have a tertiary goal. List these goals for each stage. For example: Receive a signed contract; Get prospect to commit to signing the contract by a specific date; Determine obstacle that’s preventing the contract from being signed.
  • Next action – After we’ve completed the Stage Activities above, what’s our next action? For example: Hand deal over to the customer success team once the contract has been signed.
  • Duration (optional) – How long should a deal remain in this stage? For example: A contract must be signed within 30 days.

Unless you already have a detailed sales process, this will probably be the most time-intensive part of creating your sales manual. But even if you need to adjust your sales pipeline and deal stages later on, defining your sales process in writing is a beneficial (and necessary) step.

Workflows and SOPs

Efficient and scalable businesses have efficient and scalable processes. The more these processes are automated, the better. But whenever a human (sales rep) is involved, the process needs to be written and easily accessible.

Here are some examples of processes to include in this section:

  • How to get set up on the required tech stack.
  • How to quote customers.
  • How to process an order.
  • How to update the CRM.
  • How to fill out forms or documents.
  • How to create an invoice or other documents.
  • How to explain our contract.
  • How to request PTO.

If these processes all have their own forms or documents then you don’t need to recreate them. List them all in this section with direct links to each file.

As you document each process, consider including:

  • Step-by-step instructions — Numeric, sequential instructions are much easier to follow than paragraphs of text.
  • Screenshots — Especially when describing how to use software or an app.
  • Flowcharts — For processes that differ depending on the situation or other variables.
  • Links — Rather than just mentioning the name of documents or forms and explaining where to find them, link directly to them.
  • Videos — For more complex processes, especially in apps or software, do a screen-record video showing the process step by step.

As a bonus, documenting your processes for your sales manual often leads to immediate improvements. Once processes are written down, problems and bottlenecks are often clear and impossible to ignore.

Account Ownership

These are rules that govern which sales rep can call on which accounts. In many organizations, only one sales rep may sell to each customer or account. These rules can be complex depending on the nature of your business, but most newer sales teams just need some basic, written rules.

Teams with multiple competing reps need Account Ownership rules in order to keep reps from stepping on each other’s toes, and to keep them from annoying customers with calls or emails from multiple reps.

Account ownership rules need to cover:

  • How reps gain ownership of accounts.
  • How reps lose ownership of accounts.

Again, these are going to vary widely depending on your business model. Be as detailed as you need to be to get the information across, but don’t make account ownership rules that you aren’t willing to actively enforce.

(Optional) Sales Methodology

A sales methodology is a set of guidelines or principles for interacting with prospects or customers. Methodologies are fairly complex and require dedicated training to experience the full benefit and really “follow” the methodology, but you can still learn many new skills from reviewing them.

If your organization has chosen to use a formal sales methodology such as the Challenger Model, Solution Selling, or Sandler Method then you’ll want to dedicate this section to explaining that methodology and how it works.

Objection Handling & Value Selling

This section should include information on common objections and how to overcome them, along with specific ways to provide value to your customers.

Objection Handling When building this section, you’ll want to take every objection and concern you can think of and highlight them here. For each of them you’ll want to include:

  1. The objection.
  2. An example response.
  3. An explanation for why the example response is an ideal response.
  4. (Optional) Background on the objection.

Try to explain each objection in as much detail as possible. The more context the sales reps understand behind the objection, the better they’ll be able to handle them on the fly and come from a place of mutual understanding when speaking to the prospect about that concern.

Value Selling

While objection handling is more about responding to objections properly, value selling is hearing customer pain points or buying criteria then matching them to features of your product and end-benefits to customers. Proper objection handling keeps you from losing deals whereas well-trained value selling enables you to win deals.

Value selling is easiest to create in a simple table with the following three columns:

  1. Pain point / buying criteria — A potential customer’s issue, need, or goal that can be solved with our product.
  2. Features — Our product features that solve this issue, fulfill this need, or reach this goal.
  3. Benefit — The end-benefit to customers who use this feature to resolve this point point or buying criteria.

When working on your value selling table, keep in mind the differences between capabilities, features, and benefits. For example, if your laptop has a fingerprint scanner, it saves you the trouble of needing to type in your password when you log in. The feature here is the fingerprint scanner, the capability is unlocking your computer, and the benefit is the few seconds that the fingerprint scanner saves you versus typing in your password manually.

Of course, if you haven’t already worked through value selling or objection handling, creating this section of your sales manual is going to be somewhat time-intensive but very beneficial in the long run.

Resources

The purpose of this section is to make this manual the one-and-only document sales reps need. Inevitably your reps are going to need to use other software, reference personal documents such as contracts, and more. If you can use this section to link to every other resource your reps will ever need, you’ll have made your sales manual a very usable single source of truth.

Some common resources to link to include:

  • Sales & marketing collateral (stored in CRM, Drive, Dropbox, etc.).
  • Personal documents (employee contract, commission reports, etc.).
  • HR platform.
  • Websites for CRM, targeting, or prospecting tools.
  • Industry publications or blogs.

Basically, if it’s something your reps are going to need to reference or access, link to it under Resources.

How to format your sales manual

Don’t use multiple documents in multiple locations with multiple versions. If helpful information is difficult to find, or in numerous locations, reps will spend unnecessary time looking for them (or won’t look at all). Your sales manual should be housed in one company-wide document with links to sales-relevant external docs, URLs, etc.

Use these sections as a foundation for creating your sales manual:

  • Basics — Introduction to the role and company.
  • Team Structure — Your current sales team and key people to know.
  • Competition — Where you stand among your competitors.
  • Responsibilities — Expectations and quotas for your sales reps.
  • Compensation — How commission is earned and paid.
  • Targeting – Your target demographic and how to find their contact information.
  • Prospecting — How to find leads and engage them.
  • Qualifying — Criteria and process for ensuring an opportunity is worth your time.
  • Sales Process — The stages and processes for turning prospects into customers.
  • Workflows & SOPs — Processes and guidelines reps need to follow on a daily basis.
  • Account Ownership Rules — Rules of the hunt.
  • Methodology — How to approach selling.
  • Value Selling & Objection Handling — Tips for overcoming objections and providing value.
  • Resources — Links to anything else reps may need.

Your sales manual is a dynamic document and should be updated regularly. For this reason we don’t recommend printing your sales manual or creating it as a static PDF file. Both Notion and Google Docs are easy to update, and offer sharing options that are simple and straightforward, but there are other software platforms that have similar capabilities. Online documents are also searchable using Cmd+F or Ctrl+F, making the information even more easily accessible for your team.

Whatever platform you use to store your sales manual, it’s important to keep it organized, accessible, and a dynamic single source of information for your sales team.

In Conclusion

Creating your own sales manual takes time, but in the long run it will make your job easier. By following the steps in this detailed outline, you’ll be able to write a sales manual that accurately reflects the sales practices and policies specific to your business. By keeping this document accessible and up to date, you’ll equip your sales team to work and sell effectively.

To learn how to build a sales plan check out this guide.

Want to have access to templates, examples, instructions, and more? View our Sales Team Starter today!

Predictable Revenue — How to Create a Successful Sales System

Order your copy: AmazonBookshopAudible

Need a Quick Overview of Predictable Revenue?

In the outline below, you’ll find highlights on:

  • The difference between different types of leads (and why it matters)
  • What to do instead of cold calling
  • Prospecting best practices
  • Sales best practices
  • The Predictable Revenue 3 Hour and 15 Minute Sales Process
  • How to increase call effectiveness without call scripts
  • How to create your own sales machine
  • Why specialization always wins
  • How to cultivate team talent
  • How to create alignment within your sales and leadership teams

Whether you don’t have time to read the book, or just need a quick refresher, this predictable revenue summary covers the key concepts you need to know to create your own successful sales system.

Know the Difference Between Seeds, Nets, and Spears

Before attempting to build your own sales machine capable of generating predictable revenue, it’s important to understand the different types of leads coming into your business. Leads fall into three categories: Seeds, Nets, and Spears.

Seeds are the most profitable type of lead, but they require a long-term approach and commitment. Seeds are created by developing happy customers and user groups, publishing helpful content online and on social media, boosting organic internet searches, and optimizing for SEO. All of these elements take time to cultivate, but once they’re in place you’ll enjoy a steady stream of word-of-mouth referrals and positive PR.

Nets generate leads through a one-size-fits-all, cast-it-out-and-see-what-you-catch approach. This style of lead generation is typically used by traditional marketing, including email campaigns, pay-per-click advertising, traditional advertising, and conferences. Nets can generate leads faster, but they still take time and don’t always generate predictable results.

Spears involve highly targeted outbound efforts, and a dedicated amount of human effort and interaction. Because of their time-intensive approach, it’s important to clearly define exactly what makes a lead a good fit. Otherwise, you may waste significant time “hunting” leads that won’t benefit from your offering after all.

The Better Alternative to Traditional Cold Calling

Traditional cold calling techniques involved dialing your way through poorly targeted lists, essentially rolling the dice over and over hoping to increase your odds of finding a good fit. Cold Calling 2.0 improves this process by leveraging technology to create highly targeted lists, using multichannel outreach to create a connection, and cultivating warm leads before you ever pick up the phone.

HOW TO IMPLEMENT COLD CALLING 2.0

Create Highly Targeted Prospect Lists. Using Ideal Customer Profiles, define the qualities and characteristics that make up the top 5-10% of your customer base, meaning the ones who are most likely to purchase at the highest revenue. Then create highly targeted lists of prospects whose companies match the qualities in your Ideal Customer Profile.

Overcome the Biggest Obstacle to Prospecting

The biggest obstacle in prospecting isn’t getting to the decision maker, it’s figuring out who they are in the first place. To overcome this, call low in the company to get information, and email high in the company to ask for a referral to the best person to contact. A referral from above will open the doors to the right person, who is often already expecting your call.

Run Highly Effective Outbound Email Campaigns

Instead of sending mass emails hundreds at a time, have each rep send 50-100 emails per day, a few days each week, to the prospects on your highly targeted list. The goal of these rolling campaigns is to generate 5-10 new responses per day, enough for a rep to handle without dropping the ball.

Emails should be:

  • Text based (not fancy HTML)
  • Brief and easily readable on a mobile device
  • Simple, friendly, and to the point
  • Ask just one easy to answer question

In short, create an email that looks like a quick note from a friend, not a lengthy sales pitch.

Sell the Dream, Not the Solution

Selling the dream, in this case, means to help the prospect create a vision of a dream solution for whatever problem or challenge they are facing, and then to connect your product or service to their key business issues as part of their dream solution.

Ask open-ended questions about your prospect’s business and challenges. Avoid becoming too eager until you’re certain there’s a mutual fit. Until then, your biggest challenge is to stay focused on the prospect’s business and not your own product or service.

Cold Calling 2.0 is best for:
  • Companies who can have at least one person fully dedicated to prospecting, and:
  • A sales automation system/CRM
  • Prospects who use email
  • A proven product or service that has generated revenue
  • Customer lifetime values of $10,000 or more

Will Cold Calling 2.0 work for companies with lower customer lifetime values or those without a dedicated prospecting team? It will, but it may not be as profitable as it will be for companies who are a better fit.

COLD CALLING 2.0 STEPS

Clarify Your Ideal Customer Profile

Define three to five key criteria that define your ideal customer, any red flags to watch out for, the type of ideal contact within that organization, and their core challenges.

Build Your Prospect List

You can DIY lead generation, but it’s better to use a hyper-targeted list creator like LeadFuze and other lead gen platforms to quickly generate lists that match your ideal customer profile.

Run Outbound Email Campaigns

Send 50-100 targeted mass emails a day. Use these emails to generate referrals to the right person in the company, then follow up on the referrals and responses with phone calls. Emails should be plain text, to the point, and ask just one simple question (for a referral).

Sell the Dream

The goal of selling the dream is not to “sell” them on your product or service. Instead, you want to help your prospect visualize a dream solution that will solve their problem, and then help them to connect your product to their issue as part of the solution.

Pass the Baton

Establish what exactly makes a lead qualified, then create and use a clearly defined process to hand off to the Account Executive who will then re-qualify and (ideally) close the prospect.

Ultimately, Cold Calling 2.0 is successful when sales reps use these systems consistently and focus their attention on actions that generate results.

Prospecting Best Practices

Intentionally design your day for success. To maintain enthusiasm, make sure to take a break every 90 minutes, take a full lunch break, and commit to stopping work at a set time every day.

Use these tactics to avoid common prospecting mistakes:

  • Make sure your expectations are realistic. Even short sales cycles can take upwards of two to four weeks.
  • Keep your emails bite-sized and honest, and only ask one question per message. Writing long, overly detailed emails, and/or using gimmicky sales tactics will only hurt you in the long run.
  • Send emails before 9am and after 5pm, and avoid sending on Fridays and Mondays.
  • Go deep instead of wide. Consistent effort with targeted accounts is going to be the best use of your time.
  • Don’t give up too quickly on targets that are a good fit.
  • Don’t linger too long with non-ideal targets that aren’t a good fit.
  • Make sure you’re tracking the right metrics. Don’t just throw activity at a goal; measure actions that are proven to get results.
  • Call low to learn about the company.
  • Email high to get referred down to the right person.
  • Remember you’re a non-threatening researcher, not an insensitive, pushy salesperson.

Carve out time each week for activities that are important but not urgent. Like eating right and exercising, if you don’t make time for something it won’t happen. Don’t fall into the trap of being so busy that you don’t get anything done.

Sales Best Practices

Sales used to be all about promotion, and involved controlling and manipulating prospects just to get a sale. The actual product didn’t matter. But the advent of the internet changed sales forever, putting power in the hands of the buyers.

Great companies and salespeople have recognized this change and switched to using attraction instead. Instead of pushing people toward a sale, attraction is a much gentler and respectful process that is focused on adding real value to the prospect before, during, and long after the sale. This creates long-term relationships, referrals, and goodwill and trust toward you and your company as a whole.

Instead of obsessing about closing, become passionate about helping your customers succeed. Selling with your prospects’ success in mind will help you pull them through a buying journey rather than push them through a sales cycle.

You’ll also want to focus on the decision-making process, rather than putting too much emphasis on the decision maker.

You can do this by asking questions like:

  • How have you evaluated similar products or services?
  • Who is involved in making this decision?
  • What are the most important factors in the purchase decision?

Don’t hold back on building a relationship with the decision maker, just keep your questions focused on learning the process and gathering information rather than instantly closing the deal.

The Predictable Revenue 3 Hour and 15 Minute Sales Process

The Predictable Revenue 3 Hour and 15 Minute Sales Process is based on answering three simple questions to determine fit and the prospect’s willingness and ability to move forward.

In a nutshell, the process looks like this:

STEP ONE: (15 MINUTES)

Connect with the prospect in a quick, 15 minute call. This is the time to ask targeted questions that will answer the question “Is this a waste of time?” If the answer is no, move on to Step Two.

STEP TWO: (ONE HOUR)

Schedule a one hour discovery call with one or two of the prospect’s point people. The purpose of this call is to determine “Is there a fit?” If the answer is no, the process stops here. If the answer is yes, move on.

STEP THREE: (TWO HOURS)

Set up an in-depth, two hour working session to answer the question “Should we work together?” Work together with the client to create a clearly defined and compelling vision that will pull them forward through the buying journey.

The 3 Hour and 15 Minute Sales Process is effective, because by eliminating poor fit prospects at the beginning of the sales process, you’ll be saving time for the prospects most likely to buy overall.

How to Increase Call Effectiveness Without Scripts

Call Scripts have been the gold standard for cold calling, and they have their place, but people are becoming increasingly attuned to canned questions. To address this, use call planning and call flows to increase the effectiveness of your calls without using call scripts.

CALL PLANNING

Consider using the AAA Call Planning technique. This involves making a quick list prior to a call that defines the answers you want to learn, the attitudes you want your prospects to feel, and the desired actions that should occur after the call.

CALL FLOWS

Ideally, you should take a research based approach with prospects, using the first half of the call to learn about their business and needs, and the second half of the call to position your service and value specifically as it relates to their business challenges and needs.

HOW TO LEAVE VOICEMAILS THAT GET RESULTS

Avoid being overly businesslike when leaving voicemail messages. Be warm and sincere, like you would talk to a family member or friend. Speak slowly and clearly, state your full name and phone number at the beginning and end of the message, and give them a clear and compelling reason to return your call. Voicemail is particularly effective when used in combination with email.

How to Create Your Own Sales Machine

A sales machine that generates consistent, predictable revenue involves three key parts: predictable lead generation, a specialized sales development team, and consistent sales systems (because without consistency, predictability is impossible).

9 BUILDING BLOCKS FOR CREATING YOUR OWN SALES MACHINE

  1. Patience. Creating predictable revenue can take a year or more. Keeping this in mind will help you avoid the temptation to throw in the towel before you experience measurable results.
  2. Experimentation. While there are many solid principles you can use to improve your sales results, the reality is that your business is unique. The best way to overcome this is to experiment, use A/B testing, and try different methods evenly across your prospect list and then measure the results.
  3. Prioritize repeatable projects. One-off projects can be tempting, but repeatable processes are where you’ll find predictable results.
  4. Use a CRM. Create a company-wide standard that if it’s not in the CRM, it doesn’t count. Spreadsheets just don’t cut it when it comes to the automation and reporting capabilities of even the most basic full-featured CRM.
  5. Visualize your process. If your sales process has too many steps to be sketched out on a piece of paper or whiteboard, it’s just too complicated. Simplify your process to three to seven high-level steps that answer the following questions: What is the desired outcome? What does the process have to look like to lead to this outcome? How are we already using the process today?
  6. Focus on results. Tracking activity feels good, but activity alone won’t get you where you need to go. Instead, focus on tracking the right activities that directly lead to your desired results.
  7. Track the right metrics. Avoid the temptation to over-build results and dashboards, as this makes it difficult to focus on what really matters. Work with your team to prioritize the metrics that will lead to measurable results.
  8. Pay attention to the handoffs. Problems or issues in the sales process pop up most often in the transitions between teams, so pay attention to the passing of batons within your sales process. Evaluate and redesign how these handoffs occur to minimize friction and reduce the chance of issues and balls being dropped.
  9. Prioritize small improvements. While it’s tempting to make sweeping changes, it’s baby steps taken over time that add up to the biggest results.

Remember, creating a predictable revenue sales machine takes time. Keep your expectations realistic, and give your company the room it needs to grow.

THE MOST IMPORTANT METRICS TO TRACK EACH MONTH FOR EFFECTIVE LEAD GENERATION AND SALES DEVELOPMENT

  • Number of new leads created
  • Number of qualified sales opportunities created
  • Total dollar amount of new qualified pipeline generated
  • Conversion rate percentage of leads to qualified opportunities
  • Total business or revenue, split into new business, add-on business, and renewals
  • Win rates

Tracking the right metrics will give you the data you need to adjust systems and processes over time, fine-tuning them for long-term success.

Specialization Always Wins

Specialization is key to creating predictable revenue within your company. While it might be tempting to lump lead generation, qualification, prospecting, closing, and account management into one general “sales” role, this blending of responsibilities is a huge productivity killer.

When you generalize sales responsibilities, you also run the risk of:

  • Distracted and disorganized sales reps who are spending their time on low-value tasks
  • Less opportunity to grow and develop talent
  • Unclear reporting and messy metrics
  • Lowered visibility into problems and their solutions

Specialization allows each member of the team to do their job with laser sharp focus and less task switching, improving their efficiency and effectiveness.

FOUR CORE SALES FUNCTIONS

There are four core sales functions in any sales team:

  1. Inbound lead qualifications: Qualifying leads from inbound web and phone leads.
  2. Outbound prospecting: Dedicated to proactive business development through developing lists of prospects into highly targeted leads.
  3. Account executives: Quota-carrying reps who close deals.
  4. Account management/Customer success: Dedicated to making sure customers stay successful after the sale.

In many companies, this division of responsibilities includes a Market Response Representative who qualifies inbound leads, a Sales Development Representative (or Business Development Representative) who is responsible for prospecting and qualifying targeted leads, an Account Executive who works the active sales cycle and closes leads, and a Customer Services Representative or Account Manager who nurtures customer relationships after the sale.

As your company grows, these core functions will likely become even more specialized, but they shouldn’t ever become less specialized. If you need to have one person take on more than one sales function, ensure that they’re batching responsibilities and setting aside dedicated time to work each “role.”

WHEN AND WHERE AN ACCOUNT EXECUTIVE SHOULD PROSPECT

It’s important to focus your highest value people on the highest value work. That’s why Account Executives should focus primarily on closing. When they do prospect, it’s best to focus on existing customers and a short, targeted list of vital accounts and channel partners.

When accepting leads from the qualifying team, the Account Executive should re-qualify the lead through a demo or discovery call before accepting it into their own pipeline.

THREE TYPES OF SALES PROFESSIONALS: QUALIFIERS, CLOSERS, AND FARMERS

The four core sales functions can be further divided into three types of sales professionals: Qualifiers, Closers, and Farmers.

As the name suggests, Qualifiers (like the Market Response and Sales Development Representatives listed above) are responsible for qualifying leads early in the sales process.

Closers (Account Executives) take these qualified leads through the active sales cycle, focusing their efforts on nurturing and closing deals. In general, a Sales Development Representative can support two to five quota-carrying Account Executives. In higher-value sales, a 2:1 or even 1:1 ratio of Sales Development Reps to Account Executives can still be VERY profitable.

While often overlooked, Farmers (Account Managers and Customer Service Reps) are also an essential part of the sales process. Ensuring customer success and satisfaction is crucial to creating happy customers who then generate referrals, renewals, and repeat business.

Cultivating Sales Team Talent

Great sales teams don’t happen automatically. Finding great salespeople is one thing, but keeping them engaged and productive is even more challenging. Focus on creating a great company culture that empowers your employees to learn and grow step by step.

HOW TO FIND AND HIRE GREAT SALES TALENT

It can be really challenging to find great sales talent, so often the best course of action is to grow them yourself. Your team should be made up of one part experienced veterans, and three parts young, smart, and adaptable new hires. The best salespeople are the ones who have grown up in your company culture and know your product, prospects, and priorities from the inside out.

Hire people who:

  • Are problem-solvers
  • Listen more than they talk
  • Know how to get things done
  • Understand the challenges and needs of customers in your industry
  • Believe in your product and company
  • Demonstrate personal and professional integrity

As you build your sales teams, be intentional about creating a defined career path so that each member of your team has space and incentive to develop personally and professionally. This will create happy employees, which will result in happy customers and more predictable revenue.

HOW TO KEEP YOUR SALES TEAM IN TOP SHAPE

Invest in your people, especially new hires, with consistent and cohesive training and coaching. For any program to work, your management team needs to be fully committed to consistency and follow through. If your management isn’t committed, your sales team won’t be committed either.

Effective sales training should include:

  • New hire training, including a sales boot camp
  • Internal training embedded into the career path
  • Regular role-playing
  • Self-managed internal training with leadership rotating through each member of your sales team

Implementing regular, consistent training with your sales team is one of the best ways to guarantee long-term success.

Create Sales Team Alignment with Leadership & Management

One of the most common issues for sales teams is misalignment. This can be corrected by careful hiring, training, and ongoing coaching and review.

BECOME A GREAT MANAGER

  1. Hire carefully. Hire for talent and adaptability rather than experience.
  2. Set expectations. Define roles based on desired results, not activities.
  3. Remove obstacles. Prioritize simplicity and clarity to improve productivity.
  4. Inspire your team. Understand what helps each member of your team find their own reasons to excel and achieve their full potential.
  5. Create room for growth. Work for your team by treating mistakes as learning and coaching opportunities, and by being intentional in creating room for career growth.
  6. Review and improve. Make a point to regularly review the previous five steps to look for ways you can improve and change as your company grows.

Being intentional about creating alignment within your sales teams will lead to improved productivity and predictable results.

UNDERSTAND WHAT IT TAKES TO SHIFT FROM ORGANIC TO PROACTIVE GROWTH

While organic growth is based on existing relationships and organic internet marketing, proactive growth involves investing time and resources into new systems, programs, and practices. It takes time, both from trial and error and from the delays and frustrations caused by learning and doing new things.

Understand that shifting from organic to proactive growth is an essential part of creating predictable revenue, but it’s also a process – it’s going to take time, energy, and discomfort. In order to be successful, you need to stay committed, persistent, and patient as you go through the hot coals of transition, whether it takes months or even years.

Predictable Revenue Summary

Creating your own predictable revenue sales machine starts with defining specialized roles and responsibilities within your sales team. Using prospecting and sales best practices, you’ll determine your ideal customer profile and use this to create highly targeted prospect lists. Your dedicated prospecting team of Sales Development Reps will reach out to these prospects using a combination of mass email campaigns using short, friendly emails, and phone outreach using call plans, call flows, and voicemails that get results.

Once leads have been qualified by the prospecting team, they’ll be transferred to an Account Executive whose time is dedicated to nurturing and closing high-value accounts. Eventually, your Account Manager/Customer Service Team will continue to farm these accounts, cultivating happy customers who then generate return and renewal business, along with referrals, reviews, and positive PR.

To ensure your employees are engaged and equipped, you’ll prioritize frequent and consistent training, with clearly defined career paths and room for growth. As you add new members to your sales team, you’ll look for talented and adaptable individuals who are hungry to learn and tackle new challenges. As your sales team grows, you’ll always look for ways to specialize to reduce distractions and optimize your reps’ productivity and performance.

Conclusion

While we’ve packed as much information as possible into this overview of predictable revenue, we’ve only scratched the surface of the book as a whole. As mentioned before, we highly recommend reading Predictable Revenue for yourself – in fact, we frequently recommend Predictable Revenue to our clients.

Buy the book here: AmazonBookshopAudible

Want professional guidance from industry experts? Check out our Sales Team Starter here!

Sales Follow-Up Statistics and Process – The Power of Follow-Ups

Unfortunately, due to fear of rejection, a difficult (or no) sales process, or a lack of sales automation, most salespeople never follow-up with prospects. When emails or phone calls are ignored, 44% of salespeople give up after just 1 attempt, and only 8% of salespeople follow-up more than 5 times.

There are a number of sales follow-up statistics that back up the fact that following up with your prospects should be integrated into your sales process, regardless of your sales methodology. Most notable is the fact that, at any given time, only 3% of your market is actively buying. Another 56% are not ready, while 40% are poised to begin.

To learn more about why following up is so important and how to implement it into your sales process, check out the infographic below.

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35 Sales follow-up statistics

If you’re interested in looking at more data about how following up can improve your sales performance, here are some additional statistics.

Sales follow-up productivity statistics

Productivity is essential in developing a powerful sales follow-up process. Here are some statistics to help you find ways to improve your sales team’s productivity.

  1. On average, 42.5% of sales reps take 10 months or longer to become productive enough to contribute to a company’s bottom line. This is after an average of 10 weeks of training and development (source).
  2. Salespeople only spend 34% of their time actually selling (source). The rest of their time is spent as follows:
    • Writing emails – 21%
    • Data entry – 17%
    • Prospecting, researching leads, and finding contact information – 17%
    • Attending internal meetings – 12%
    • Scheduling meetings – 12%
    • Training – 11%
    • Reading industry news and researching sales tips – 11%
  3. Sales development reps average 94.4 activities per day (source). These activities lead to an average of 14.1 conversations, 16.7 opportunities, and 3.7 deals closed, and are broken down as follows:
    • 32.6 emails.
    • 35.9 phone calls.
    • 15.3 voicemails.
    • 7 social media touches.
  4. The best sales onboarding programs help new sales hires become productive 3.4 months sooner, on average, than firms with low-performing programs – a time-to-productivity that’s 37% faster (source).
  5. Firms that use technology effectively were, on average, 57% more effective at sales training and development than ineffective technology users (source).

 

Sales channel follow-up statistics

The sales channel you’re using can influence the success of your follow-ups. Here’s a look into some sales channel follow-up statistics.

Email

  1. Email marketing has a 2x higher ROI than cold calling or trade shows (source).
  2. 33% of recipients open an email because of its subject line (source).
  3. Email usage statistics indicate that 91.5% of outreach emails are ignored. (source).
  4. 64% of workers make spelling or grammar errors in their emails, so it’s important to do a grammar check on them before sending (source).
  5. Including the recipient’s first name in the subject line can boost open rates by 29.3% (source).

Phone calls

  1. 55% of high growth companies stated that cold calling is very much alive (source).
  2. One study showed that telephone outreach out-converted emails by a significant margin – 8.21% vs 0.03% (source).
  3. The average sales development rep makes 52 calls daily (source).
  4. The average response rate for a voicemail is 4.8% (source).
  5. 80% of calls go to voicemail. 90% of first time voicemails are never returned (source).

Texting

  1. Prospects who are sent text messages have a 40% higher conversion rate than those who don’t receive texts (source).
  2. Texts are better used as a follow-up than an initial point of contact. Texting before having had a phone conversation decreases the likelihood of the prospect ever becoming a lead (source).
  3. Texting someone after having made contact leads to a 112.6% higher lead to engagement conversion (source).

Social media

  1. Sales reps who are active on social media get 45% more sales opportunities than those who aren’t (source).
  2. Sales reps that use social media as a sales channel are 51% more likely to hit their sales quota than those who don’t (source).
  3. 98% of sales reps with more than 5,000 LinkedIn connections meet or surpass their quota (source).
  4. 78% of salespeople who use social media perform better than their peers (source).

Multi-channel selling

  1. Sales development reps that leverage 3 or more touchpoints have 28% higher MQL-to-SQL rates than those who just make a phone call or send an email (source).
  2. Sending emails to leads in between phone contact attempts increases your chance of contacting them by 16% (source).

 

Sales follow-up cadence statistics

A well put together cadence makes following-up very easy for sales reps. Here are some data points about sales cadences to help you build one for your business.

  1. On average, high growth organizations report 16 touch points per prospect within a 2-4 week timespan (source).
  2. The most optimal number of follow-up emails to send is 2-3 (source).
  3. 95% of all converted leads are reached by the sixth call attempt (source).
  4. 44% of salespeople give up after one follow-up attempt (source).
  5. 92% of salespeople give up after no sales on the 4th call. 60% of customers say no four times before saying yes (source).
  6. 50% of buyers choose the vendor that responds first (source).

 

Sales follow-up response time statistics

Sometimes, it takes prospects a while to respond to your follow-up efforts. Here’s some data on that.

  1. In a test of 433 companies, only 7% responded in the first five minutes after a form submission. Over 50% didn’t respond within five business days (source).
  2. Those who attempted to reach leads within one hour are 7x times more likely to have meaningful conversations with decision makers than those who waited even 60 minutes (source).
  3. On average, it takes 8 follow-up calls to reach a prospect (source).
  4. 50% of email responses occur within 60 minutes (source).
  5. If the recipient is going to reply to an email, there’s a 90% chance that it will happen within 2 days of the email being sent (source).

Looking to create your own follow-ups? Check out our Sales Team Starter here!