article | July 25, 2017
How Far Upstream Can I Go with Inside Sales?
The shift from Field Sales to Inside is rocking B2B go-to-market strategies. Traditional sales forces are being replaced (not augmented) by virtual teams. Human interaction is being replaced by ecommerce and automation. 30% of Cost of Sales is being taken out – without negative impact to revenue. But how do CEOs determine which channels can most effectively serve each segment, and how does your go-to-market strategy drive value in each account?
Consider your accounts on a Pyramid. Another term for this is account stratification. The top tier consist of your major accounts served by a dedicated resource or team of resources. The middle tier accounts are served by a traditional field seller. The bottom tier accounts are served through website or a channel partner. Which accounts are touched, then, by Inside Sales?
Inside Sales traditionally serves accounts in three areas of the pyramid:
Leading organizations are shifting this approach by turning it on its head. Here, major accounts expand down the pyramid to high value middle tier accounts. Ecommerce, automation and channel partners take ownership of the Low bottom tier. The emerging best practice is to leverage Inside Sales to three major changes:
The big question for executive leadership is, “Where do we apply Inside Sales?” There are 6 steps for making this decision.
To determine how big of an account needs to be to assign to Inside Sales, you need to run tests. Give some Low and High middle tier accounts. See what can be produced through Inside Sales. Compare the revenue impact and the cost takeout implications. Assume that the trend is showing Inside moving the line up on account size.
Have expectations gone up and left you wondering if you can make your number? Here is a tool that will help you understand if you have a chance at success. Take the Revenue Growth Diagnostic test and rate yourself against SBI’s sales and marketing strategy to find out if: