5 sales challenges that the inbound salesperson deals with on a daily basis

It’s no secret that life as a salesperson isn’t easy! There are several no’s to reach a yes, there are hours and hours of work invested in businesses that will ultimately not close, they are goals that are renewed every month. Some say that to be a salesperson you need a little […]

It’s no secret that life as a salesperson isn’t easy! There are several no’s to reach a yes, there are hours and hours of work invested in businesses that will ultimately not close, they are goals that are renewed every month.

Some say that being a salesperson takes a bit of madness. Others say that selling like rudn enclave rawalpindi is an art! It may even be, but we believe that most of the equation can be resolved with will, a well-structured process and training, always respecting people’s individuality.

And there is no way to be successful in this complex endeavor without first knowing and understanding what are the biggest difficulties that salespeople face in their day-to-day sales .

This is the only possible way to make the sales job more interesting, ensure that the best salespeople stay on the team and perform their work better with more success and satisfaction.

1 – Prioritize the correct Leads and deal with volume

Unlike a “reactive” salesperson, who simply assists those who “enter the store”, the inbound salesperson has to actively lead their Leads through the sales process, calling them and making follow-ups. “But, of the 60 Leads I have in the funnel, where should I start?” This is a more than common question that hangs over the seller’s head daily. 

The first point to understand is that the perfect sales funnel must function like a river, always flowing in all its sections and constantly delivering the same amount of deals done throughout the month. What we see in practice, however, is a river dammed at different points, in which “lack of water with floods” alternate.

For example, in a company with a monthly sales cycle, the salesperson works at the beginning of the month almost exclusively at the beginning of the funnel, in prospecting, and generates a flood of Leads to diagnose and design a solution later, steps in the which he will most likely focus on in the second and third week of the month.

In the last week, usually having closed very few accounts, he will work exclusively with closings, while good Leads generated by marketing in the last three weeks of the month are cooling down, waiting for a first contact. This creates a vicious cycle and has dire side effects on sellers.

The first clear effect is stress, as the seller alternates periods of very high pressure, entering the end of the month with few accounts closed. When the month ends and he, “lucky”, beats the goals, he leaves a state of euphoria, as if he had scored a goal in the 47th minute of the second half, or frustration, if he doesn’t reach the goal, to a hangover phase /tiredness.

When the month turns, the goals are reset and everything starts all over again. The seller feels like Sisyphus himself, with the aggravating factor that the “mountain” at the end of the month is even more inclined.

How to prevent this from happening? Training the salesperson to prioritize Leads and Funnel Steps throughout the month. It is necessary to understand how many movements are needed in the funnel throughout the month, step by step, and pass this information on to each seller. As a guide, as an indicator, not as a goal.

The salesperson needs to believe that by working regularly through every step of the funnel, he will constantly close deals, week after week, like a steady flowing river. The seller needs to know how many Leads he needs to bring to the funnel per week, how many to make a diagnosis and how many to present a solution for.

In doing so, he sees more clearly where to prioritize his efforts and closures will follow. Another very important point is to know how much to invest before disqualifying bad leads and which ones are worth putting your energy and time into. We talk more about seller qualification in another post.

2 – Energy management, motivation and resilience (or ability to get up after a “no”)

But that’s three different points, right? We understand not. All three are tightly coupled. The more the salesperson doesn’t listen, the more they become discouraged and the less they have the energy to make the next call, and this ad infinitum, undermining their resilience.

The motivation to do anything must be intrinsic, come from the individual and is sustained when it comes to successful experiences. On the other hand, success (in life or in sales) only comes when we are motivated by what we do, right?

Have we reached the old crossroads of chicken and egg? No, if we remember that there is a factor called discipline. Discipline is what will take the salesperson out of inertia after a “fall”, making him continue giving his best, which will lead to success in the sale, restarting the virtuous cycle of motivation.

Fostering team discipline (yes, salespeople aren’t usually the most disciplined people in general) makes them successful, success makes them more motivated and grateful for it. Discipline for what? To perform the activities described in point 1. If you hear complaints about a lack of motivation in your company, know how to answer how motivation arises and what is the role of discipline in this.

Another aspect that can help a lot in motivating salespeople is improving the qualification of Leads. Selling to more qualified Leads, the seller increases their conversion rates, hears less “no’s”, has more successful experiences, is more motivated and so on.

3 – Escalate the Sale

You know that “hot sale” that your interlocutor said was closed and in the end the boss didn’t authorize or the finance company didn’t release an appeal? In any sales process, we have to identify as soon as possible who the decision makers and who are the influencers are involved in the purchase.

This is a common pain of the inbound salesperson who often deals with the user (usually analysts) and has to escalate the sale to the director, which greatly lengthens the sales cycle and increases uncertainty in sales predictability.

As in medicine, the most important step here is early diagnosis. It is necessary to find out who the decision maker is and try to involve him as soon as possible. Questions about how the buying process works and how things would happen if the sale were to evolve help a lot to identify the entire path that has to be taken until closing.

This way, it is possible to separate the curious from the really interested ones and reach those who finally sign the contract, either by bringing it to the “table” or enabling the user to convince them. We talked about how to sell when the Lead is not the decision maker in this other post.

4 – Constant learning

The goals are relentless and always will be, month after month! Finding time to continue developing, studying and learning is not an easy task, but it cannot be left out under any circumstances. This is a common complaint from salespeople: how do you find time to develop, and, given that time, what skill to develop?

Learning about the sales activity itself or about product/service aspects are essential not only to improve performance, but are also strong motivators of a high-performance team. A salesperson who feels stagnant, who has stopped learning, always ends up losing interest in his activity.

Constant learning must be sought by the salesperson and strongly encouraged by managers, conducted individually: a remedy formulated for each patient. Different salespeople have different learning needs or disabilities.

One tip is to make a list of skills that your sales activity requires to do the job well and evaluate individual salespeople. This must always be done with full transparency in order to jointly design a development plan. Ideally focus on one skill at a time.

5 – Time Management and Organization

It is said that if salespeople were organized they would be project managers, not salespeople. All kidding aside, we know that organization and time management is a very common difficulty for salespeople of all types. In other sales models, deficiencies in these aspects are often masked by other skills such as relationships and empathy.

In inbound, unfortunately, there is no way to be successful without a minimum of organization and time management. The large volume of Leads being taken simultaneously makes it necessary to have a very organized schedule and high quality CRM conversations/negotiations documentation (such as RD Station CRM).

Otherwise, you run the risk of missing meetings or losing the thread in a given negotiation. It’s very common for inbound salespeople to have 50-60 “live” deals in their sales funnel. How do you manage to take everyone with maximum efficiency? There is no other way than with good time management and organization.

Having a good CRM and a structured schedule are basic prerequisites. Good time management in shared work environments without rooms or walls, full of interruptions, is a daily struggle. The golden tip is to set aside blocks of time during weekdays for specific types of activities.

For example, from 8 am to 10 am to prospect, from 10 am to 12 pm to prepare proposals and so on. To encourage everyone to keep a solid plan for their days, a widely used practice is to share in a brief daily or weekly meeting (standing!) what activities each person on the team has for their weekday. This makes everyone force themselves to prepare for the day and public commitment keeps them going.

Ufa! “So do I need to be superman or wonder woman to be a good inbound salesperson?” No, but almost! 🙂 But the rewards are countless, after all (professional sellers or not) we sell all the time, all the time: our projects, our ideas, and our opinions.

And there is no better way to develop sales skills than being an inbound salesperson, where there is the possibility to take every challenge from the above and work on them until it is not that challenging anymore.

Without a doubt, we left out several challenges, but the intention was to prioritize the main ones we faced. It’s your turn to tell us: what are your biggest challenges in inbound sales?