In previous posts we discussed why you should deploy Inside Sales as part of your Go to Market Strategy. Now we are going to discuss HOW you should structure it to maximize results. While Inside Sales is the fastest growing sales role within organizations, it is also they least understood. Mistakes are made with regards to role design and infrastructure development. Why are these mistakes made? A common misperception still exists that Inside Sales is significantly less strategic than outside sales and it is implemented hastily.
Here are three steps to determining which Inside Sales Structure will work best for you
Ask customers, prospects, and best in class organizations
Review each option to determine if it fits in your organization
Measure the expected Return on Investment (ROI) of each
1. Before you rollout inside sales it is important to do some market research. This can be done in several ways
Customer/prospect survey - determine how customers and prospect would prefer to buy
Customer/prospect interviews - add a qualitative perspective to the survey results
Benchmark best in class sales organizations in your peer group - are similar organizations deploying Inside Sales successfully? How are they structured?
2. The three Inside Sales options are (Qualitative Analysis):
Segment Management – this configuration is typically deployed when there is a large concentration of revenue in the top 20% of the customer base. Inside Sales focuses on growing and managing the segment(s) that require less direct contact
Lead Development – where leads are of extremely high value to the sales force and difficult to come by. Typically more complex sales and not transactional
Telesales – selling to new and existing accounts over the phone. Fairly low touch requirements are expressed by the customer/prospect base