Generic presentation on how to establish an Inside Sales (telephone sales) department, including determining team objectives, development of Inside Sales team, adapting marketing messages to Inside Sales delivery, sales call process, and evaluation of both team and individual team members. Presentation is a sanitized version of one delivered to a specific company; budgets, specific marketing messages, and timeline implementation targets have been removed.

1. Tom Furlong
tafurlong99@yahoo.com
December 2011

2.  Introduction
 Determining Team Objectives
 Inside Sales Team Development
 Marketing Messages
 Sales Call Process
 Performance Evaluation
 Q&A

3.  Medical Device Experience
 13 years Inside Sales, Team
Leadership, Training, and CRM Systems
Management- Novartis
 1 year Channel Inside Sales & Marketing- Walman
 Recruiting Experience (Inside Sales)
 3 ½ years Life Science Sales & Marketing personnel
 3 ½ years Service Industry Management personnel
 1 year Life Science Executive personnel
Introduction

4.  Vehicle To:
 Gain Incremental Sales with Minimal Investment
 Develop Remote Accounts & Prospects
 Build Relationships w/ Low Volume Accounts
 Drive Sales of Targeted Products
 Quickly Disseminate Messages- LIVE
 Inside Sales ≠ Telemarketing
Introduction

5.  Goals/Results for Team
 Short Term (Start Up, 6, & 12 Month)
 Long Term (1 Year+)
 Success Markers
 Sales & Marketing Management Interaction
 Field Sales Force Relationships
 Strategic Sales Projects
Determining Team Objectives

6.  Team Positioning within Sales Organization
 Determine Sales Goals/Objectives
 Align Activities with Marketing Objectives
 Strategic Account Targeting
 Contribute to Overall CRM
Determining Team Objectives

7.  Size/Scope of Territories
 Type of Accounts Contacted
 Dedicated or Shared
 Products Promoted
 Priority, Base (Established), or New Products
 Targeted or Portfolio Product Sales
Determining Team Objectives

8.  Productivity Timelines
 Size of Team
 Compensation Package
 Base Package
 Bonus/Commission
 Work Hours
 Flex Time for Mountain & West Coast Accounts
Determining Team Objectives

9.  Successful Inside/Telephone Sales Experience
 Strong Verbal Communication Skills
 “Positive Language” Usage
 Makes Quality First Impression
 Technical Knowledge Aptitude
 High Standards Acceptance
 Versatility
Inside Sales Team Development

10.  Reinforce Value to Sales Organization
 Training Program: Model on Field Sales Force
 Product Knowledge Development
 Field Sales Presentation System
 Subsequent Phone Sales Training
 Modify Selling Strategy for Inside Sales
 Frequent Manager Listen-In (Post Training)
 Selling & Territory/Time Management Skills
Inside Sales Team Development

11.  Support Targeted Market Direction
 Rapid Delivery to Desired Account Segments
 New Product Launches
 Customer Call to Action
 Support Flagging/Underachieving Products
 Support Critical Open Field Sales Territories
 Maintain Sales Momentum During Transitions
 Delay Filling Position Until New Fiscal Period
Marketing Messages

12.  Adapt Message for Inside Sales Calls
 Verbal (Non-Visual) Delivery
 Sell not Tell
 Quick Presentations to Gain/Build Interest
 Build Credibility with Customer
 Establish Call Rapport
Marketing Messages

13.  Awareness
 Consideration
 Evaluation
 Closing
 Usage Ladder Movement
Sales Call Process

14. Goal: Gain Initial/Increased Product Usage
 Nurture & Qualify Account
 Build Relationship AND Trust
 Make First Usage Decision Easy
 Product Sample, Free Trial
 Low Financial Commitment
 Remove Complexity from Sales Closing
Sales Call Process

15.  Introduction
 Verify/Collect CRM Data
 Identify Decision Making Process
 Present Company/Brand Marketing Message
 Demonstrate Value of ISR Relationship
Sales Call Process

16.  Further Account Understanding
 Competitive Product Usage
 Uncover/Understand Needs (Value-Pain-Urgency)
 Reinforce Company/Brand Message
 Product Introduction & Customer Value
 Gain Commitments
Sales Call Process

17. Goal: Consistent Product Usage
 Leverage Trust Relationship
 Build Upon First Usage Experience
 Account Appreciation
 Value vs. Competitors
 Partnership Value
Sales Call Process

18.  Previous Call Review
 Review Commitment Activity
 Close: When Account Recognizes Value
 Finalize Purchase Details
 Establish Follow-Up Schedule
 Groundwork for Usage/Portfolio Expansion
Sales Call Process

19.  Move Along Product Usage Ladder
3rd Choice → 2nd Choice → 1st Choice
 Additional Product Portfolio Presentations
 Recognize: No Development Progress
 Uncover Obstacles/Objections/Customer POV
 Evaluate/Improve Presentation Strategy
 Rethink Account Prioritization
Sales Call Process

20.  Target Active Field Accounts
 1 or 2 Call Max
 Special Product Promotions
 Quick Marketing Introduction
 Contact Lapsed Accounts
 Determine Reasons for Competitive Switch
 Complaint Resolution
Sales Call Process

21.  Calls/Day
 Inbound vs. Outbound
 Sales Presentations vs. Service Calls
 Decision Maker vs. Influencer/User
 Sales Call Length
 CRM Data Collection & Input
Performance Evaluation

22.  Revenue Measurements
 Sales/Territory & Sales/Call
 Rep Sales: Month/Quarter/Year
 Account Development
 Accounts with Sales Status Improvement
Activation → Purchasing → Loyal → Advocate
 Cost/Call
Performance Evaluation

23.  Customer Acquisition Cost
 Customer Long Term Value
 Sales Growth (Dollar and Percentage)
 Product Category Share Growth
Performance Evaluation

24.  Team Sales Performance to Goal
 Account Penetration Increase to Goal
 Team Members Exceeding Goal
 Team Member Turnover Rate
 Perceived Value Within Sales Organization
 Headcount Increase/Decrease Determination
Performance Evaluation