From Sales For Life and TrapIt This Overview Addresses How "Selling" Has Fundamentally Changed And What To Do About It.

1. The Execu)ve Guide
To Social Selling Success

2.
Sales
Leadership
Sales Enablement
and
Learning
&
Development
Marke7ng
Leadership
This execu3ve resource is designed to highlight the strategy and process needed for leaders interested in implemen3ng a Social
Selling program in their organiza3on. With insight from dozens of world-­‐class organiza3ons, this guide is first centered around the
C-­‐Suite, then broken down into the 3 cri3cal func3ons in the organiza3on:
1

3. Old
tac7cs
don’t
work:
90% of decision makers say
that they never respond to
cold outreach
(Harvard Business Review).
Buyers
use
social
media:
75% of B2B buyers now use
social media to research
vendors (IDC).
Bigger
deal
sizes:
Buyers who use social
media have larger budgets
– typically 84% larger
than the budgets of
buyers who do not use
social (IDC).
BeBer
quota
aBainment:
Social sellers realize 66%
greater quota aYainment than
those using tradi3onal
prospec3ng techniques (Sales
Benchmark Index).
The
Top
4
Reasons
Why Organiza3ons Embrace Social Selling
2

4.
Skillset
Toolset
To ini3ate Social Selling in your organiza3on,
three
things
must
change:
Mindset
3

5. Here are the
changes
that must occur
among your salespeople.
Key
Mindset
Change
FROM
“I must pitch my product to buyers as quickly as possible.”
Key
Skillset
Change
FROM
“We must buy lists and call as many people as possible.”
Key
Toolset
Change
FROM
“I have to provide my sales team with the most effec3ve
Social Selling tools.”
TO
“I must spark relevant sales conversa3ons by providing
insights.”
TO
“We must become more digitally and socially savvy –
like our buyers.”
TO
“Once we have the mindset and skillset, we can invest
in the right toolset for our team.”
4

6.
$5
Yielded
for
every
$1
spent.
Educa3on and training creates a behavioral shia! For every $1 spent in Social Selling training, sales professionals are
driving at least a $5 return in real revenue within six months!
Source:
Sales
for
Life,
Sample:
40,000+
learners
5

7. Sec3ons
Sec3on
1
Execu7ve
Team
Sec3on 2
Sec3on 3
Sec3on 4
CLO,
Sales
Enablement
Leader
CSO,
VP
of
Sales,
Sales
Leader
CMO,
VP
of
Marke7ng,
Marke7ng
Leader
Page
7
Page
17
Page
24
Page
32
6

8. Sec7on
1:
Execu3ve Leader
7

9. Is
Social
Selling
a
fit?
You must be able to answer YES to both ques3ons, for Social Selling to be a fit:
Is your buyer
online?
Is your sales team willing
to
educate
digitally?
1
2
8

10. When Social Selling
is
not
a
fit
If your buyer is unwilling to learn online or engage their social network; or if the seller is unwilling to build their network and
educate buyers, then we have a break in the Social Selling paradigm.
Ensure that your
buyer is
online.
9

11. Social Selling takes
7me
Immediate
ROI
is
poor
You’ve started implemen3ng Social Selling tac3cs but aren’t seeing results within the
first few weeks.
It
takes
Hme
to
align
your
process
with
the
modern
buyer
Companies “spend considerable cycles educa3ng key stakeholders on the value of social media,
training the sales team on how to use their social networks, and puing the right tools and
processes in place to support a social selling program that will improve the boYom line.”
– Forrester, Research, Breaking Through The Hype Of Social Selling
Problem:
Opportunity:
10

12. If you can’t sell to your buyers online, then you need to influence the influencers.
Your buyer might be learning offline, but they s3ll learn from:
Industry
Analysts
Trade
Associa7ons
Industry
Forums
System
Integrators
Socially influence these
influencers.
Many of them will
be
Social.
11

13. The
4
Stages
in the Transforma7on
Process
–
Across Sales, Marke3ng, and Sales Enablement
Social
Selling
Hierarchy
of
Needs
Below are the organiza3onal departments that need to align in order to make Social Selling a success.
Execu7ve
Sponsorship
of
Social
Transforma7on
12

14. Your job is to ensure that this ini3a3ve is one of the top three sales programs over the next three years.
Social Selling is a paradigm shia from decades of tradi3onal sales methodologies. This transforma3on must become a
priority to guarantee adop3on and success.
13

15.
Sell
the
Vision!
Sell the vision in a town hall mee3ng to all employees! Don’t let this be a 1x message. Prepare the team for a cultural shia.
Triple
Alignment:
Sales
Drives ac3on and
accountability to the
sales team
Marke7ng
Develops the systems and
content that creates
opportuni3es for sales
Enablement
Establishes the environment
for con3nuous learning and
development
14

16.
Centralize
Accountability
Each of the 3 “amigos” have to create realis3c milestones that would ul3mately achieve the desired goal. Each milestone
needs to be 3ed with an ac3on required and form of measurement to gauge success in real 3me throughout the journey.
Marke7ng
Increase Marke3ng Qualified Leads (MQLs) by 20% this
year. Empower the sales team with relevant content to
3x engagement.
Enablement
Upgrade sales skills for 50% of the organiza3on within
one year.
Sales
Increase the number of sales professionals that achieve
annual quota by 20% YTD.
Warning:
Ownership of a Social Selling
program is not for one person.
15

17.
The
adverse
effect
of misalignment.
Sales
Marke7ng
Enablement
A sales force with zero accountability to
drive ac3on.
A sales force lea without content to educate
buyers or tools to create new opportuni3es.
A sales force that never adapts to the new
buyer and reverts to old habits.
Department
Misalignment
Nega7ve
Effect
16

18. Sec7on
1:
Sales Enablement
17

19. Most
sales
methodologies
only address from first mee3ng to close.
57% of a buyer’s journey is done BEFORE that first mee3ng!
57% of the buyer’s journey is done before your sales reps, which means 57% of your current sales methodology is most
likely not part of the buyer’s journey. Typical sales methodologies cover 43% of the journey from the first discovery call to
closing a deal. How is your sales team addressing the crea3on of new leads and opportuni3es at the top of the funnel?
And don’t forget the boYom of the funnel. Social Selling also tackles the boYom of the funnel by becoming trusted experts
that lead the buying process.
18

20.
Visual
Auditory
Kinesthe7c
The
best
training
programs
address all styles of adult learning
Each of your sales reps learns differently. Part of the team will need to watch best prac3ces, others will need to talk and connect
with Social Selling leaders, while others will need to perform the same ac3ons repeatedly. The best training environments
support all types of learning to create a behavioral change.
19

21. Blow
up
the
workshop!
The average student can only recall 10% of what
they’ve learned in a workshop. Workshops are
fantas3c for genera3ng ini3al excitement, but
terrible for crea3ng behavioral change. Don’t let
scaling Social Selling throughout your
organiza3on be an excuse to shortcut training
into workshops. Only use a workshop as a
component of the overall learning experience.
20

22. Develop
a
Learning
Loop:
a framework for teaching Social Selling
“Repe33on is the mother of all
learning.”
To help you understand how to build a world-­‐
class learning environment, feel free to use our
model as a benchmark. We developed a learning
system called the “Learning Loop.”
This model allows a student to leverage live
training, online resources, study workshops that
are peer-­‐to-­‐peer driven, and mentoring calls
with subject maYer experts. By providing every
form of learning in a building block format, this
loop repeats its frequency on a weekly basis.
A behavioral change emerges and solidifies as
part of a student sales process within 90 days.
"Training
is
mandatory
to
develop
your
sales
team’s
social
media
capabiliHes,
but
it
must
be
ongoing
and
include
frequent
check-­‐ins."
21

23. How
will
you
measure
learning
progress?
Understand that your training is a leading indicator of sales success. You control the sales outcomes
for 90, 180 and 365 days from now. Learning behaviors need to be 3ed to sales outcomes.
22

24.
Measure your
“Leading
Indicator”
Leading
Current
Lagging
Learning
Behavior
Social
Ac1vity
Sales
Pipeline
Measure
with
your
LMS
Measure
with
marke1ng
automa1on
Measure
with
CRM
1

25. Sec7on
3:
Sales Leaders
24

26.
You need to learn Social Selling
yourself
to
provide
leadership.
HELLO,
I
AM
ACCOUNTABLE
25

27. Accountability
starts with you becoming
Social
yourself.
You need to walk the walk. Sales professionals aspire to be like you. It’s difficult to manage by delega3ng if you don’t
understand, believe, or ac3vely par3cipate in the ideas you delegate.
26

28. The role of Sales
Leaders
in
Social
Selling
The key role of sales leaders is to drive accountability for Social Selling programs. Sales execu3ves support processes suggested
by marke3ng and sales enablement, and track the performance of their teams.
27

29. Your CRM is your Social Selling BIBLE But remember, it’s only a Lagging
Indicator
Sources
• AA-­‐ISP
3%
• Channel
Partner
10%
• Client
Project
Expansion
17%
• Client
Referral
9%
• Email
Discussion
1%
• External
Referral
11%
• LinkedIn
16%
• Net
Results
Campaign
5%
• Past
S4L
Client
1%
• Professional
Network
6%
• Prospect
Referral
1%
• Referral
Partner
6%
• Tradeshow
4%
• Webinar
4%
• Website
Hits
3%
Account
Sources
Opportunity
Sources
You
can
track
ROI
for
Social
Selling
with
your
exisHng
CRM.
However,
tracking
your
Social
Selling
through
your
CRM
is
only
one
part
of
measuring
a
Social
Selling
strategy.
There
are
actually
three
indicators
you
need
to
be
looking
at.
Learn
more
here.
Lead
Sources
28

30. How
can
you
create
a
culture
of Social that rewards teamwork?
How will your sales reps be rewarded for driving sales opportuni3es that influence deals outside of their territory? Thinking
through this challenge will help determine the culture at which sales reps work together to pass opportuni3es.
Problem:
Sales professional territory. It’s not in my
territory so I don’t care.
Vision:
Have a sales professional look beyond
their next quarter.
29

31. Does your territory model present
sales
opportuni7es
to the
op3mum sales rep?
Ignoring sales territories for a moment, does your latest sales opportunity truly make sense for your assigned sales rep, or
do others in your organiza3on have a stronger “Social Proximity”?
Social Proximity is assigning a sales opportunity to the sales rep that has the strongest rela3onship with contacts in an
organiza3on, giving your company a higher probability to access the organiza3on.
30

32. Tradi7onal
territories
vs. Social
Proximity
In a tradi3onal sales organiza3on, a sales opportunity is passed to a sales rep because they’ve been assigned that territory.
The model has a fundamental flaw – your assigned sales rep many not be the ideal person in your organiza3on to work the
client account.
In a Social Proximity model, sales reps are assigned to assist in accounts because their internal connec3ons can provide to
be a valuable resource.
31

33. Sec7on
4:
Marke3ng
32

34. Do I really understand
the
buyer?
And does the sales team have the same defini5on?
Sales and marke5ng typically have different defini5ons of who their buyers are and the problems they need to solve. Build a
buyer persona that’s so accurate, your sales team pictures their future client.
You as an individual have the power to arm your sales team.
More social content = More visibility = More MQLs
34

35. Help your sales team understand
how
to
use
content.
Here are 3 things salespeople must keep in mind:
1
2
3
Content is a must-­‐have on
social media. Content is
the basis for how people
interact and build
rela?onships.
Don’t commit random acts
of content. Share content
that is relevant to buyers
and helps them rethink
their situa?on.
Mix other people’s content
with company-­‐created
content. If sellers share only
company created content,
they run the risk of looking
biased.
34
Who?

36. Most opportuni+es are passed to sales
FAR
TOO
LATE!
Opportuni1es
are
too
late!
of
the
buying
journey
is
typically
done
before
the
client
is
engaging
your
sales
team.
-­‐
CEB
If
your
sales
team
is
wai=ng
for
the
ideal
lead,
they’re
too
late.
of
buyers
are
choosing
the
provider
that
is
FIRST
to
provide
sights.
–
Corporate
Visions,
Marke=ng
Messenger
35

37.
Conversion
Funnel
Content
Library
Marke7ng
Automa7on
1
Get
the
right
tools
in place
Lead
Scoring
&
Dashboard
2
3
4
36

38. Make sure every sales professional understands that their content sharing drives buyers into
the conversion funnel.
Your role is to teach the correla3on between
content
and
pipeline
growth.
37

39. Master the conversion
funnel!
The conversion funnel is the
pipeline of marke3ng assets
that walk a buyer through their
educa3on journey.
The purpose of the conversion
funnel is to connect these
assets together in a system to
drive both posi3ve conclusions
for the buyer, and ideal leads
for your sales team.
38

40. Ensuring
Social
Selling
Success
As we’ve seen, there are a lot of moving elements to a successful Social Selling program. However, if you follow the
processes described over the course of this ebook, you will find a framework for successful deployment. From the CEO, to
Sales, Marke3ng, and Enablement teams, if you can align all these departments, you will founda3onally be ready for all of
your content marke3ng, social sharing, and pipeline growth plans to be a success.
Organiza3ons that have this see a massive spike in all of these areas.
39

41. About
Trapit
Trapit is the platorm for authen:c social selling and employee advocacy. Our technology empowers your employees on
social with content that is proven to spark engagement and drive sales.
We are dedicated to helping brands connect their employees, customers and prospects with authen:c conversa:ons
inspired by high quality, relevant content. Our customers rely on our technology to power innova:ve campaigns that
consistently deliver ROI.
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