The pre-salesperson is a strategic and essential position within the sales process of any company. He is responsible for qualifying the lead, understanding their pain and providing guidance for the customer’s pain. But for this to happen, a lot of training and attention to indicators is needed.
No manager would like to see their salespeople wasting time with clients they have no interest in closing, right?
Leads that are just giving the famous “look” take a lot of time from your sales team.
And wasting time with them means having a bigger CAC. After all, your salespeople’s time has been taken up with people who won’t leave money in the company – at least not now.
This may be due to the opportunities that the pre-seller has been passing on.
Leads that aren’t ready to buy… won’t buy now! It sounds simple to speak, but practice is not always that.
That’s why it’s so important to have very well-structured training for your SDR team.
This position is vital, strategic and cannot be neglected in any company.
Do you know how to train your pre-salesperson?
Stay with us.
The importance of the pre-seller within companies
B2B sales, in general, due to the advancement of technology and the digital transformation that companies go through, are becoming increasingly competitive.
The ecosystem develops fast and requires processes, teams and tools to keep up with the dynamics of change.
And that alerts you to the need for a truly effective sales training program.
Within that, a piece stands out for its importance within the sales process of any company: the pre-salesman.
Its mission to understand potential customer pains, be strategic and didactic, and qualify leads is critical to fluidity within the pipeline.
Training him is to ensure the quality and functioning of the process as a whole.
The sales head is responsible for setting up increasingly efficient training, analyzing metrics and applying methodologies that correct any gaps.
Only in this way will you have leads that are more and more ready to buy, and not just people “taking a peek”.
How to train the pre-salesperson? View 8 Top Training Topics!
As a manager, it is important to teach and provide conditions for the pre-salesman to carry out his duties on a daily basis.
For him to be able to serve the generated leads quickly (so they don’t get cold) and efficiently (to generate value).
That they distribute the opportunities well among the salespeople and know how to use the CRM public calendar module.
That they use email templates and automated actions to send, with one click, the demo room that the seller will make.
That they have scripts and a qualification form to only pass along leads that really fit with the business.
May they be disciplined to follow up once, twice, three times until they get (or not) a response from the lead.
All of this (and much more) is part of the routine of an SDR.
But how do you train him to precisely perform all these activities?
We separated 9 important actions that need to be present in the (constant) training of a pre-salesman.
1 – Basic sales methodologies
You must assume that your new pre-salesperson has no prior experience with any sales methodologies.
Here, we can highlight SPIN, BANT, among other consultative sales or B2B methodologies.
Teach them the basics behind each one the company puts in place to qualify leads.
Be sure to explain not only the steps in the pre-sales funnel, but also the reason for applying each method.
Simulate situations. Ask SDR to discover or suggest what actions should be taken at each stage of the process.
2 – Structured sales process
Once that’s done, it’s time for the pre-salesperson to get to know the sales funnel and all the rest of the company’s commercial process.
Again, it is essential to explain step by step:
- what activities are done?
- how often?
- what is the purpose of each step?
- when the lead responds, what happens?
- what email is sent? what’s in each one?
To explain this part, put your salespeople in contact with SDR.
Show the opportunities within the pipeline, how each one is worked and until you reach the current stage.
3 – Pipeline management
Managing the funnel is an art that every sales head needs to master.
Just as it is important, it is also difficult to teach – especially to those people who are not yet familiar with CRM technology.
Educate SDR on general best practices. After all, CRM will be your main work tool.
Tell how much time each day and week they should dedicate to each of the activities present in the routine.
Show the complementary tools used: VoIP telephony, marketing automation… which ones?
How can you also identify which opportunities should be prioritized? Is the acquisition channel the most important criterion? So where can you identify it?
Provide full tool training. Take advantage of the help center and all the CRM educational content you’ve hired for this moment.
4 – Prospecting
Prospecting is the subject that needs to be addressed, even if initially the pre-seller only qualifies the leads and does not prospect.
However, the rule is the same, right? Identify the potential customer, qualify them and interact with them.
For this exercise, ask the new SDR to search for customers that they think have buying potential.
Then show what the company’s lead qualification roadmap looks like: What questions need to be asked to know whether or not the lead is interested in buying?
Do this test with the pre-seller.
Adopt different scenarios that can occur during a call – whether qualifying or prospecting.
Show the sales scripts that the company adopts, put them in the sales playbook and make them available for the employee to study.
5 – Knowledge and product presentation
To sell your product – or service – successfully, the pre-seller needs to completely master it.
Knowledge about them will deepen over time, of course, but it’s important to provide a solid starting foundation.
So, nothing better than putting them to use the solution they will sell.
Encourage them to explore on their own, especially if the product is SaaS .
It is important that he understands how intuitive it is and can share and better understand the user experience.
Oh, and at the end of the training, also ask for feedback about the tool: maybe there are points of improvement that you haven’t noticed yet.
6 – Handle objections
One of the main challenges – if not the main one – for qualifying leads is knowing how to handle sales objections.
This can be tricky at first because, well, we all know you shouldn’t force any sales.
But, at the same time, it is necessary to have a persuasive power in every speech.
For that, again the importance of the sales playbook: the company needs to have the most common objections mapped, as well as the way to get around them.
And all of this should be in this document that will speed up the knowledge of the new pre-seller.
Give them the opportunity to try out these triggers for overcoming objections.
Do an internal exercise simulating real situations with and without using the knowledge already documented in the playbook.
7 – Listen to old calls
Another way to speed up learning about the new SDR is by listening to calls from other pre-sellers.
You achieve this within each customer’s CRM opportunity.
Once you understand the process and also the objections, it is important to hear in practice how qualifying calls occur in the company.
It is essential to do this before leaving calling.
Separate different customer types. Those that closed quickly, those that had many objections, different segments, by size of sale, etc.
It is important that he is aware of any scenario that lies ahead.
Prepare it for all sorts of situations – even the ones that are rarer to occur.
8 – Organizational capacity
Organization is fundamental in the pre-sales process. CRM does help with this, but it takes discipline to complete it.
This means that there is no point in the pre-salesman fulfilling the necessary tasks if he leaves the CRM incomplete.
It’s something that will be reflected in the salesperson’s work: he won’t have all the necessary information about the customer to use to his advantage when negotiating.
Therefore, organization and discipline to fill in all necessary fields within each opportunity and also to meet follow-up deadlines and know how to deal with no-show sales.
And, of course: proactivity. Letting a lead cool down is wasting good opportunities.
By doing this, you will have a pre-salesman who is aware of the process, of its activities and knowing how to use the technology in favor of the company.
So, how can we help you?
Enjoy and read two articles that will help you to have better pre-sellers in the company.
The first talks about the importance of applying rapport when qualifying opportunities.
The second addresses the need for automation of sales processes in organizations.