Leveraging Data For Seamless Sales

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Leveraging Data For Seamless Sales

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In a digital age, we are told that the salesperson who controls the data controls the deal.

Unfortunately, too many salespeople don’t properly use the data they have access to, or they never use it to make their conversations relevant in the first place.

Instead of hoping your message lands, there is a way to take the data you have access to and use it to build a bridge that not only improves your chances of selling, but also your chances of serving.

To learn how we can leverage our data to provide better context and more relevant in every sales conversation, we sat down with James Roth, CRO of Zoominfo. He shared the strategy that his hundreds of salespeople use to leverage their platform to be more relevant to buyers, so that we can be in the right time, right place, with the right buyer, and leveraging the right message.

Because we’re trimming hope from our sales strategy, we’ll use the acronym TRIM to guide us through creating a system with a trigger, ensuring it’s repeatable, building in ways to improve it and of course, ensuring it’s measurable and getting us results.

T – Trigger: James said the trigger for this system is to start with pivotal events in the life of your prospect. This may be a move to another company, updates to their website, changes in funding, company layoffs, employee churn, or even the hiring of new executives. Any of these events can trigger a system that allows you to better leverage the data you have access to to be more relevant in your outreach.

R – Repeatable: to make the system repeatable, James says to first map the process for what you need to do once a trigger happens to a contact. Without having a plan, you will be sorting through a lot of data and have no way to take repeatable action.

Second, ask how you can automate some or all your actions. Because this system will be used at scale across all prospects who encounter a pivotal event, you will want to make sure that as much of your steps are automated as possible. This may mean the programming them into a CRM or task management system so that you do not have to execute every step manually.

Third, ask how you will ensure you don’t lose any of these opportunities. Because you will be dealing with dozens or even hundreds of accounts, you will want to make sure that you have failsafes that put these accounts back in front of you so there is always a next step on each account.

Fourth, map your messaging. Once you have a pivotal event, and a sequence to execute, you will want to make sure that the language you are using is relevant to the buyer, their job responsibilities, and their key performance indicators. This will ensure that you are showing up with the right message, at the right time, and communicating it to the right person.

I – Improvable: to improve the system, James recommends you examine your triggers and determine what needs to go where. This means looking at whether to direct your conversation towards a single person or 218.

You will also want to look at what your diminishing point of return is with outreach to ensure that you do not overcommit yourself to each opportunity.

James also recommends improving by testing your messaging and replicating what works across the rest of your team and the rest of your accounts.

Finally, improved by looking at the outreach you’ve conducted on accounts in the past weeks and ask what would be better handled with a manual touch to achieve a bigger impact. Sometimes a phone call will allow an account to progressing much faster than an email ever could.

M – Measurable: to make the system miserable, James says to measure both inbound and outbound activity. Because you are reaching out at the right time with relevant information, you should see much more engagement across all your accounts.

Additionally, measure the conversion of your outbound attempts to conversations. This will allow you to determine how relevant your outreach really is.

Finally, measure your good fit and bad fit accounts against their show rates. You will quickly be able to determine how to eliminate the folks who do show up for meetings but our bad fits for business and find the commonalities in the accounts that are great for your business and do show up for scheduled meetings.

Having great data is only half of the equation; we also must learn how to leverage it to better serve our prospects and customers!

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