A Checklist for Inside Sales Managers

An inside sales manager, either experienced or new, needs to adhere to a standard process as it relates to scaling an inside sales organization.

Focusing on the rhythm as it relates to managing the processes, people, metrics and reporting in an inside sales organization is key to success.  Below are individual items aimed at providing a checklist of activities that should be completed in order to ensure a properly run sales organization.

Opportunity Management

The first essential step in the opportunity management process is a forecast review with individual sales people.  This review should occur consistently on a weekly basis and will cover 90-day close opportunities.  Each salesperson needs to be prepared to discuss, in detail, their best-case scenario as well as those commitments on orders already received.  This review will help determine short-term sales forecasts.

The next step in opportunity management is a bi-monthly pipeline review.  Again, this is an individual review but on opportunities in the pipeline further out than 90 days.  Discussion on these prospects should entail viability of closes and providing assistance with developing the sales pipeline.

Campaign Management

Campaign management is a three step process involving the entire team.  It initially begins with a kickoff meeting during which the team is filled in on the details of the campaign including success metrics, any incentives involved, and the overall goal of the campaign.  Follow up meetings occur on a daily base to review success metrics and apply them holistically.  The campaign process is finalized with a weekly capacity planning meeting.

People Management

Management for the inside sales manager of individual personnel requires a thorough feedback process.  This is where reprimand or praise is applied when necessary and the opportunity to redirect salespeople is available.  The manager needs to check in with personnel to review the daily plan, provide prior day review of sales and prospecting activities, and offer feedback via solutions to potential impediments.

Product Training

Product training occurs on a weekly basis with the end goal of positioning salespeople to be not only more knowledgeable but also more confident.  Examples of product training techniques include:

• Individual training on cases/scenarios of the product.
• Product focused pitch training.  This should focus on the individual product  and the facets required to pitch it successfully.
• Detailed explanation of the product features and benefits.
• Training on competitive advantages and position in the marketplace.  Specific information should be provided including competitors and their products as well as historical references.
• Discussion of user reviews with specific examples as well as a global point of view.

Sales Training

Sales training is a weekly event designed to fine tune skills and techniques.  Numerous options are available for sales training and it should be designed with the team’s needs in mind.  Some options available are:

• Brainstorming sessions where success stories are shared amongst the team.
• Sales focused pitch training designed to enhance the mechanics of the sales pitch.
• Objection handling with specific examples of responses, counters, and retorts.
• Buyer persona reviews.
• Role playing calls to smooth out individual techniques and share experiences within the team.
• Sales process training.
• Automation training.

Metrics Review and Feedback

Metrics need to be reviewed on a weekly basis with the team.  During this process the manager will review weekly progress on leading indicators for the team, individuals, as well as the general sales process.

In order to provide feedback and instruction call monitoring should be planned on a bi-weekly basis at minimum.  During this time the manager should listen in on individual team member’s calls as well as have them listen in on calls of their own.

Reporting

An executive review of team metrics must occur every week.  During this time the manager must be prepared to report and discuss all necessary metrics with executive management and provide any necessary supporting information on the team, process, product, and marketplace.