Bringing the sales operation back into the organisation to align the sales process with the buying cycle
Previously, Revolt had outsourced lead generation for fixed monthly fee to an agency. The agency used LinkedIn Sales Navigator to find potential leads and tried to make appointments with them on behalf of Revolt’s founders. The process was a black box - they would only see bookings end up in their agenda. While this can work perfectly for more mature companies with validated products, it was misaligned with Revolt’s stage of development and subsequent goals in a number of ways:
- No learning - they would not see rejections and their comments. This way they could not get a better understanding of why people did not want the offering
- Timing - most of the time it’s a matter of timing. Be in the inbox when they are considering car charging. The agency did not have a system of following up leads that wanted to come back in contact in 6 to 9 months, while the game in this market is to get in contact, nurture them and stay on top-of-mind when they are ready to buy.
- No accountability in the CRM - conversions to a meeting is a vanity metrics. What you really want is accountability and feedback loops on the level of signed contracts.
- High fees - as a start-up you do not want to burn to much cash.
This is what we did:
- co-developing the new sales operation system with the internal team
- spending ample time on demo’s, instruction and video’s. We’ve weaved these demo video in the operational processes as much as possible
- Adding tactics to make sure that Revolt is top-of-mind when they are ready to buy
The result is a sales operation system that aligns with Revolt’s product offering and market dynamics, e.g. a sales system that can handle longer lead times.
Templates and automations are needed to scale
Before we started working, too many tasks in the sales operation were done manually. In example: when they would cold call people, sales executives would send them a follow-up email without using a template. They had to manually check which emails were answered, and send reminder emails without - again -using a template. Without the efficiency gains produced by templates and automations it’s impossible to scale your company faster than your headcount.
This is what we did (among others):
- Creating email templates out of the 10 most sent emails
- Create proposal template in Pandadoc
- Setup simple and short email sequences that sales executives can using to automate short parts of their sales process
- Using Google Sheets to create the right variation of an email, and fill the email with variables. Sales executives would only need to copy paste.
- Created a workflow in Zapier to push new leads in Snovio to our prospecting database in Airtable without any export and imports.
The result is an optimized internal process, that allows for the level of throughput (prospects in this case) needed to scale your organisation.
Combining junior and systems can produce miracles
Juniors work hard, are eager to learn new ways of working and do not cost as much as mediors. What they lack is experience and best practices. Working with systems helps them to do the right things at a pace that really helps your organisation forward.
This is what we did:
- Building a library of SOPs (Standard Operating Procedures) that juniors can execute
- Create clear procedures, e.g. we created certain views in Airtable which had only 1 goal. Empty all records by following 5 steps that were made clear in the view description
- Balance between fool-proof and foolish. Some procedures are foolish and make work boring. Leave room for initiative, between the border that we dictate.
The result is upgraded juniors that produce senior output (and even making less mistakes than seniors that do not use procedures.
Be there when your customer is ready to buy
Selling charging stations is really a matter of timing. Many prospective buyers are interested, but do not want to buy a that exact time. Before we started, prospective buyers that did not wanted to buy right know would end up in a bucket in Pipedrive. Once every while, sales executives would go to that bucket and call or email a batch of them. This is suboptimal in two ways: 1) timing of outreach is still random leading to lower conversion rates. Sometimes you’re early, sometimes you’re late. 2) batching your efforts leads to peaks and through in incoming request. This is highly unwelcome when setting up a smooth operational process.
This is what we did:
- Setup a Winback Flow in Lemlist - sending an automated text email sequence on a date that is determine by the sales executive in the sales call (’please call me back in the beginning of next year’ translates to e.g. January 9th)
- Setup a Nurture Flow in Pipedrive - sending 5 HTML emails to make sure Revolt in on top-of-mind with prospective buyers. Also, it helps to communicate on Revolt’s USP, product options etc so that follow-up sales conversations convert more easily
The result is increased conversion rates, as they’re now booking meetings from opportunities they would have never followed-up on time in the past.
Read more examples of how we helped companies with operations and automations.