The sales technology stack follows the strategy for how an organization goes to market. It is the collection of software tools that help sales teams develop, enable, implement, and manage sales programs that resonate with prospects and customers. A tech stack is built like a house, according to a plan, with every component designed to serve a specific purpose. The tools should interact with each other in ways that create maximum efficiency.
Sales development leaders spend their time developing their prospecting strategies and touch patterns, managing and coaching their teams of sales development representatives (SDRs), and measuring the team’s success at scheduling meetings so they don’t have time to do the work required to keep up with all of the latest sales development technology trends. Technology constantly undergoes rapid changes and that’s why TOPO analysts gather data, talk to companies, and watch the sales development technology landscape to discover the latest market trends.
The sales development technology stack supports how an organization prospects, regardless of the go-to-market (GTM) strategy used. It is the collection of software tools that help sales development leaders develop programs and processes for the sales development representatives (SDRs) who—in turn—plan, execute, track, and optimize their interactions with prospects and customers.
Marketers spend their time developing their marketing strategies, executing their orchestrated programs, and measuring their account based success, so they don’t have time to do the work required to keep up with all of the latest marketing technology trends. Marketing technology constantly undergoes rapid changes and that’s why TOPO analysts gather data, talk to companies, and watch the entire marketing landscape to discover the latest market trends.
The marketing technology stack supports every marketer’s strategy for how their organization goes to market. It is the collection of software tools that help marketers develop, enable, implement, and manage marketing programs that resonate with prospects and customers. Organizations often purchase technology as they need it, however, a tech stack should be built according to a plan with every component designed to serve a specific purpose. The tools interact with each other in ways that provide maximum efficiency.
Analyses of sales effectiveness are usually based on the views of sales leaders. While those opinions are clearly important, it is equally important to hear about the day-to-day realities of sales directly from the reps in the trenches. That is why the TOPO Sales Sentiment Index (SSI) is based on feedback from sales reps themselves.
Most sales reps know that discovery is an important part of an effective sales engagement. But too many reps use the discovery process (often limited to just a single meeting) as a way to promote the features and benefits of their solution, rather than exploring the challenges faced by the prospective buyer and determining thoughtfully how the solution can best answer those challenges. This tendency undermines reps’ ability to build rapport with clients and act as insightful, credible resources for them—which means fewer closed deals.
We’re excited to see you at The TOPO Open House in SF Nov 20-21st at The Cavalier from 8:30-4pm each day. Whether you’re attending Dreamforce or not, we’d love to have you stop by and check out presentations from our Analyst team and several leader panels taking place over the two days. Stay the whole time or just pop-in, either way come join us for a great time!
What’s Scarier than Zombies? You missing these TOPO Sessions at the upcoming TOPO Open House!
Lots of scary good content at and around Dreamforce this year for marketing and sales leaders who are shaping their 2020 strategic priorities. TOPO Open House is a quick walk from Moscone, and a cross walk away from Ops Stars. Even walking zombies will be able to find us!
If you want to join the ranks of the highest of high-growth companies, do not leave alignment to chance. It’s a fool’s errand to expect a 22-year-old sales development rep (SDR) fresh out of university to develop a consistent, scalable, repeatable prioritization, execution, and qualification process. Be prescriptive in your expectations and methodical in the tools you arm your teams with. I use the sales development team as an example because they bridge the gap between marketing and sales, and are a pivotal piece to the pipeline puzzle.