What’s Your Next Big Sales Opportunity?

It Depends on Who You Ask

When sales executives scan the horizon for the next big opportunity, their end-goal is the same: drive revenue.

But when you think about the biggest opportunities to get there, the path forward splits.

Values Determine Opportunities

A recent Infinity survey found that sales executives’ opinions about important opportunities depend on whether they see Growing Market Share or Meeting Sales Quotas as more important.

What's Your Next Big Sales Opportunity

Sales Quotas and Talent

Executives who saw achieving sales quotas as important were two-times more likely to see talent and culture as the areas of opportunity for improvement.

Market Share and Strategy

Those who thought market share was more important saw developing go-to-market strategy and integrating analytics as key opportunities for improvement.

What They Have in Common

Whiles executives were divided on whether talent/culture or strategy/analytics were the most important, they did agree on some things.

Sales Execution

Our respondents were equally likely to think sales execution is an opportunity — to a point.

They voted sales execution concerns, like implementing leading key performance indications and training, as more important than the other group’s hot-button concerns, but less important than their own.

Seeing More Than Opportunity

All of the respondents chose more than one opportunity. Meaning they expect that their ‘biggest opportunity” is addressing multiple issues and areas. No one improvement will achieve goal.

Developing a Priority Roadmap

Whenever you see multiple opportunities in front of you, the next questions is: How can I prioritize and sequence strategies to lead take advantage of these opportunities and ensure I meet my goals?

Infinity Can Help

Contact us to complete a Buyerlytics® SnapShot. In one 20-minute phone call, we can help you to investigate and prioritize high-level opportunities to drive growth.

Buyerlytics Snapshot


Sales Executive Look for Love in 2017

Survey Finds that Increasing Market Share is More Important than Achieving Sales Quotas

As we get into 2017, sales executives have their eyes on the competitive landscape.

In Infinity’s recent survey, the majority of sales executives surveyed say that increasing market share is more important than achieving sales quotas in 2017.

It’s a surprising result, considering that the most heard phrase in boardrooms is: “We need more sales.”

Sales Executives Look for Love in 2017


What’s the Difference between Sales Quotas and Market Share?

Sales quotas are those goals that sales units need to hit to meet company goals. Achieving sales quota means successfully executing on sales campaigns (like acquisition, loyalty, upsell, and bundling).

On the other hand, market share is the percentage of total business that a particular company earns. The idea being that there’s only so much money that will be spent on any particular service, so market share is a company’s portion of that total spend. Market share reflects how much a customer prefers one brand to another. It’s that brand loyalty — and love — that businesses are looking for in 2017.

What’s Behind This Interest in Market Share?

There are several reasons why sales execs might be more interested in market share.

1. Strategic Mindset

One reason sales executives are placing more important on market share could be timing — sales executives are thinking big picture as they go into the new year.

At the time this survey was distributed, most companies were likely planning for 2017, and that could put people in a strategic mindset. And while achieving sales quota is an operational goal that focuses on sales functions, market share is strategic, involving company-wide integration and considering the entire industry landscape.

2. An Improving Economy

Choosing market share over sales quotas also could point to increased confidence in the economy. Companies may feel more confident in their ability to achieve targets and aim for something more difficult to attain—like market share. According to Gallup polls, US Economic Confidence increased 68% over the last four years from August 2011 to August 2016, just before our survey started.

3. Meeting Sales Quota Leads to Market Share

Of course, gaining market share and achieving sales quotas are not mutually exclusive. If a company exceeds sales quotas, they will likely also increase in market share. So to some extent, those surveyed who chose market share covered both bases.

Increasing Market Share Requires More than Sales Execution

Although market share and sales quotas are related, there is more to gaining market share than just sales execution. It involves integrating all of the components of go-to-market strategy that lead to superior sales, including staffing the right people, developing on-going training, supporting technological systems integration, and optimizing the sales process.

Bringing all of these elements together is a big challenge for all companies, but with so many sales execs already in a big-picture mindset, this is the time to do it.

Buyerlytics Snapshot

Infinity revolutionizes the art and science of sales. Learn more about how Infinity can help your company achieve a new 100% sales target and increase market share: https://infinitydelivers.com/


Turning Satisfaction to Loyalty to Up Customer Lifetime Value

Are Your Customers Loyal, or Just Satisfied?

Customers have a choice every day as to where they spend their money. Most people get into a routine; they like to visit the same grocery store, gas station, department stores. They purchase the same brand of ketchup or cereal. Most people are creatures of habit and like to feel comfortable. But just because a customer is satisfied with a product or business, does not necessarily mean that they are loyal. Many people think these phrases are interchangeable, but they are two very different things. So, it’s no wonder that many businesses mistake Customer Satisfaction for Customer Loyalty.

What is the difference between Customer Satisfaction and Customer Loyalty?

A perfectly satisfied customer could choose to purchase elsewhere simply based on convenience or price. Or have one bad experience and turn against you…permanently (and we know how people like to talk about their bad experiences). However, a loyal customer will come back, even after a bad experience or unfriendly phone call. They will return because they are loyal to you, not just simply satisfied. They could probably be satisfied buying their gas from any gas station, but the trick is getting that customer to be loyal to your gas station. That is why Customer Loyalty is so much more important than just Customer Satisfaction. Loyalty has much more permanence than Satisfaction.

How do you build Customer Loyalty?

Customer Loyalty

1. Build Strong Relationships

People like to buy from people they like.

You need to make conversation and create a good rapport with the customer. In inside sales, it’s important to keep good notes on your prospects, and remember what was talked about previously. Use your CRM diligently, and refer back to it before every follow up. For retailers, it’s important to remember them the next time they come in and make a point to acknowledge them.

2. Make the Customer Feel Important

Don’t sound rushed when on the phone with the customer/prospect or at the check-out counter. The customer will notice, and will not remember the experience as a positive one – or a negative one – they simply won’t remember it at all, and at times that can almost be worse. You want the customer to walk away from each interaction feeling good, which in turn will lead them to have positive feelings when thinking about your business or product. Use the customer’s name, smile, and make eye contact. Go above and beyond to answer any questions!

Customer Loyalty

3. Follow Up

Follow up is critical in gaining Customer Loyalty.

If a customer feels like their business is important to you, then you will be more important to them. In the inside sales world this means having good retention or customer support teams in place. Create a follow up cadence to ensure that your customer is satisfied, and make sure they are fully utilizing the service you have provided.

4. Keep the Customer Satisfied

Listen to the customer’s feedback and implement changes for complaints that are heard often. They are not always a bad thing. They can be an opportunity to better your business and gain even more customers.

Final Thoughts…

As you can see, Customer Satisfaction is just a small piece of the puzzle when gaining loyalty.

To gain Customer Loyalty, you can’t just aim for ‘satisfaction’. You need to go above and beyond – every time for every experience. You need to constantly check in with the customers to get their feedback – and you need to do this before they find the competitor that has what you don’t. At Infinity, we build strong loyalty which is why we are able to get customers, and keep customers. Why is this important? Because a loyal customer is your best marketing tool… a loyal customer will share their experience with their peers. And their peers are your next customer.

Buyerlytics Snapshot

Increasing Inside Sales in the Auto Sector—Without Upping Budget

Increasing Inside Sales Revenue - Without Increasing Budget

Increasing Inside Sales in the Auto Sector—Without Upping Budget

When a company in the automotive sector asked Infinity to challenge their current outsourced inside sales provider, we had a feeling we would out-perform the competition. Ten years later, Infinity still leads in acquisition sales for this company—and it all started as a Champion/Challenger test that required no budget increase!

Find out how by downloading our case study Increasing Inside Sales Revenue in the Automotive Sector—Without Increasing Budget.


Effective Feedback for Inside Sales People

Using Leading KPIs in Inside Sales to Improve Performance

As a leader, I take pride in giving my team the tools and development they need to reach their inside sales goals. I’ve found that individualized coaching based on leading key performance indicators (KPIs) has been the best way to diagnose sales performance and tailor the feedback I give to my account executives.

KPIs and Inside Sales Performance

Success in sales is a combination of will, skill, and effort. If all of these things align, you position yourself to achieve consistent success. Once you have identified which of these is lacking you can give your account executive (AE) feedback that’s specific and tailored to their needs.

The trick is providing feedback in a way that allows them to become business owners, giving them access to the same information to self-diagnose to take action.

I visualize our goals, will, skill, and effort along a 2×2 grid. Along each side was a yes or no question. On one side: Did the AE meet sales goal? On the other side: Did the AE meet their effort goals (all of those leading KPIs that help us predict success, like contacts and talk time)?

Using AE-level reporting with Infinity’s Buyerlytics™ methodology, we answer those two questions and then see in which box the AE lands. That tells us what kind of coaching and feedback they need.

inside sales feedback performance tool

3 Coaching Conversations Based on KPIs

In general, there are three different types of feedback and conversations that could happen between sales management and AEs, and the type of feedback depend on where they fall on the grid.

Keep Up the Good Work (Yes Goal/Yes Effort Scenario)

If the AE falls into the Yes/Yes part of the grid, they’re meeting or exceeding sales targets and effort goals. This is the gold star—an AE who is doing what they need to do and succeeding! For these top performers, all the feedback they may need is “Keep up the good work!”

Dial It In (Yes/No Scenarios)

If it’s a yes/no situation, it could be a skill or will problem. In these cases, we’d coach the AE to dial it in. They either need to focus on skills to improve their conversion rates or activate their will to make the effort they need to be successful.

A Problem of Skill (Yes Effort/No Goal Scenario)

For example, if the AE is not making sales but meeting the effort goals, it’s a skill issue. Working with AEs we can identify many opportunity areas. Opportunities can be found in many different areas when coaching an AE, 3 Categories of Sales Coaching is a great place to start.

A Problem of Will (Yes Goal/No Effort Scenario)

If an AE is making sales but not meeting the effort goal, it’s an issue of will. They’re meeting goal because their conversion rates are better than average. With added effort, they could increase their sales and commission checks. Just pointing out the target metrics they need to focus on and checking back to celebrate the increases can help pave the path.

Recommit to Yourself (No Goal/No Effort Scenario)

If the AE is meeting neither sales nor effort goals, then it’s time for an honest conversation. What is going on? It could be an issue with will or effort. It could be the AE needs help identifying how to get started in improving their performance. In this case, we ask AEs to recommit to themselves and work with them to lay a plan to turn around their progress.  These coaching sessions can be planned using the resources found here 10 Vital Steps to a Successful Coaching Session.

Individualized Coaching for Individual Situations

The bottom line is that all AEs are different, and there’s no single solution for everyone. What this coaching grid does for us is identify how to give the right advice and resources to the right individual at the right time.


Company Wellness Plans and Competition

With the requirements of the Affordable Care Act (ACA), and many small businesses having to purchase group insurance for the first time, many companies are now employing company wellness plans. Under the ACA, employers are allowed to “increase cost sharing for health coverage by 30% for employees with health risks and 50% for smokers, if they offer a wellness program.”

There are two main types of programs – but which one saves the most money? Furthermore, how can companies increase employee participation in these wellness plans?

How do the company and employees participate in a way that is cost-effective and mutually beneficial?

Company Wellness Plans and Competition 1

Wellness Plans

There are two main types of wellness plans: lifestyle and disease/condition management.

Lifestyle Plans

The lifestyle plan is the most common. These programs are usually structured around physical well-being, involvement in the community, and challenges with incentives: weight loss, for example.

The idea behind these types of programs is to gradually change the company environment by encouraging healthier lifestyles for employees. In the long run, the goal is for the company to save money due to people not calling in sick or developing major health problems due to unhealthy living.

Disease/Condition Management Plans

Disease and condition management plans directly tie into the group insurance program. This concept is based on staying healthy and managing existing conditions like diabetes or heart disease. A team of nurses conducts yearly physicals and reminds people when it may be time to see their physicians.

The incentive is a much lower insurance rate and is based on the “score” of the physical. Those who qualify as “well” receive significantly lower rates than those who don’t, and choose not to get better.

Which Plan is Best?

Disease and condition management plans will save companies the most money in the short-run. The lifestyle plans tend to lead to better outcomes over the long run. Then which one is the best?

Well, combining the two seems to be the right way to go.

Studies have found that comprehensive wellness programs that employ both lifestyle change and disease management lead to higher participation and positive outcomes. This is due in part to the types of incentives and penalties encompassed in a comprehensive plan. It also is due in part to the Herd Mentality. Disease management programs are great for saving money, however, when coupled with a lifestyle plan, it can save a company culture.

Company Wellness Plans and Competition 2

Drive Participation By Making a Healthy Competition

People are competitive. This is no clearer then when on a sales floor. Sales people compete with each other, other teams, and themselves. Incentives based on “wellness points” can greatly increase participation in the comprehensive program. When focusing on all types of wellness, the company can design a program with challenges and contests to get employee buy-in.

Employees who are actively challenging themselves and earning points start to see benefits like: water bottles, salad shakers, bags, 1 hour of PTO, lunch, all the way up to tickets to a sporting event or a drawing for a prize at the end of the year.

What they get will not go unnoticed by their colleagues. The “I want what they’ve got” mentality will light a fire.

When employees are receiving a huge break on their insurance premiums and striving to meet the challenges set before them in a well-rounded wellness program, the sky is the limit on what they can accomplish and morale can greatly increase.

When employees believe their company actively cares about their health and well-being, they start to care more as well. When they see their leadership, managers, and colleagues all reaping the same consistent rewards, a sense of belonging won’t be far behind.

Business Intelligence (BI): A 10-Part Breakdown | Infinity

Search Google for “What is Business Intelligence (BI)?” and you will receive so many responses that it can make your head swim. The very first definition reads:

“Business intelligence, or BI, is an umbrella term that refers to a variety of software applications used to analyze an organization’s raw data.  BI as a discipline is made up of several related activities, including data mining, online analytical processing, querying and reporting”.

Another definition that I have seen (and the definition that I prefer) is:

“Business Intelligence (BI), in its most basic sense, is delivering meaningful, accurate, and timely information drawn from diverse sources to support an informed decision making process. Recent business trends indicate it must be flexible, fast and collaborative at all levels in a business.”


Business Intelligence (BI)

Let’s break this down and examine each piece in a little more detail.


Business Intelligence MeaningfulMeaningful – A BI solution must deliver information that is useful to the person consuming it. If the information is not relevant, then it is useless.


Business Intelligence - AccurateAccurate – A BI solution must deliver content that is accurate based on the inputs. Consumers of the information must have confidence in the information, otherwise it will not be used.


Business Intelligence - TimelyTimely – The information provided by the BI solution must be delivered in a timeframe that is relevant to any process decisions that it supports. If the decision process is daily, then having the data updated weekly does not support the consumer’s requirements.


Business Intelligence - InformationInformation – The word “data” is missing from the definition on purpose. BI solutions are meant to add meaning to data to create information. Data alone is not a BI solution.


Business Intelligence - Diverse-SorucesDiverse Sources – BI solutions are often (but not always) required to pull data from various places within the business, as well as outside of the business. These sources can come in many formats, such as spreadsheets, text files, other database systems, web services, etc.


Business Intelligence - InformedInformed Decision Making Process – This is probably the most important part of the definition, as it is the reason the BI solution exists – to provide information to support a business decision.


Busines Intelligence - FlexibleFlexible – Business decisions rarely follow a set, linear path. There are many “what-ifs” involved, and the solution needs to be flexible enough to make these transitions as simple as possible.


Business Intelligence - FastFast – This is a given, and is directly related to Timeliness. No one wants to wait for extended periods of time to get the information they require. If you have time to make a sandwich while you wait, then you’re waiting too long.


Business Intelligence - CollaborationCollaborative – Business decisions are rarely made in a vacuum. Decisions made in a silo often leave untapped value behind. End consumers should be able to share findings and make better decisions together.


Business Intelligence - All-LevelsAll Levels in a Business – Nowadays, decisions are made at all levels within a business, with the decision process relevant to any number of job roles. BI solutions need to ensure that Meaningful, Accurate and Timely Information finds its way to the end consumers in the business, regardless of what level they are.


Final Thoughts…

This is the ultimate goal of BI…to provide quality data, gain insight into the information and facilitate better decision making, and align decisions with business goals at all levels of the business.

8 Revolutionary Factors to Boost Inside Sales and ROI

Top 5 Tips to Maximizing Your Top Down Selling | Infinity

Making more money for your business is always a high priority.  More money means your business is growing. It allows you to hire more people, pay higher wages, offer better benefits and of course, increase profit margins.  The challenge is finding new ways to increase revenue as well as your return on investment.

In today’s world many successful businesses are implementing a strategic sales approach known as “Top Down.”

Top Down Selling

The Top 5 Tips to Maximizing Your Top Down Selling

To put this simplistically, in a top down world, a sales person begins at the highest price available and works down until they and the client are able to come to an agreed upon price for the goods or services offered.

Consumers see this approach in several different industries, most notably when purchasing a vehicle from an auto dealer. Auto dealers purchase vehicles at a low price known as wholesale or trade in value. The automobile then goes through a reconditioning process and is put on the lot at a premium price in order to maximize profit. However, the real magic happens during the sales process.

When a buyer goes to the dealership the first thing the sales person does is conduct a needs analysis. The biggest challenge is getting a customer the vehicle they want. This is a critical step in top down selling.

A consumer will always pay more money to get what they want and need, rather than what the dealer wants to sell.

Next, the vehicle selection process begins. The sales person generally starts with the vehicle that has all the bells and whistles included, knowing it is the highest price point.  This sets the bar on the rest of the cars and prices the buyer will see.  A consumer is more likely to use this price in comparing every other offer placed in front of them.

If the dealer were to go in with the standard make and offer the lowest price available, the consumer will be less likely to want to spend more for added features.  Or even worse, they may want the price of the standard with all the extras included.

The final step is the negotiation process. The dealer starts with an elevated price. Typically there is some back and forth and the dealer has leverage based on what the customer said they wanted out of their vehicle. In the end the customer feels like they win because the dealer “discounted” the vehicle from the asking price. The Dealer also wins because they sold the vehicle above cost, usually for a healthy profit.

How can top down selling impact my sales team?

The same tactics can go a long way for a premier sales agency.  At Infinity this allows our Account Executives (AEs) to be more strategic throughout the sales process and increase their level of ownership.

When an AE starts at the highest available price they set themselves up to have the room to negotiate should the buyer feel the price is too high.  If the client does not object there is obviously now a higher profit margin than if the lowest available price was offered initially.

Having a floor price (the bottom line) allows the AE to know which product will make them the most money. They can use different product and pricing options to negotiate the sale, ensuring they maximize profit. Since AE’s work on commission, this allows them to be responsible for their own income and helps breed an environment of ownership.

Top 5 Tips to Maximizing Your Top Down Selling

The 5 Tips to Maximizing Your Top Down Selling

There are five key tips to maximize the effectiveness of top down selling.

  1. Conduct a needs analysis. Customers pay more for want they want. This also allows the sales person to identify “hot buttons” to aid in the negotiation process.
  2. Always fully demo the product/service being offered. This is where value comes in to play. It’s not just about price. Buyers will pay more if they believe they are getting more value for their dollar.
  3. Provide the AE with floor pricing. This allows them to be flexible with pricing and negotiate on their terms, which encourages ownership of the deal.
  4. Go for “No.” Don’t be afraid for the customer to say no to a price. The goal is to get them to pay as much as possible. If they agree to the price right away there is a good chance that money was left on the table.
  5. Always get a commitment when dropping price. If the customer says they want to pay a certain amount use phrases like “If I can, will you?” This helps make the customer stick to the agreed upon price instead of trying to renegotiate after the fact.

In Conclusion…

When sales people have the ability to offer customers a higher price and negotiate down, businesses will see increased revenue, higher average order values, and will continually exceed monthly goals which will add extra coin to everyone’s pocket. All this while making customers feel as if they won by getting a better price.

Top down selling is a win for everyone involved.


5 Tips to 10X-ing Your Quality | Infinity

The Quality Assurance department is a staple in all Sales Agencies, with QA analysts as an integral part of the team.  Listening for compliance, client guidelines, as well as sales skills, the QA analyst’s job is to ensure that a small sample of calls taken from the sales agency are solid calls, and if not, coach accordingly.

QA analysts not only need to know product knowledge, but the sales skills needed for the calls they are listening to, as well as what guidelines are required from the client and industry.  In most cases, the client requires that forms be completed to show the progress of the program, team, and/or an account executive.

These forms will have an overall score made up by what the account executive did well and what the account executive needs to improve.  The account executive is provided with feedback on the call being evaluated and signs off on the form, and everyone moves on and so continues the cycle.

5 Tips to 10X-ing Your Quality

Top 5 Tips to 10X-ing Your Quality

But what if we can break the monotonous cycle?  What can we do to ensure that we are actually developing the best sales people we can?  How can we make an impact on our performance and ensure clients are satisfied?

1. Quality vs Quantity – Stop focusing on compliance

So many times we do a form just to do a form. We choose a call, listen, score, coach, and then move on.  We don’t really even hear the call, or focus on the development of the employee.  It’s a check off on our to-do list, a tally on the report, something to show the boss what we we’re working on.

This is also why you find yourself talking to the same person about the same thing the very next week.   We are so focused on making sure that we get X amount of forms done, however just completing the form to complete it doesn’t matter.

The interaction with the employee is what matters.

2. Different Types of Forms

In my previous experiences, there was one form for all programs. When I started working at Infinity, we moved to program specific forms and created a standard form for each program.  This made it easier to choose specific call basics and guidelines for each program.

Recently, as we started breaking up the calls and focusing on just one part, we started to create forms just focusing on a particular part of the call.  For example, focus only on the “product demonstration”. This allows us to focus on more specific areas of the call flow and coach the account executive accordingly.

The end result is a collaboration of working towards the goal of better quality together.

3. Follow up

This may not be considered 10X but it should be a standard in all sales agencies. Unfortunately more often than not, this step is overlooked. If follow up is done correctly it can have a major impact on the overall performance. Once the coaching is complete, how do we ensure that there is practical application and understanding?

Listening to a call immediately after the coaching session and then again later in the employee’s shift, not only ensures that the account executive is applying the feedback, but also sends the message to them that we expect the behavior to be changed.

Taking this one step farther and creating a form to implement follow up is a great way to incorporate this and ensure this step is not left out.

4. Coaching Forms on Management

Who says that forms can only be completed on account executives? How do we measure the feedback that is coming from the managers?  At Infinity, we use the 10 step coaching method (as previously shared by Ryan McDonald).  However, how can we ensure that everyone is delivering feedback in that manner?  And if they are, is it effective feedback?  By observing, coaching, and documenting, this process can help develop the Manager or Assistant Manager, and the account executive.

5. Self-Assessments

As managers, we listen to calls every day and provide feedback to employees. It becomes second nature; we know what to look for and what we want to hear in certain calls.  However, does the employee understand what we are looking for and why we want to hear that?

By doing a self-assessment, employees get a chance to calibrate with the Manager to get a better understanding of why we monitor and when to listen to different things based on certain performance.  This helps develop the employee even further.

In Conclusion

Listening to and developing employees is one of the most important (if not the most important) jobs in a Sales Agency.  If the employee has good quality and strives for excellence, the sales will follow.  As with all areas of a premier sales agency, change is inevitable.  However, with continuous focus on improvement and thinking outside the box to improve performance, we can ensure quality standards and increased sales.

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5 Steps to Optimizing Your Pilot Program | Infinity

In today’s marketplace every board room is looking for more sales and market share to drive increased revenue for their company through existing and new customers with their products and services.

The chances are high you are constantly tweaking your sales campaigns or even implementing wholesale “change strategies” whether they are driven by an inside sales team or by an outsourced sales partner. Whether you are launching a brand new product to the market, a newly designed product to add to your suite, or you’re just not getting what you want from your current sales outsourcer, how you approach the sales process and what methodology you use to create that process is paramount.

The days of telemarketing with a script, a purchased list and some lightly trained representative have long gone by the wayside. Sales strategies and tactics today, are based on a multitude of critical factors that are analyzed every step of the way to achieve success. Each factor is important, but integrating these pieces into a process and methodology that yields repeatable success is the key to developing a scalable and stable sales base no matter what the market, audience or product. This truly represents the art and science of sales and overall success with customer engagement.  Whether you develop this in-house or relying on a partnership with an outsource agency, it’s not easy, and the right skill set along with years of experience increases your odds of sustainable growth.

At Infinity, through years of experience and refinement, we’ve developed Buyerlytics™ our proprietary methodology that integrates all of the critical factors for sustainable success. Buyerlytics™, coupled with Infinity’s Pilot Methodology, not only achieves your sales goals, but exceeds them to produce superior results in your sales and or service campaigns. After all, isn’t that what you ultimately want to drive!

5 Steps to Optimizing Your Pilot Program

5 Steps to Optimizing Your Sales Pilot Program

While each solution is unique for your particular Pilot Program, our methodology for the design and implementation of all pilot programs involves 5 purposeful steps – that include:

  • Assessment
  • Design
  • Implementation
  • Evaluation
  • Scaling

Now let’s elaborate on each of these important steps and let’s get started on your Pilot Program:

1. Assessment

The first step is the assessment of your program needs is a complete review of your requirements.  This step is important because it creates goals that we can clearly understand and also aids in the development of your company’s opportunities.  A few common paths in the assessment phase include:

  • SWOT Analysis
  • Pre-analysis of Data Files
  • Segmentation Strategies
  • And Any Data Enhancements

2. Design

Next is the design phase which is naturally based on the assessment.  The actionable data is then taken from the assessment phase and is used to develop targeted campaigns based on your needs and the research findings.  This provides the groundwork to develop:

  • Technical Specifications
  • Workforce Selection
  • Training Curriculums
  • Quality Parameters
  • Campaign Development
  • A/B Segmenting
  • Offer Testing
  • And the ROI to Excel.

3. Implementation

Logically the next step is the actual implementation phase which includes the launch of your program.  The implementation step requires that all subject matter experts be on board and ready to roll-out the unique components of your specific sales campaign. Our experts come from areas such as:

  • Client Services
  • Data, Analytics and Technology
  • Talent Acquisition
  • Training & Development
  • Quality
  • Sales Agency

Additionally, it is critical to map out the implementation phase in a living document that can be shared, updated and used by all parties throughout the lifecycle of the pilot program.  This document will serve as the mutual outline for all processes and procedures related to the success of the program and should track open items, owners, and due dates. This is done to ensure all are staying within the implementation timetable.  This type of guided handbook goes a long way to ensure a flawless execution and a positive experience for all.  Now you are ready for launch!

Launch day is here and all the above is ready for that flawless execution.  During the launch and throughout the pilot program, there is a high level of continuous, consultative, and collaborative effort to get a jump on the performance criteria outlined in the assessment, define and implementation phases.  The pilot program performance it constantly monitored and benchmarked by agreed upon criteria.  It’s imperative that ongoing analytics are occurring throughout the pilot program and used to implement incremental changes; such as creating new and different offers, further segmentation, and to fully understand all the facets of what’s working and what’s not during the sale.

4. Evaluation

The evaluation of your pilot program should be shared with you continuously in a series of meetings that occur hourly, daily, weekly and monthly with scorecards, reporting, monitoring, roundtables, and discussions with an informal and formal review of the campaign.  Being in the loop constantly builds the long term relationship you should have with your sales Outsourcer. At Infinity, we’ve built strong ongoing partnerships with our clients over many years. Hopefully, if you are building this in an inside model you’ve dedicated enough resources to maintain daily control.

5. Scaling

Last is scaling your program, because let’s face it – the pilot program is just the beginning to this exciting, successful road.  The pilot program will help you achieve your targeted ROI and meet or exceed your targets. Ultimately, the goal is to create a revenue stream for the long haul.  The analysis that started in the initial phase that turns into actionable steps, can be used to drive even bigger results for the future.

Creating and maintaining successful sales and customer engagement programs that our optimized to produce the best results requires uncompromising dedication to all phases of the Buyerlytics process. A key question for any organization that is looking to build vs outsource needs to ask the critical question of “do I have these capabilities in-house?” If not, then looking for an organization like Infinity that has built its reputation on working with some of America’s most successful brands over the years should be in your mindset to consider.