In the past couple of years, many companies have come to the realization that the only way to achieve sustainable, profitable growth is to aggressively pursue larger deals.
Deal sizes climbed 5.5% across industries in 2015 compared with the previous year, and the high-tech sector experienced an even sharper increase with deal sizes ballooning 9.7%, according to the InsideSales.com Business Growth Index research report published in March 2016.
The problem with moving upmarket is that it often inflates your sales costs. The traditional field sales model involves territory reps, product overlays and solution consultants, all of which increase conflict and expenses. Turf wars erupt and employee attrition skyrockets as reps fight over deals and commissions.
Most sales organizations can only afford to deploy expensive field sales teams for very large contracts ($800,000+), leaving the lower end of the lucrative enterprise segment underserved. The industry’s prevailing logic is that you can’t use hyper-efficient inside sales teams to attack enterprise accounts (1,000+ employees) because deals of this size require the high-impact, face-to-face interactions only seasoned field sales reps can provide.
However, a new, innovative approach has emerged that allows inside sales teams to close larger deals while controlling costs and maximizing sales efficiency. Dan Freund, senior vice president of commercial sales at InsideSales, has seen incredible success with this creative crossover sales model.
Crossover sales organization
The new crossover sales organization combines the best of both traditional sales models — inside and field — by using small regional teams who do most of their work remotely while maintaining the ability to visit customers when appropriate.
You can create a crossover sales organization by splitting your existing inside sales teams into regions with four to five inside reps on each regional team. Often, it’s effective to promote seasoned field sales reps to serve as remote managers over each region.
Hire an office operations manager to help manage the day-to-day activities, freeing up your remote managers to devote 50% of their time to face-to-face meetings with customers and the other 50% to managing their teams and building partner relationships. Compensation and quotas remain the same.
Another option is to keep your regional managers inside at headquarters and deploy a roving account executive, who travels to face-to-face appointments as required.
Key benefits of the crossover sales model:
- Creates new, profitable segment for inside sales
- Reduces travel time and expenses
- Eliminates the need for overlay reps by establishing product expertise in inside sales teams
- Increases deal sizes by targeting the neglected lower end of enterprise sales that outside and field teams can’t cost-justify
If you are looking to move upmarket without overspending, you might want to consider implementing this new model. By building a crossover sales organization, you can land larger deals at considerably less cost.