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    Sales Ops Foundations: The Sales Operations Manager's Toolkit for Success
    Sales Ops Foundations: The Sales Operations Manager's Toolkit for Success
    Sales Ops Foundations: The Sales Operations Manager's Toolkit for Success
    Ebook92 pages1 hour

    Sales Ops Foundations: The Sales Operations Manager's Toolkit for Success

    By Jeff Nguyen

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    Read preview

    About this ebook

    The Sales Operations Manager's Toolkit for Success is your all-in-one guide to transforming your sales team into a high performing machine.

     

    The book will introduce you to concepts, tools and techniques critical to delivering a successful sales enablement program that helps drive performance with clear explanations and step-by-step strategies.

     

    This guide covers all aspects of Sales Operations, including:

    • creating an organizational strategy
    • planning the sales processes that drive success
    • aligning territories and compensation with those processes
    • improving customer acquisition through successful RFPs
    • sales enablemment strategies
    • using analytics for decision making
    • and more

     

    This is a must-have for any Sales Operations professional who wants to get ahead and create a sustainable, scalable process that drives revenue growth.

     

    Get ahead in your Sales Ops career today!

    LanguageEnglish
    PublisherJeff Nguyen
    Release dateFeb 12, 2024
    ISBN9798223402466
    Sales Ops Foundations: The Sales Operations Manager's Toolkit for Success

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      Book preview

      Sales Ops Foundations - Jeff Nguyen

      Sales Ops Foundations

      The Sales Operations Manager's Toolkit for Success

      Jeff Nguyen

      Copyright © 2022 by Jeff Nguyen

      This document contains opinions and ideas of the authors. It is sold for the purpose of providing helpful and reliable information; the publisher, authors, and all other parties involved in the making of this document are not required to render any qualified services or advice.

      The information provided herein is strictly for educational and entertainment purposes; any liability, in terms of inattention or otherwise, by any usage or abuse of any policies, processes, or directions contained within, is the solitary and utter responsibility of the reader.

      The content and information contained in this book has been compiled from sources deemed reliable, and it is accurate to the best of the Author's knowledge, information and belief. However, the Author cannot guarantee its accuracy and validity and cannot be held liable for any errors and/or omissions. Further, changes are periodically made to this book as and when needed. Where appropriate and/or necessary, you must consult a professional (including but not limited to your doctor, attorney, financial advisor or such other professional advisor) before using any of the suggested remedies, techniques, or information in this book.

      Under no circumstances will any legal responsibility or blame be held against the publisher, author, or any other parties involved in the making of this document for any reparation, damages, or monetary loss due to the information herein, either directly or indirectly. This disclaimer applies to any loss, damages or injury caused by the use and application, whether directly or indirectly, of any advice or information presented, whether for breach of contract, tort, negligence, personal injury, criminal intent, or under any other cause of action.

      You agree to accept all risks of using the information presented inside this book.

      Permission is not granted to reproduce, duplicate, or transmit any part of this document in electronic or printed format. Recording of this publication is also prohibited and storage of this document is not allowed without the written permission from the publisher.

      All rights are reserved.

      Contents

      1.Introduction to the Sales Operations Function

      2.Strategy and Planning

      3.Methodology & Process

      4.Territory Alignment

      5.Compensation Planning

      6.Deal Management

      7.Renewals

      8.RFP Response Management

      9.Order Management

      10.Training and Enablement

      11.Sales Technology Stack

      12.Analytics - Data

      13.Analytics – Key Metrics and KPIs

      Chapter one

      Introduction to the Sales Operations Function

      Sales operations are a set of business activities and procedures that support business strategy and objectives while assisting a sales organization in operating successfully and efficiently.

      Since the early 2000s, an increasing number of businesses have created departments within their organizations dedicated to sales operations in order to set up sales procedures, track sales KPIs, and adopt the use of sales tools.

      The role of a Sales Operations Manager is to oversee the implementation of these processes and procedures across different departments. Sales Ops Managers also ensure that the company is tracking key metrics related to its sales activities.

      Sales Ops Managers need strong analytical skills as well as excellent communication skills because they will be working with many different teams within an organization on a regular basis. They must also be able to multitask effectively because they will often be juggling multiple projects at once.

      A recent study by the Harvard Business Review found that salespeople who spend less time on non-sales tasks and more time selling are more effective.

      The study found that the concentration on sales operations and the achievement of sales targets are directly related. This is because when salespeople get bogged down in non-sales tasks, they lose focus and become less productive.

      So how can we reduce the amount of time salespeople spend on non-sales chores? It comes down to 2 things:

      Provide tools that help salespeople stay on track with their daily activities.

      Sales reps are busy people. They have a lot of goals to achieve on a daily basis, and if they're not staying organized, they can easily get off track.

      It's important that your sales team has access to the tools they need to succeed in their daily activities, so make sure you're providing them with what they need. For example, if your company uses software to manage leads, give your reps access to it so they can log their progress throughout the day and stay updated with any important information about their leads. This way, they'll always know how well they're doing in meeting their goals.

      2. Make sure you have a system or process in place.

      You don't want your sales team spending their time trying to remember what they were supposed to do next. If you don’t have a system in place, they can get easily confused and waste hours trying to figure out where they left off.

      When your sales reps are in the field, they need to be able to keep track of what they’re doing. They may be calling on new potential clients, so it’s critical that they remember how many calls they’ve made this week so far and who they called last. If they don’t know what they did last week, then it might be hard for them to put together a report at the end of the week.

      Sales Operations is a relatively new term, but the concept has been around for years. Sales managers have long relied on their support and sales operations teams to assist in generating revenue. The recent increase of reliance on sales operations teams is due to the increasing complexity of lead generation, nurturing, and closing. Marketing executives now rely on these same teams to ensure that leads are being transferred correctly and efficiently to sales representatives, and they can rely on Sales Ops to assist in the success of their campaigns. The need for this assistance is even extending beyond the corporate boardroom, as CEOs are looking to these teams to generate revenue now more than ever before. There isn't a department within a business that doesn't rely on Sales Ops in some way, shape or form.

      The biggest reason why sales operations is gaining so much traction is because it's one of few job roles in an organization that can be continually measured against specific KPIs (key performance indicators).

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