Lenati's Dailah Lester shares sales tips, strategies and leadership insights that drive results.
I've been conducting a series of interviews with sales leaders from some of the world's largest and most influential sales organizations.
This interview with Dailah Lester, Sales Performance Practice Director at Lenati, is the third in the series, offering sales tips and strategies from Lester about the processes and strategies Lenati uses to get results, goals for the remainder of 2016, and insights into the company's processes for sales content and how sales assets fit into the picture for Lenati, both today and in the future.
If you missed it, you can read my first interview in the series with Autodesk's Steve Blum here.
Read on to learn more about how Dailah Lester and other leaders at Lenati help their sales teams achieve continuous growth and success.
Related Article: To the Rescue: Strategic Imperatives to Reinvent Sales Leadership
1. What Are the Biggest Strengths of Your Sales Team or Sales Process (What Processes or Strategies Set Your Company Apart)?
At Lenati, we focused on aligning our sales process to our customer's buying process. We built a process that is relevant to each customer segment and aligned our content strategy to ensure sellers have the right content, tools, and resources at each stage of the buyers' journey. This has resulted in improved customer experience as well as seller efficiency at closing deals and driving revenue.
2. What's Your Top Goal for 2016 in Improving Your Company's Sales Processes and Outcomes? What Improvements Do You Anticipate That Will Enable You to Achieve These Goals?
This year Lenati has shifted our sales process approach towards enabling sellers to be more efficient and impactful than ever before. We focused on aligning sales experiences with the customer experience moments of truth. This has allowed sales reps to be more prepared and to have effective conversations with the ever more informed and demanding buyers.
To make this happen, marketing and sales had to work together to create a unified approach to bridging the gap between customers. We also knew that it would be essential to implement a sales enablement tool to provide us the elevated sales performance improvements that we needed to achieve our goals. After conducting our due diligence, we identified Highspot as the tool that would enable us to improve our sales effectiveness and increase productivity.
3. Do Your Marketing and Sales Teams Interact Daily, Weekly, Monthly, or Less Frequently? if You Had to Name One Key Focal Area in Which Greater Marketing-Sales Collaboration Would Benefit Your Bottom-Line Results, What Would It Be?
Our sales and marketing teams interact daily. We have aligned accountability for lead targets and revenue between sales and marketing, building a stronger connection between our marketing and sales organizations. Marketing supports the entire buyer journey, not just the top of the funnel. Content is then guided by reviewing performance data such as internal usage, prospect engagement and influenced revenue.
4. Who Is Responsible for Producing Sales Content Within Your Organization (Sales, Marketing, Dedicated Content Team) and Why Is It Structured That Way?
As a small business, we rely on a team from both sales and marketing to contribute relevant content. Our team has a variety of experience across industries, marketing, sales platforms and functions. Relying on input from everyone allows us to ensure that we provide relevant, contextual content for all of our buyers.
5. Is the Importance of Content in Sales and Marketing Increasing, Decreasing, or Remaining Relatively Stagnant Within Your Company, and Why Do You Think This Is the Case?
Never before has content been so important. Buyers no longer respond to one size fits all content and approach. The need to optimize content investments with a focus on creating content that gets in front of customers and effectively drives revenue is key to our future success. At every interaction, content and sales pitches are measured and analyzed to understand their impact, which allows for continued optimization and effective results.
More About Dailah Lester
Dailah Lester is the Sales Performance Practice Director at Lenati. She has more than 20 years experience, delivering proven sales growth and enablement expertise in numerous sales leadership and consulting roles, helping companies increase revenue and market share by building high-performance sales teams.
Dailah has led sales strategy projects for Microsoft, Concur, Johnson Controls, Avalara and numerous startups developing sales processes and implementing solutions that have enabled increased sales efficiencies and improved sales results. Prior to joining Lenati, Dailah was instrumental in developing sales organizations with a number of startup firms, including Pivotal Software, Allied Telesis, and Entellium growing revenues from $1M to $75M and contributing to a successful IPO.