THE CXO GUIDE

The Definitive
Guide to
Successful Sales
Methodologies
Executive Summary
While the worst of the COVID-19 pandemic may be behind us, businesses are still
dealing with uncertainty brought on by ongoing supply chain issues, rising inflation,
evolving regulatory environments, and political instability.

In such a scenario, sales professionals are finding the sales environment to be both
“more competitive and resource-constrained,” as described by Salesforce. Not
surprisingly, 69% of sales professionals surveyed by Salesforce say their job is harder
now.1

One of the most significant challenges in such an atmosphere is helping customers

resolve their uncertainty in order to help them complete complex purchase
decisions. This is because, as Gartner points out, most B2B purchases involve many
decision-makers and follow a complex, nonlinear path, making it a struggle for
customers to make buying decisions. B2B purchase decisions also require navigating
complex institutional changes, which may include overcoming operational barriers
and pivoting around critical market considerations. Such uncertainty can lead to as
much as a 30% decline in customers’ ability to reach a purchase decision.2

2 | THE DEFINITIVE GUIDE TO SUCCESSFUL SALES METHODOLOGIES

And it’s not a lack of information that’s creating such uncertainty. While most business
buyers consider the information they receive from suppliers to be of high quality, many
also find it contradictory. That’s why 87% of business buyers expect sales reps to act as
trusted advisors with insights and guidance on which products deliver the best value.
This also explains the clear gulf between high-performing organizations and
underperformers: 90% of reps in high-performing organizations say their company
enables them to act as trusted advisors, while only 66% of reps in the latter category
can assert this (Figure 1).3 While there are several technological and operational
elements to enable sales reps, the foundation for such elements is a value-producing
sales methodology.

Figure-1

90%
83%

66%

82 %
of sales reps say their
High performer

Moderate performer

company enables them Underperformer

to act as trusted advisors.

Value-selling methodologies are oriented toward resolving specific customer needs

throughout the sales process, so that the purchase decision is made based on the
potential value to be realized through a particular product or solution. Through such a
consultative rather than persuasive approach, value-selling methodologies create
anticipation among buyers for positive results. They also reduce the chances of post-
sale regret.

THE DEFINITIVE GUIDE TO SUCCESSFUL SALES METHODOLOGIES | 3

Importance of a
value-selling methodology
Legacy sales methodologies that see the sales rep as an information provider are like
trying to cure an illness through a healthcare website. Without knowing what’s relevant
and what’s not, it’s not possible to provide the customer with a meaningful solution.
Moreover, in the current space of rapid and continuous technological evolution,
competitive advantages arising from differences in price, quality, or innovation of
products are increasingly difficult to maintain. Rather, its competitive advantage is
determined by how a product or service integrates into a customer’s ecosystem and
processes to contribute to value creation. This is what makes a customer value
orientation so important, with 85% of respondents in one recent survey identifying such
orientation as critical to stay competitive in the future.4

In the simplest terms, a value-based selling approach focuses on helping customers

understand what problems a product or service can solve for them and what value it
will bring to their business. Importantly, such value orientation not only informs the
outcomes of the sales process, but also every interaction with the customer. Such a
process-based focus gives customers a reason to stay connected with reps and
continue the sales conversation because they receive repeated reassurance that the
rep is focused on their pain points and working toward finding a solution. It also gives
customers something to look forward to in each interaction by way of new learnings
and understandings.

In the simplest terms, a value-

based selling approach focuses
on helping customers understand
what problems a product or
service can solve for them and
what value it will bring to their
business.

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The provision of value
typically falls into one
of four categories:
a. Focusing on financial incentives: These value-selling strategies focus on
showing customers how the product or service will help increase revenue or
reduce costs. After all, businesses want to make profits, and showing data on
how this can be achieved is the most straightforward way of demonstrating
value.

b. Focusing on qualitative or process gains: Even if there aren’t concrete revenue

numbers to show, qualitative improvements in handling everyday pain points
are a significant value contribution to offer. Improving process efficiencies,
smoothing out points of friction, and creating ease of operation for the company
and its employees are all benefits customers seek out.

c. Focusing on differentiation: Successful companies become successful by

standing out from the crowd. When reps are able to demonstrate how a product
or service contributes to enhancing the customers’ brand identity and
competitive positioning, the value contribution is immediately understandable.

d. Focusing on enhancing security or mitigating risk: Finally, helping companies

cope with market uncertainties is a powerful motivator. When reps can identify
specific fears, risks, or vulnerabilities and address how to mitigate these,
customers are provided with powerful reasoning for their purchase decisions.

THE DEFINITIVE GUIDE TO SUCCESSFUL SALES METHODOLOGIES | 5

From such a perspective, delivering high-quality services and products with high
technical expertise and uniquely customized solutions continue to be relevant.
However, going beyond these, it is also critical for sales reps to be proactive and listen
to the customer, bring in new ideas and insights, and educate, inspire, and challenge
the customer to change (Figure 2).5

Figure-2

Which of the following factors do you

think are critical for your organization to
stay competitive in the next three years?
(% of respondents, n=747. Respondents was able to choose
multiple alternatives)

75%

66% 66%
64% 65%

48% 49%

Deliver high Create customer Bring new insights Deep Deliver high Educate, inspire, Beproactive
technical unique solutions and ideas based understanding quality products and challenge the and listen to
expertise on research and of the and services customer to the customer
trends customers change
industry Beproactive and
listen to the
customer

6 | THE DEFINITIVE GUIDE TO SUCCESSFUL SALES METHODOLOGIES

Sales process vs. sales
methodology: What’s
the difference and why
it matters
Before we delve into the details of developing a sales methodology, it’s important first
to clarify what a sales methodology is. In particular, we must distinguish sales
methodologies from sales processes. Both provide guidelines to structure interactions
with customers, are interdependent, and are vital for maximizing sales efficacy.
However, they play very different roles in this maximization.

The sales process is the specific set of actions reps undertake to engage with
customers at every step of the sales conversation with the aim of helping customers
reach a purchase decision. It guides the sales team on their journey to turn potential
leads into customers. Sales processes are specific to an organization based on
customer personas, market position, and product or service offerings.

The sales methodology is the broader philosophy or set of principles that provide the
rationale for structuring particular sales processes. Sales methodologies are more
generic in approach and can be applied to a range of sales processes. Sales
methodologies are not usually unique to an organization, and some of the more
well-known ones are widely adopted by different types of sales organizations. Sales
methodologies also vary in focus, with some aimed at specific stages of the sales
cycle rather than the whole.

THE DEFINITIVE GUIDE TO SUCCESSFUL SALES METHODOLOGIES | 7

If the sales process defines how reps will engage customers, the sales methodology
answers the question of why they should do so. The difference between the two can be
represented visually, as shown in Figure 3.6

Figure-3

Sales Process Sales Methodology

The specific steps employed by sale The philosophy that the company at
to close a new customer. large employs to grow through sales.

A unique and well-structured sales process is a key contributor to differentiating an

organization from its competitors. Such a process allows sales organizations to align
their sales efforts with the organizational structure, industry environment, market
position, and evolving external circumstances, among other factors.

However, to fully and effectively execute such alignment, the sales process has to be
backed by a clearly formulated sales methodology. Sales methodologies provide the
guiding principle and strategies required to develop an effective sales process.

If the sales process defines how

reps will engage customers,
the sales methodology
answers the question of why
they should do so.

8 | THE DEFINITIVE GUIDE TO SUCCESSFUL SALES METHODOLOGIES

Sales methodologies over
the years
Adopting a sales methodology for a business need not involve reinventing the wheel.
There are several well-known, tried-and-tested sales methodologies that can be
adopted by sales organizations depending on their particular needs.

The history of formalized sales methodologies and training goes back to 1968 when
Xerox developed the Professional Selling Skills course, which taught the methodology of
Selling by Needs Satisfaction. This methodology focused on four stages: needs
identification, solution presentation, objection handling, and closing.7

In the five decades since, several more popular sales methodologies have been
developed.8 They include:

a. SPIN Selling:
Developed by Neil Rackham, SPIN Selling advises that reps’ should ask prospects
four types of questions: Situation questions that aim to clarify the prospect’s
current situation, Problem questions that reveal their fundamental pain points,
Implication questions that encourage the prospect to visualize the
consequences of not solving the problem, and Need-payoff questions that
prompt the prospect to consider how the situation would change if their
problems were to be solved. Through these questions, the rep aims to guide the
prospect to realize the value of the product or solution on their own.

Sales methodologies provide

the guiding principle and
strategies required to develop
an effective sales process.

THE DEFINITIVE GUIDE TO SUCCESSFUL SALES METHODOLOGIES | 9

 b. Conceptual Selling:
Developed by Robert Miller and Stephen Heiman, Conceptual Selling argues that
customers don’t buy a product; instead, they buy the concept of a solution the
product represents. To that extent, the role of the rep is to discover the prospect’s
concept of the product and understand their decision-making process. Reps
uncover the necessary information by asking five types of questions:
confirmation questions (validating information received from the prospect),
new information questions (to clarify prospects’ concept of the product and
their goals), attitude questions (to understand prospects’ personal attitudes
and connections to the project), commitment questions (to discover prospects’
investment in the project), and basic issue questions (to raise potential
problems).

c. Sandler Selling System:

Unlike traditional selling systems that focus on sales reps pursuing and
convincing buyers to make a deal, the Sandler Selling System prioritizes building
mutual trust between the rep and the prospect. This system focuses on having
the sales rep act as a consultant and proactively discover objections and
challenges early in the sales conversation in order to encourage transparency
between the sales rep and the prospect. The process has three stages which
include building a relationship, qualifying the prospect, and closing the sale. It
lays greater emphasis on the qualifying stage and encourages reps to walk
away from prospects who are not a good fit.

d. SNAP Selling:
SNAP Selling is a methodology designed for fast-paced environments and
stressed buyers. Created by Jill Konrath, this system focuses on streamlining the
sales conversation. This methodology focuses on three critical decision points:
allowing access, deciding to shift from the status quo, and changing resources.
And it provides four guidelines to sales reps—keep it Simple, be iNvaluable,
always Align, and raise Priorities. With these principles in mind, salespeople can
effectively connect what they’re selling with what’s most important to the
prospect and make it easy for them to buy.

10 | THE DEFINITIVE GUIDE TO SUCCESSFUL SALES METHODOLOGIES

e. NEAT Selling:
This system, developed by The Harris Consulting Group and Sales Hacker, is a
qualification methodology to distinguish high-quality leads in the discovery
process. The NEAT methodology stands for:

a. Need: Identify the core need of the prospect.

b. Economic Impact: Present the financial impact of implementing the

solution vis-a-vis the status quo.

c. Access to Authority: Discover the different ways to gain access to key

decision-makers.

d. Timeline: Identify events and circumstances that would push the

prospect to make a decision.

f. MEDDIC Sales Methodology:

MEDDIC is designed for large, complex, enterprise-level deals. It is a qualifying
system that determines the value of these complex deals. It involves reps
answering questions regarding:

a. Metrics or the company’s definition of what it wants to gain.

b. Economic buyer or details regarding the person who holds

decision-making power for the purchase.

c. Decision criteria that need to be met for consideration as an option.

d. Decision process or the steps to be taken to reach a purchase decision.

e. Identifying pain or discovering the core reasons prospects are seeking

a new product or solution.

f. Champion or the person who is most likely to push the purchase forward
in the customer organization.

g. Challenger Sales Methodology:

This methodology is based on a 2011 book by Brent Adamson and Matthew Dixon.
Adamson and Dixon recognized five types of sales reps—relationship builders, hard
workers, lone wolves, reactive problem-solvers, and challengers. They claimed that
40% of top-performing reps were “challengers.” Challengers follow a three-step
process. First, they teach the prospects about business problems, new ideas, and
observed trends. Then, they tailor their communications to the prospects’ specific
needs. Finally, they take control of the sale by challenging the prospects where
needed and focusing on closing the sale rather than trying to be liked by them.
Table 1 provides a summary view of these methodologies.

THE DEFINITIVE GUIDE TO SUCCESSFUL SALES METHODOLOGIES | 11

 Methodology How it’s applied Best use cases

Demonstrates value to prospects Suitable for sellers with

through four types of questions: customizable offerings that
a. Situation questions reveal can be bundled differently for
prospects’ current situation. different pain points.
Problem questions identify Well suited for smaller deals with
specific pain points. fewer stakeholders involved in
b. Implication questions identify the buying process.
SPIN Selling the consequences of not An overkill for highly
resolving problems. standardized products with
c. Need-payoff questions straightforward benefits.
demonstrate the benefits of
resolving problems.

d. Need-payoff questions
demonstrate the benefits of
resolving problems.

Customers buy a concept, not Ideal for complex products

a product. requiring the exchange of high
Rep’s role is to discover levels of information between
customers’ concept of product sales rep and buyers.
and their decision-making Useful for large deals involving
process.
multiple different stakeholders in
Five types of questions should the decision-making.
be asked:
A poor fit for smaller deals
a. Confirmation questions to requiring small amounts of
validate information information exchange.
received;
Conceptual
Selling b. New Information questions to
unearth specific needs and
goals;

c. Attitude questions to
discover personal
motivations and
expectations of each buyer;

d. Commitment questions to
identify each buyer’s
investment in purchase;

e. Basic questions to unearth

potential problems.

12 | THE DEFINITIVE GUIDE TO SUCCESSFUL SALES METHODOLOGIES

 Sales reps should be trusted A versatile selling method
advisors not aggressive vendors. suitable for many selling
environments.
Sales deals should involve
mutual respect and More applicable during longer
collaborative action, not sales sales cycles and for vendors
reps pursuing and convincing emphasizing
buyers. relationship-building with
buyers.
The seven steps involved in this
process are: Not as suitable for highly
transactional deals.
a. Bonding and building
rapport;
Sandler Selling
Method b. Establishing roles and
expectations;

c. Understanding prospect’s
needs and pain points;

d. Identifying prospect’s budget

to solve the problem;

e. Discovering buyer’s
decision-making process;

f. Proposing product as the

solution;

g. Sealing the deal.

Customers are busy and don’t Most useful for selling

have the time for long sales transactional B2B products in
interactions. crowded and high velocity
markets.
Sales reps should focus on
providing only the most relevant Useful for emphasizing
information needed for a competitive differences when
successful purchase. facing significant competition
SNAP Selling from rival vendors.
a. Keep it Simple;
Useful for companies who are
b. Be invaluable as an expert;
looking to structure and
c. Always align with pain points, streamline inefficient sales
goals, and concerns of processes.
customers;

d. Raise priorities to highlight

customer motivations.

THE DEFINITIVE GUIDE TO SUCCESSFUL SALES METHODOLOGIES | 13

 Qualifying system for Suitable for enterprise-level B2B
enterprise-level deals with long sales involving multi-year deals
sales cycles and focused on with high levels of investment.
saving time and resources spent Better suited for full-service
chasing bad leads. product platforms rather than
Deals are qualified on the simple product deals.
basis of: Ideal for customers with stratified
a. Metrics or the identified internal systems and large
economic impact of the buying committees.
solution;

MEDDIC Sales b. Economic buyer or identified

Methodology decision-makers;

c. Decision criteria to be met for

choosing a vendor;

d. Decision-process and the

steps involved;

e. Identifying pain points or core

reasons for seeking new
solution;

f. Champion or invested
stakeholder in the customer
organization.

Customers should be qualified in Applicable to simple and

terms of how much they can be complex deals.
helped by a solution. Traditional Helpful for nonlinear sales
qualification systems often focus processes involving multiple
too much on what the sales rep decision-makers.
needs to close the deal.
Suitable when customers are
Four factors are involved in seeking customized solutions
qualification:
NEAT Selling and transparent and supportive
a. Need, going beyond the relationships with sellers.
surface to identify core pain
points;

b. Economic impact of
implementing the solution
vis-a-vis the status quo;

14 | THE DEFINITIVE GUIDE TO SUCCESSFUL SALES METHODOLOGIES

 c. Access to authority or the
ability of the customer
champion to help reach key
decision-makers;

d. Timeline or factors making

the purchase more or less
urgent.

Customers often don’t recognize Most useful when introducing

or underrate the problems they new product categories where
are facing. customers may not have yet
identified core problems or pain
Sales reps should lead with
points.
insights that shift buyers’
perspectives on the problems Useful in highly competitive
that a product or solution solves. markets, where emphasizing
strengths and competitive
Effective sales involves 3 steps:
advantages over rival vendors is
The Challenger a. Teach the prospect about key.
Sale business problems, current
Not useful when working with a
Methodology environment, and new ideas;
young sales team as The
b. Tailor communication and Challenger Sale requires high
interactions to the needs of levels of business acumen,
each buyer; domain knowledge, and
c. Take control of the sales experiential authority.
conversation, pushing back Also, not useful when buyers are
on buyers where needed. not secure in their position and
cannot deal with being
challenged through the sales
process.

THE DEFINITIVE GUIDE TO SUCCESSFUL SALES METHODOLOGIES | 15

How to create a sales
methodology for your
organization based on
market segments
As we just saw, there is a wide range of methodologies that sales organizations can
employ. According to one recent study on the state of sales methodologies, companies’
choices of methodologies vary by company size and selling motion. For instance, the
study found a preference for Challenger Sales among high-velocity transactional
businesses, while companies handling large, strategic deals preferred Solution Selling.
However, among companies of all sizes, a variety of different methodologies were found
to be in evidence and how the companies put them to practice mattered much more
than which one they used (Figure 4).9

Figure-4

Selling Methodology by Sales Velocity

Challenger SPIN FORCE N.E.A.T MEDDIC SNAP Sandler

Solution Selling Miller Heiman Conceptual Miller Heiman Target Account

100%
9% 6% 6%
10% 10%
10%

12% 13%
10%
75%
11% 6% 6%
10% 9%
8%
8% 6%
50% 9%
9% 10%

10%
11% 14%
7%
16%
25% 13% 18%

15% 13%
9%
0%
WeÕre a high velocity A mix of smaller and We sell mostly large
transactional business larger deals strategic deals
(e.g., 30-45 day sales cycles; (e.g., blended average of 90 (e.g., 6-12 month sales cycles,
<$25k ACV) day sales cycles; ~$40k ACV) $100k+ ACV)

16 | THE DEFINITIVE GUIDE TO SUCCESSFUL SALES METHODOLOGIES

Such a distribution of choices indicates The Product: The ease with which
that there is no simple formula for customers can adopt and use a product
choosing a sales methodology. However, or solution plays a deciding role in
there are three primary factors to be choosing the right methodology.
considered in deciding the sales Choosing a complex methodology for
methodology - the customer, the simple products would needlessly
product, and the market. increase the customer acquisition cost
and cut into profits. On the other hand,
The Customer: One of the obvious
products that are more complex and
considerations here is the balance
require greater education for their
between the annual contract value and
effective use would automatically raise
customer acquisition cost. For businesses
the expectations of customers for upfront
with smaller and higher velocity deals,
and ongoing support through the sales
streamlined sales cycles are vital. On the
process. In such cases, too simple a
other hand, large deals involving high
methodology would cost in terms of
investments also raise the importance of
customer experience and lose deals.
customer experience. In such cases,
customer expectations are likely to be The Market: Finally, it is vital to consider
missed if the chosen sales methodology the relationship between the market and
does not demonstrate levels of effort your product. Where customers are
and interest commensurate with the size already aware of their needs and are
of investments. Further, the nature of looking for specific features or solutions,
buyers in different segments should also a methodology that challenges their
be considered. SMB customers, for worldview would not sit well. On the other
instance, are typically under-resourced hand, when selling an innovative solution
and lack time to invest in comprehensive that challenges the status quo, a
evaluations. On the other hand, consultative methodology might be
enterprise sales typically involves dealing required as prospects may have yet to
with large and growing buying identify the potential problems to be
committees. In such cases, sellers must addressed by an innovative new product
adopt methodologies that help build or service.
consensus among a variety of
stakeholders with different pain points
and objectives.

THE DEFINITIVE GUIDE TO SUCCESSFUL SALES METHODOLOGIES | 17

How people and
processes factor into
sales methodologies
Choosing the right methodology is only the first step in successfully
implementing a sales methodology. After all, a methodology is only as effective
as its actual practice. However, there is often pressure on sales leaders to
develop and deploy new methodologies rapidly. Such haste can lead to failure to
align people and processes with the new methodology. While sales
methodologies aid companies in scaling their sales efforts, scale also introduces
variability and reduces the likelihood of consistent adoption of methodologies.

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Aligning people and processes to avoid such variability or inconsistency requires
short-term and long-term changes that bridge the gap between the current
status quo and the requirements of the new methodology. Briefly, these are:

a. Alignment across the customer d. Structured training and

organization: Implementing a new reinforcement: Training is required
methodology requires cooperation not only for sales reps who will
from marketing, customer success, implement the new methodology
training, enablement, and frontline but also for sales managers who
sales managers. After all, a customer will coach them through it. And
value framework cannot be for training to be successfully
implemented by frontline sales reps integrated, spaced reinforcement is
alone but requires a 360-degree the most effective method available.
process and infrastructure to
e. Rep and manager enablement:
succeed.
Whatever the methodology chosen,
b. Frontline sales leadership reps and managers must have
buy-in: Ultimately, the nitty gritty access to the necessary data and
of methodology adoption will be tools to properly integrate it into
overseen by frontline managers, who their workflow. Hence, enablement
will also take primary responsibility plays a key role in adopting a new
for coaching reps in line with the methodology.
new methodology. Hence, their buy-
f. Clear metrics and measurement: In
in and training to coach within the
order to see change, organizations
new paradigm are essential.
must be able to measure it.
c. Structured change communication: Optimizing a new methodology
Bringing all teams onboard with requires clear metrics and impact
a change in methodologies measurement. This requires going
requires early and structured from goals to activities to clear
communication. It is important that business results.
the message with regard to the need
and value of the change pervades
through every level of the customer
organization.

THE DEFINITIVE GUIDE TO SUCCESSFUL SALES METHODOLOGIES | 19

Common pitfalls in
adopting a sales
methodology
Adopting an effective sales methodology involves carefully mapping one to the
needs, capabilities, and culture of a sales organization. Choosing the wrong sales
methodology can lead to significant challenges. Hence, it is vital that organizations
pay close attention to how they choose and adopt a sales methodology. Some
common mistakes or challenges to avoid include:

1. Choosing the newest trending sales methodology:

Most well-known branded sales methodologies come backed with volumes of
data and testimonials on their effectiveness for most sales situations. However,
such data should be reviewed keeping in mind the goals, targets, and needs of
the sales organization. Adopting a methodology that is new or trending and
trying to mold the sales organization around it can end up being
counterproductive. For a methodology to be effective, it must be used
consistently. The best way to do this and avoid a poor fit is by identifying in
clear terms why a particular methodology is being adopted.

2. Ignoring rep competency in favor of technology:

As the sales technology landscape explodes with new tools emerging every
day, sales organizations can get drawn in by the lure of an application for every
sales task. However, in many cases, this merely increases the quantity of sales
activities rather than their quality. For instance, a deluge of messaging from
sales reps can easily lead to prospects ignoring all sales messaging they
receive. Therefore, effectively adopting and applying a sales methodology
requires sales organizations to simultaneously develop a range of soft skills in
their reps, such as active listening, empathy, building rapport, written and
verbal communication skills, and so on. This is particularly the case when sales
organizations have to respond to conditions of uncertainty and shifting
business needs. Research shows that the difference between high revenue
growth and negative revenue growth organizations in terms of developing soft
skills is quite significant (Figure 5).10

20 | THE DEFINITIVE GUIDE TO SUCCESSFUL SALES METHODOLOGIES

Figure-5

High-growth Companies Focus on

Soft Skills When They Matter Most

0% 10% 20% 30% 40% 50% 60% 70%

57%
Teamwork/collaboration
38%

Written communication
57%
30%

Active listening skills

53%
55%

Verbal/presentation skills
53%
60%

Empathy/building rapport
53%
35%

Nonverbal communication 53%

33%

Climate/culture building 47%

23%

Self-awareness/confidence 45%
48%

Social/emotional intelligence 43%

48%

Storytelling
36%
13%

High revenue growth, n = 47 Negative revenue growth, n= 40

Note: ÒExtremely important Óratings only .

THE DEFINITIVE GUIDE TO SUCCESSFUL SALES METHODOLOGIES | 21

 3. Becoming too rigid with the methodology:
It’s important to remember that a sales methodology is a framework for
operating strategically, not a set formula to be applied indiscriminately to all
prospects or customers. If sales reps take a one-size-fits-all approach, they
cannot adapt to different situations and opportunities. This is because no two
prospects or customers are alike, and each sales conversation demands some
situational adaptation. This is particularly true when market conditions and
customer expectations grow and change. If sales reps are not trained to adapt
to such changes, they will likely lag behind and lose customers in the process.

4. Taking a once-and-done approach:

Change, particularly at foundational levels, is a long-term process. Adopting a
new methodology requires commitment. If sales organizations do not plan to
reinforce methodology adoption frequently, sales reps will soon return to
previously learned activities and processes. To sustain methodology adoption,
therefore, sales organizations must commit to investing sufficient time and
resources over an extended period and plan for continued rep learning and
practice.

5. Not planning for change management:

When sales leaders become excited about adopting a new methodology, it
can be tempting to assume that all sales reps and managers share this
excitement. However, any change is likely to be unsettling for at least some
members of the organization and will be resisted unless a convincing rationale
for the change is provided in a compelling manner. Change management is,
therefore, a crucial component of adopting a new sales methodology and
must be done in keeping with the communication needs of the different
members of the sales organization.

Change, particularly at
foundational levels, is a
long-term process.

22 | THE DEFINITIVE GUIDE TO SUCCESSFUL SALES METHODOLOGIES

Steps to improve sales
success with the right
methodologies
While we have seen the mistakes or challenges that organizations should work to
avoid in adopting new sales methodologies, there are also several positive steps that
can be taken to improve sales success:

6. Build on existing processes and skills:

The fundamental goal of adopting a sales methodology is to refine and
optimize sales processes. Hence, this process must begin with a clear analysis
of the existing sales processes and points of friction that are sought to be
overcome. If the changes necessitated by a new sales methodology are too
radical, the chances of sales teams refusing to adapt them become high.
Hence, it is essential that sales organizations ensure that the necessary
changes are actionable and target the identified sales behaviors or activities.

7. Secure cross-functional buy-in:

Long-term change requires broad buy-in within the organization from a variety
of stakeholders. First, executive buy-in is needed to champion the change and
ensure that sufficient resources are committed to the process. Then, support
from sales enablement is necessary to ensure that the methodology is
integrated into the day-to-day workflow of sales teams. Finally, frontline
managers’ buy-in is necessary because they will take charge of the actual
deployment of the new methodology.

Long-term change requires

broad buy-in within the
organization from a variety
of stakeholders.

THE DEFINITIVE GUIDE TO SUCCESSFUL SALES METHODOLOGIES | 23

 8. Invest sufficiently in training development:
Sustaining changes in methodology requires training current sales reps and
building in resources for continued training of newer cohorts of sales reps. Such
learning development resources should take the form of playbooks that
provide ready references for reps to learn from and apply, training that sets the
foundations for restructured processes, and coaching that regularly reinforces
the new methodology. For this, it is essential to invest not only in training sales
reps but also frontline managers.

9. Clearly identify metrics for measuring the results of change:

When adopting a new methodology, it is important to determine what is and
what isn’t working so that the new methodology can be adapted and
optimized. For this, easily quantifiable goals and standards are required. Such
metrics should not only focus on the overall outcomes of sales conversations
but also various process milestones that help track the effects more
comprehensively.

24 | THE DEFINITIVE GUIDE TO SUCCESSFUL SALES METHODOLOGIES

10. Build a tight integration between sales methodologies,
processes, and the tech stack:
Another critical aspect of integrating new methodologies into the daily
workflows of sales teams is integration with the tech stack. Thus, it is essential
that data collection and activities logged through the CRM and other tools are
structured in keeping with the changing methodologies and that managerial
oversight is also aligned with this. This will ensure that consistency is
maintained and adoption is strengthened over time.

11. Mix and match methodologies where necessary:

It is not always reasonable to assume that a single sales methodology can
resolve all the needs of the sales organization. In many cases, organizations
may find that choosing elements from different methodologies and combining
them together actually help to customize a methodology to the specific needs
of the business.

THE DEFINITIVE GUIDE TO SUCCESSFUL SALES METHODOLOGIES | 25

Outsourcing for
sales success
Any plan for organizational change brings with it certain inherent uncertainties and
risks. Balancing the impetus for change with the continuity of existing processes and
plans can be daunting for organizations facing resource constraints. However, in
such circumstances, sales outsourcing can be an important source of capacity
expansion.

One of the primary advantages that outsourcing offers is the availability of ready
expertise. Outsourced partners can provide sales organizations with top-tier talent
with prior exposure and training in various methodologies. This frees sales
organizations from the time lags involved in training existing reps in new processes
and approaches.

Moreover, outsourced partners offer such sales talent at fixed and affordable
costs. This means that sales organizations can augment their sales capabilities
without putting a significant dent in the bottom line.

Further, outsourced partners can be relied on to take up the slack on necessary but
time-consuming aspects of the sales process, such as lead generation,
appointment setting, and so on. This allows in-house resources to be refocused
toward the planned transformation even as the existing processes continue
undisturbed.

Beyond these primary advantages, outsourced partners also deliver benefits to

sales organizations, such as providing convenient ways to scale up operations
without significant risk, expanding the market using teams with footprints in new
geographies, increasing customer satisfaction by improving responsiveness, and
delivering omnichannel customer engagement by increasing coverage of different
channels and touchpoints that could not be managed by in-house teams.

26 | THE DEFINITIVE GUIDE TO SUCCESSFUL SALES METHODOLOGIES

Conclusion
Sales methodology is not simply a buzzword but an effective foundation
on which to build the efficiency and effectiveness of sales processes and
improve customer experience. To be effective, sales methodologies must
be flexible frameworks that adapt to changing customer expectations and
market conditions. But choosing and adopting sales methodologies
requires care to align them with a company’s mission, goals, and culture
and require significant planning and change management to ensure
consistent and sustained adoption at various levels of the organization. If
done right, sales methodologies have the potential to comprehensively
transform how sellers sell and to grow revenue through such
transformation.

THE DEFINITIVE GUIDE TO SUCCESSFUL SALES METHODOLOGIES | 27

References
1. https://www.salesforce.com/in/resources/research-reports/state-of-sales/

2. https://www.gartner.com/smarterwithgartner/future-of-sales-2025-deliver-the-digital-
options-b2b-buyers-demand

3. https://www.salesforce.com/content/dam/web/en_au/www/documents/pdf/state-of-
sales-5th-edition.pdf

4. https://mercuri.net/the-future-state-of-sales/

5. https://mercuri.net/the-future-state-of-sales/

6. https://blog.hubspot.com/sales/sales-process-

7. https://www.avnetwork.com/blogs/the-lost-art-of-professional-selling

8. https://blog.hubspot.com/sales/6-popular-sales-methodologies-summarized

9. https://metacx.com/assets/the-state-of-sales-methodologies-in-b2b-saas/

10. https://www.valueselling.com/how-high-growth-sales-organizations-respond-to-crisis/

28 | THE DEFINITIVE GUIDE TO SUCCESSFUL SALES METHODOLOGIES

 About Regalix
Regalix Inc. is a California-based, award-winning global revenue
growth company partnering with global marketing, customer success,
and sales leaders to help them drive growth and customer delight at
scale. Regalix leverages data-driven insights to provide customised
and end-to-end revenue generation solutions for businesses seeking
to drive growth and stay ahead in today’s rapidly evolving digital
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