Webinars Archive

Faced with the digitalization of sales interactions, company directors and sales managers are looking to adapt their organization's sales forces.

But making the right choice between a new sales recruitment and a new marketing solution is no easy task.

In this Webinar, our Managing Director Dominique Seguin helps you make the most optimal decision for your company.

Before considering sales recruitment, refocus your team's missions

To optimize your sales organization, you need to focus your current team on your most valuable customers.

By assessing your customer assets in this way, you can direct your efforts intelligently and optimize your time and resources to achieve your goals!

This assessment can be a way of dealing with the current shortage in the commercial recruitment sector, or on the contrary, of realizing the importance of a new hire.

Before considering sales recruitment, free up your sales force's time

Did you know that salespeople spend only 41% of their time on pure sales activities? Their days are punctuated by numerous repetitive tasks that don't create added value: writing e-mails, preparing prospect files, entering information, producing quotations...

These tasks are not what you expect of a salesperson, and neither is he!

But thanks to technology, you can now automate all these repetitive tasks to free up your team's time. Numerous marketing automation solutions exist, enabling you to create lead generation scenarios and enrich your online customer experience.

To make your choice easier, discover our comparative guide to 11 Marketing Automation solutions! Click here to download it.

By freeing up your team's time, you increase their productivity. You may even be able to dispense with commercial recruitment.

Modernize your sales prospecting

There's no point in recruiting sales staff if your sales practices don't change too. Canvassing is often feared by salespeople, yet it is an essential step in developing your sales.

To make the exercise more effective, combine traditional methods with new practices. The "hard" phone call can be combined with aninbound marketing strategy, thanks in particular to your website.

By establishing a concrete process, you can then define precise roles for the different members of your team: digital marketing, prospecting, qualification, conversion, loyalty... In this way, you can identify if you lack a sales recruitment or marketing solution to carry out this process.

Mix marketing and sales!

It's not so much a question of deciding between sales recruitment or marketing budget, but rather of being able to work as a team to build a sales tunnel combining marketing and sales to best meet your customers' needs!

To do this, you need to identify your buyer personas. This may seem a simple exercise, but in reality it's far more complex, and can steer the entire direction of your sales tunnel!

Ask yourself the following questions: What is your customer's role? In which market does it operate? What are its biggest future challenges? What are their buying habits?

By obtaining this information, you can then offer your customers personalized marketing content, in line with their needs, and guide your sales force's discussions.

Prospecting program

3 Videos

Step 1: Pitch and mindset

Step 2: Targeting prospects

Step 3: Prospecting sessions

Organizing a webinar involves a number of key stages: choosing your theme, communicating your event, broadcasting the replay...
How can you ensure the success of each of these stages and make your webinar a success?

Nicolas Boissard and Théo Arnaiz give you the keys to a successful webinar in a new webinar!

Choosing a webinar theme

When choosing a theme, it's important to choose a specific topic that you can go into great detail about. To find the ideal theme for your webinar, you need to work on your persona. What are its challenges? What are their constraints? How can we help?

Webinar communication

There are many channels for communicating about your webinar, but some are the best, such as Webikeo. It's also important to communicate internally within the company, so that all employees are aware of the event and can pass on the message to prospects/customers.

To communicate your webinar, you can use e-mail, pop-ups and landing pages. Of course, it's also possible to share information about your webinar via social networks, such as LinkedIn.

It's essential to communicate via different channels to reach the maximum audience and increase conversion rates.

To convince a prospect, you can use the SOAR method (situation; obstacle; action; result).

Live!

There are many webinar solutions available, such as WebinarJam, Livestorm, GoToWebinar, Zoom...

During a webinar, it's important to have a clear timeline:

Introduction: Presentation of the company, teaser questions (surveys), reminder of the webinar schedule

Content: Theoretical input with practical examples

Transition: Summary of the webinar highlights

Opening: Opening on the call to action (exchange, content)

Processing leads and broadcasting the webinar replay

At the end of the webinar, the call to action is a fundamental element in generating new leads. This will enable you to identify prospects who are potentially interested in the solution your company offers.

To keep your webinar alive, you can broadcast the replay in a multi-channel way. It can be shared via YouTube, for example. To share it on social networks, we advise you to cut it into several extracts and share them with a link to the full replay.

Between 2017 and 2022, the number of marketing solutions based in Europe rose from 150 to... over 2,000!

Faced with so many possibilities, how do you choose? Which acquisition channels should you choose for your 2023 marketing plan?

Nicolas Boissard, Marketing Director, helps you make sense of it all in a new webinar.

Selecting acquisition channels

The first step is to define all the channels you already use, and then list the channels that could potentially interest you in the coming year. You also need to have an idea of the time and resources used by each of these channels.

Once you've calculated the budgets allocated to each channel, you need to associate the number of leads generated by each. Finally, calculate the cost per lead. All this will give you an overall view of the various potential choices and enable you to select the best acquisition channels for your company.

There are also other criteria to consider when making your selection.

How scalable is the channel?

What is the lead generation potential?

Do I have the internal capacity to increase the volume generated by this channel?

Define budget per marketing acquisition channel

To assign a budget to each channel, we need to go back and start by asking ourselves how we calculate the marketing budget. To determine it, the best method is to measure the impact of investments against the objectives of the past year.

Overall marketing budget = cost per contact X number of contacts to generate

Then you need to hang up all the acquisition channels you plan to include in your company's marketing budget for the coming year.

Overall, to define the budget associated with each channel, the key elements are the various costs incurred and the number of leads/contacts generated.

Sales targets play a vital role in your business.

They determine how your business will develop and what kind of investments you'll need to make to achieve your ambition.

But how can you ensure that your sales targets are achievable, while at the same time motivating your teams?

Fabien Comtet hosts a webinar on this subject and gives you the keys to defining your sales objectives!

What is the purpose of the sales objective?

The way an objective is defined, shaped and brought to life is more important than the result itself. Indeed, the primary purpose of a goal is to mobilize teams by focusing them on objectives with shared resources.

When the team is thinking about setting an objective, it's important to be realistic and to set an achievable target. For an objective to be unanimous, you need to think about the means that will be used.

So it's vital to have a framework for each year that remains identical or similar to that of the previous year.

Your level of sales momentum: where do you stand for the new year?

In order to define your sales objectives for the coming year, it's important to take stock of the forces at work. The SMALTA method will enable you to take stock of the previous year's strategy.

It's also very important to define your company's MOSPs, so that you can then set your sales targets for the coming year. By using this tool, it will be easier to distinguish between those for which there is already a track record, and those for which it will be possible to project, and those which are much more uncertain.

How do you define your sales objectives?

Once you have defined your business blocks, you will need to work on the business model by analyzing and defining :

Customer segments and potential
Types of business activities

By cross-referencing these elements, it will be possible to identify the resources available and the resources required. This will enable us to define our sales coverage.

Reading list

4 Videos

Part 1

6.08

Part 2

11:00

Part 3

13:58

Part 4

17:14

Do you respect the golden rule of management: adapt your communication to the person you're talking to?

After all, each of your employees is unique. You can't manage every member of your team in the same way. But how can you identify your employees' profiles and adapt your communication?

Laurence Bonhomme, Customer Success Director at Kestio, answers these questions in an original webinar.

She will introduce you to the DISC Profile method, a tool for identifying your contact's profile from among 4 profile typologies.

DISC Profile: What is it?

The DISC profile is a model created by William Marston based on four basic emotions.

D: Dominance = Red

I : Influence = Yellow

S: Stability = Green

C: Conformity = Blue

Each color has its own purpose, and helps determine the main personality traits of an employee. For example, a person who is fact-oriented, logical and seeks to adapt to his environment while being analytical will be blue, which corresponds to conformity.

The challenge of the DISC profile is to recognize the people you work with.

Each profile has a different view of the world, so they all complement each other.

How to recognize behavior?

A red profile can be associated with a person who questions, makes decisions and takes the initiative, as well as stimulating a competitive spirit within the company. In a stressful situation, it can be authoritarian, impatient or even aggressive.

The yellow profile will bring energy and vitality to the team. He can be very talkative, impatient and loses his practicality in situations of boredom and/or routine.

The blue profile will be grounded in reality, delivering high quality work and constantly analyzing. In a stressful situation, they may appear cold, saying what they think regardless of the consequences, and questioning everything. Surprises and unforeseen events are the main sources of stress for the Blue Profile.

A green profile can be associated with a person who works step by step and will be calm and patient. He will find it very hard to say no, will avoid conflict and will be dependent in stressful situations.

Adapt to different employees according to their profile

To adapt your communication to a red profile, you need to be to the point, convincing, prepared and professional. However, you must be careful not to be slow, indecisive or prevent them from giving their opinion.

With a yellow profile, you need to be spontaneous, let them express themselves, value them and be positive. However, you'll need to avoid adopting an austere, aloof attitude, or even repressing their taste for relationships.

You'll need to be empathetic, a good listener, respect the pace and, above all, reassure a green profile that no "surprises" are likely to occur. As a result, you need to avoid jumping the gun, denigrating anyone or letting them get lost in details or tasks with no added value.

With a blue profile, you need to be rigorous, provide quantified information, be patient and give them time to adjust. However, you must avoid being emotional, communicating vague information or even being unpredictable.

"The training was too academic

"Training had no impact".

"The training did not take into account the specificities of our company".

Who hasn't heard these phrases from their sales teams?

So how can you ensure that sales training is no longer a dreaded stage for your sales teams?

Our Managing Director, Dominique Seguin, gives you the first keys to the answer in a groundbreaking webinar.

The training system in place for sales teams

Physical training poses significant constraints, such as bringing all participants together in the same place, on the same date, and above all, mobilizing teams over several days.

On the other hand, distance learning courses can be taken anywhere, at any time and, above all, can bring together participants from different locations. It is also possible to divide the training into several modules of a few hours each. The human brain cannot concentrate for more than 2 hours. Breaking up the training will enable participants to retain more information and be more involved.

How to run a sales training course

How do you combine the right ingredients to enable participants to play a leading role in their sales training?

Before the training, it is important to make the participants as active as possible, for example by using a

e-learning. This will enable them to start learning content at their own pace, according to their level and on an individual basis.

For training, it's important to have groups of 2 to 6 people to ensure the connection and involvement of participants. Indeed, if they are given to groups of around twenty people, there won't be enough space to enable participants to fully experience the sales training.

You need to know how to keep participants' attention and avoid boredom. To do this, it's important to leave time for interaction every 10 minutes, so that participants can play an active role in their training.

Personalized, hands-on sales training

Personalized sales training is essential to enable participants to project themselves and find their way around the content. The first essential element is to offer in-company training. This makes it easier to focus on the market context, the competitive environment and the company's reality. This can then be integrated into the training.

A second important element in the launch of any training plan is the organization of scoping meetings, which will help to prepare the managers whose employees are to undergo training to understand the key elements. This will also enable an exchange between the trainer and the training sponsors.

The challenge of sales training is to help each employee leave their comfort zone. Having small groups of participants will not only increase their memorization, but also their concentration during the course. They will therefore find it much easier to follow the course.

The impact and implementation of sales training

Sales training that doesn't involve implementation is bound to become an expense. The key is to ensure that, at the end of the training, employees put into practice what they have learned.

To ensure the training's impact, you need to encourage participants to help each other and exchange ideas between sessions. For example, they can take part in challenges.

Managers must also play their part by challenging and helping their staff to implement what they learn from each training session.

It's important for participants to be able to give their feedback on the course. This will enable the trainers to modify and adapt the content according to the feedback received.

You thought you could choose your CRM tool on your own, but now you're faced with reality:

- A (too?) wide choice of solutions on the market
- Paid comparison guides
- Limited tool demonstrations
- Features that are difficult to understand
Result? You don't know which CRM solution is best suited to your business!

With over fifteen years' experience in CRM selection, Nicolas Boissard reveals 5 key questions to ask yourself when choosing your CRM tool.

Choosing your CRM: How important is CRM to you?

Level of company involvement

When embarking on a CRM project, it's important to ask which parts of the company are involved. Is it just a project for the sales team, or is it a genuine corporate project involving management's desire to improve the company's strategy?

Allocated budget

To choose the right CRM, you need to start by establishing a budget. There are two budgets to consider

The first is the deployment budget. During project development, you'll need to establish a budget for implementation and user training. This will be a one-off budget.

Then there's the "run" budget. This will need to be the same every month/year to pay for access to the solution.

To give you a rough idea of your budget, you can assume that a solution will cost you between around €20 and €70 per month, per user.

Measured impact

When choosing a CRM solution, it's important to measure the project's impact on the organization. Launching a CRM project within a company is a major change! That's why you need to consider the project's impact on the various players and collaborators involved, as well as on costs, resources and general processes.

These factors need to be taken into account, because if they aren't, your project could be in jeopardy. If you are experiencing difficulties and your CRM project is failing, please refer to Nicolas Boissard's webinar: How to relaunch a failed CRM project?

What do your employees gain from choosing the right CRM?

The real success of a CRM project lies in whether or not it is used by employees. Indeed, the main risk in a project like this is resistance to its use and to its appropriation by employees.

However, once the project is well integrated within the company, employees will gain a great deal in terms of personalized customer experience and follow-up.

Let's take the example of a car fleet management software publisher. For them, the CRM project is a subject that affects the whole company: sales, marketing and, more specifically, customer service.

Their main problem is that today they have no visibility for customer service on the historical commercial relationship (how long has the company been in contact with the customer? friction?). This means they lack the information they need to personalize the customer journey, a problem that will be solved with the deployment of CRM.

Who's in charge of CRM?

Within a company, the ideal situation would be to have at least one CRM referent, who can use his or her skills to help employees make progress with the solution. This person must have a business vision, which means he or she must be familiar with the users' business.

The person in charge must also have a minimum level of technical expertise in order to take care of the solution's configuration (user creation).

Finally, the person in charge should be able to devote the majority of his or her time to CRM, and to resolving any incidents. If the person doesn't have enough time, he or she runs the risk of missing out on important problems, which can in some cases lead to the failure of the CRM project.

It is therefore preferable to choose an in-house person as a referent.

For more tips, watch the Webinar above presented by Nicolas Boissard, Marketing Director at KESTIO.

Company director: How to stop spending your time selling

As a company director, do you feel you're still your company's best salesman?

This may sound like good news, but in reality it's not!

But how can you delegate your sales tasks and stop being your company's best salesperson?

At Kestio, we help many companies to implement a complete, self-supporting sales system.

Fabien Comtet, President of Kestio, explains the various steps you need to take to make this transition a success!

We are our own limit to the development of our company

If your days are taken up by commercial activities instead of strategic activities to develop your business, then you should think about delegating these activities and concentrating on your tasks as a business leader.

The evolution of its role and place

The book The E-myth uncovers the myth of the reinvented entrepreneur. It helps us to understand that the glass ceiling of small and medium-sized businesses is the fact that the business leader doesn't move in his or her posture. When you set up a company, you start out with a technician 's posture (mastery of the subject), but you can't stay in this posture throughout the company's life. This is not the way for a collective, a group of people, to have a company that grows and distinguishes itself from others and dissociates itself from you. To become your company's ideal leader, you need to find a happy medium between Technician, Entrepreneur and Manager.

The feeling of stepping into the unknown and no longer being in control...

Which subjects to leave out? How to organize your diary?

If your aim is for your company to grow, to gain more customers, to acquire new markets... The challenge is to move from Technician to Manager to Entrepreneur. A company is an investment in time and assets, and if you manage to reach stage 3, entrepreneur, the company can develop without you.

How do you make these changes?

1- List your MOSPPs

MOSPPs are homogeneous marketing units on which specific objectives and strategies can be defined, deployed and managed. Each market/customer target represents a given offer and sales process.

Ask yourself the right questions: Who are your customers? What are your offers? What are your current sales approaches?

Which MOSP has potential and doesn't require too much complexity in the commercial phase?

So you need to choose the product where it's easiest for you to train someone to do it.

2- Switching from Partner Selling to Active Selling mode

Partner selling: sales made by associates in consulting firms, lawyers.... focused on emotional bonds, relationships...

We need to identify a MOSP triangle that is simple to switch to active sales methods, and that is not centered on the individual. Find an area, a product that can be done by others.

3- Reverse the organization

In partner selling models, the Senior (the experienced one) sells and the Junior carries out and produces the assignments. This model needs to be reversed, with juniors selling and seniors producing and supporting customers.

4- Document step by step what has been done, written to MOSPP prospects

The sales book is fundamental to the successful organization and deployment of other resources.

5- What will you delegate first?

The key is to delegate what you do best yourself. You'll then be in a better position to brief and follow up, which will save you time and ensure your safety!

To delegate, you can do it internally, but above all you can use external resources such as freelancers, agencies or our offer. Get Calls so that we can do your prospecting for you!

6 keys to modernizing your sales organization

Sales systems in 70% of French SMEs are in need of modernization. It has been observed that 70% of customers prefer remote or self-service interactions. To overcome this problem, companies are going to have to implement various keys by modernizing their sales organizations.

Key 1: Define a clear sales strategy

Since the Tapie years, the role of the sales manager has changed enormously. In those days, sales managers were seen as sergeants, with the logic of enforcing defined elements. In 2022, that role is over. The number of players and parameters has increased, and a sales manager these days will be seen as more of an orchestra conductor than an officer enforcing a defined policy. 4 components have changed dramatically: customer segmentation and the level of response to the offer, variable resources, acquisition and interaction channels, and roles in the customer cycle. So there's a real need to take all these components into account, as well as an evolution in the manager's role.

2nd key: Developing and managing teams

To develop and manage your teams, you need to know how to coach them well. Everyone needs a coach, even the best. There are 3 types of coaching in a sales organization. Firstly, there's coaching to integrate a new employee and show him or her how to progress, coaching to help an employee progress and, finally, coaching to help an employee succeed in a project. The time allocated to coaching should represent 70% of a manager's monthly time to develop his or her teams.

3rd key: Generate leads

How do you generate leads in 2022? The usual methods work, but there are new ones. You need to spend 20% of your time exploring and testing new components in order to generate leads. So you need to define the areas of exploration by analyzing the pipeline, and focus on the areas that work best. Marketing and sales must work together to generate and convert leads.

4th key: Convert leads

To be able to convert leads properly, you need to have a sales organization separated into specific roles. You need to evolve the shape of your pipeline: sort and maximize! Working on GO / NO GO will help you achieve your objectives. If the % of deals that are stopped is tiny, then the GO / NO GO process is not allowing you to make real decisions.

5th key: Structuring information and providing support

To structure your information and support your sales organization, you first need a multi-channel process. This process is accompanied by continuous digital interaction: LinkedIn, email, webinars, groups, blogs... CRM is also an essential tool for structuring information. The problem is that CRM is not directly linked to the tool, but needs to be enriched and activated. However, 43% of companies observe a lack of investment on the part of managers, and 65% of sales organizations admit that information is poorly entered by users. The choice and use of a CRM system is therefore something to think about beforehand, so as to get the most out of it. To structure your sales organization, you can also use sales enablers, which are highly relevant to the actions you want to implement.

6th key: Offer a unique customer experience

The customer experience is of paramount importance. Customers use all their senses to create a unique experience. 3 points need to be taken into account: the persona, the customer journey and the customer's expectations and needs.