Virtual Sales Training Programs: 10 Skills Every Seller Needs to Master

Virtual Sales Training Programs: 10 Skills Every Seller Needs to Master

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What is virtual sales training?

Making the training more consumable is a crucial component of virtual sales training in order to maintain student engagement. Because virtual sales training has its own unique set of distractions and strategies for success, it necessitates an entirely different strategy than classroom learning. Some of the fundamental abilities and know-how to include in your online sales training course are listed below.

Ten abilities that your sales staff can learn with the use of a virtual sales training platform are listed below.

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Top skills for virtual selling success:

• Discovery: A seller needs to be able to locate accounts and buyers that match their target market and pose intelligent questions in order to provide outreach and material that is both relevant and meaningful if they are to have any chance of closing a deal.

          During discovery sales calls, it's critical to learn about a prospect's goals, priorities, pain points, and buying team dynamics in order to maintain engagement as the           prospect advances down the funnel. To help everyone on the team improve this talent, have top-performing representatives teach others on the team about           optimal practices for discovery.

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• Time Management: In an ideal world, salespeople might dedicate all of their time to completing transactions, making sales calls, and sending emails.

          However, the selling process of today is intricate, involving numerous seemingly little procedures that, when taken together, significantly influence a deal's           outcome. Reps need to be able to balance everything, giving priority to the tasks that have the greatest value on their to-do lists and promptly attending to buyer          demands. Manager and seller one-on-one coaching sessions are helpful in helping the representative figure out how to best manage their time and increase output.

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• Technology Use: A plethora of sales tools have been developed to measure, automate, and/or optimize the daily tasks performed by selling. Reps need to be proficient in using technology, whether it's a revenue productivity platform, conversation intelligence, or content management system. To make sure salespeople are properly taught on these technologies, it is the responsibility of IT, sales, and sales enablement leadership.

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• Relationship Building: Building genuine relationships with purchasers is essential, regardless of the seller's territory or the type of prospect they are dealing with.

          Business executives and leaders receive a constant barrage of sales calls and emails, and they will not waste their time with a vendor that is not interested in           learning about their thoughts and sentiments. Your representatives can participate more deeply if they establish and maintain relationships. This is a skill that can           be taught from the top down; sales representatives will emulate this conduct with their prospects if managers and sales leaders show empathy for their teams.

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• Effective Communication: Effective internal interactions, whether they be with coworkers from different departments, managers and representatives, or other team members, also depend on proficient written and verbal communication abilities.

          Sales representatives need to be confident in their tone and delivery of the information they are offering in order to succeed in the industry. Encourage           representatives to practise various messaging forms and strategies, exchange ideas, and give each other feedback.

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• Storytelling: Crafting messages into an engaging story is a unique ability that goes beyond having good communication skills. Using a real-life example to show how other clients have used your product to resolve business problems stirs feelings and motivates others to take action. Provide salespeople with many opportunities to practise developing persuasive narratives during team meetings and coaching sessions, as it is a crucial sales competency that requires repetition.

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• Product knowledge: Customers today are highly sceptical of salespeople who act knowledgeable, and they have high standards. Having in-depth product knowledge enables sellers to communicate the benefits of items in a more engaging and innovative way than memorizing a one-minute speech. Reps can also use it to respond to more complex queries from customers regarding features and functionality. To ensure that your sales force understands the ins and outs of the products they are selling, give them access to a wealth of virtual sales training resources about your product portfolio and take them through product demos.

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• Active listening: It is important to emphasize again: Presenting and pitching generically to buyers nowadays is ineffective. Sales representatives must present the benefits of their products in a way that is specific to the use cases that each buyer has. Allowing them to describe those use cases to you is the only way to accomplish that. Inquiring about objectives, obstacles, and priorities can help sellers quickly identify the core demands of the buyer. After asking, they should pause and pay attention.

          Remaining in the moment, absorbing what the other person is saying, and holding off on answering until they are done are all examples of active listening. By doing           this, a representative establishes more rapport with the customer and starts to establish himself or herself as a reliable resource.

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• Negotiation: Sales representatives need to be able to lead the ensuing negotiating process after a proposal has been created. This is being assertive and offering substitute ideas that are advantageous to both sides rather than caving in to every demand made by a prospect. Teach sellers how to handle negotiations and provide them with a peer-to-peer practice environment.

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• Objection Handling: Rarely will a buying team believe a seller tells them everything without question. Reps should view these difficulties as chances to learn more about the buyers' perspectives rather than as barriers to overcome. Make sure your salesmen can handle typical arguments and skepticism by using role-plays that have been filmed and graded by management or artificial intelligence.