Helping Customers Sell Themselves on SaaS Services

The push among businesses to adopt Software-as-a-Service (SaaS) options is only gaining momentum. The SaaS industry is adding billions of dollars of growth every year, making it a huge growth market.

What makes SaaS sales unique is that most companies investigating SaaS already want it. They are aware of many of its benefits, but need reassurance that SaaS implementations exist that will fit their individual needs.

By and large, selling SaaS boils down to emphasizing seven key aspects and demonstrating how they can be adapted to the specific client’s business. Then, clients should really sell themselves on the relationship.

7 Key Factors Driving SaaS Sales

Outlining the seven key benefits of SaaS can help transition into a conversation about features and the client’s systems.

1.  Lower upfront costs. SaaS requires little or no new on-site hardware, and other costs are often amoritized into the monthly bill.

2.  Fewer IT burdens. SaaS moves most or all daily IT work onto off-site staff and reduces internal IT department needs.

3.  Less long-term commitment. SaaS requires fewer hardware investments and usually no long-term contracts, so businesses have freedom to explore other services if the first try doesn’t work out.

4.  Rapid rollout. Once again, less hardware and fewer employees required means a quicker path from planning to practical implementation.

5.  Greater flexibility. Services can be added, changed, modified, or swapped out at will. For instance, if business needs change drastically in six months, SaaS services can be updated within days or even hours.

6.  Modern software compatibility. Cloud-based software seems to be the wave of the future and being tied to terrestrial hardware can hold companies back. SaaS solutions can be easily updated to stay cutting-edge.

7.  Go-anywhere access. It’s a global business environment. Employees should be able to work from anywhere.

With these key factors on the table, it should be easy to get potential clients to start thinking about how to improve their own systems. The only thing they really want to hear is that their desires can be fulfilled.

Helping Customers Sell Themselves

If the client needs a few incentives, these are the most effective at overcoming pain points, pricing concerns, or the fear of changing computer systems.

I. Free Demos

A month of free service won’t just sell a customer on the utility value of the software; it’s likely customers will have to migrate systems over just to try it out. And with that hard work done, why would they go back?

II. Low Introductory Rates

Make the up-front costs as low as possible and spread out the rest into the monthly service plan. Up-front costs are the #1 pain point for businesses upgrading systems.

Effective SaaS Sales Build Bridges and Trust

For most leads investigating SaaS, the question isn’t whether they want it. The question is whether they can find a SaaS implementation that meets their needs. A positive client-focused approach, paired with a can-happen attitude, builds the trust needed to seal a new partnership.

Crafting a Compelling Cloud Game Plan

Increasing cloud adaption is bringing VARs and MSPs at the crossroads of their careers. Similarly, partners may stand to lose valuable affiliates who have helped grow their businesses. SaaS (Software-as-a-Service) and cloud are more than just buzzwords. They are redefining the way people do business and the way that they live in the name of cost-effectiveness, ease of use, and flexibility.

VARs and MSPs are poised to rethink and transition their marketing and sales options to a recurring revenue model—especially because their reluctance seems to be holding back partner sales of cloud solutions.

VARs and MSPs have long basked in their comfort zones of annuity-based or bundled solutions revenue models. However, as businesses give more focus to cost savings, the cloud is fast becoming an attractive alternative. Recurring revenue is something new to VARs and MSPs, and it may take time for them to leave the model they are accustomed to.

What can make VARs and MSPs change their mind? One thing is quite clear: VARs and MSPs are needed. End users trust them as advisors and want to be served by them.

A game plan that sells

Cloud providers or partners need to craft a compelling game plan that sells and a revenue scheme that is attractive to VARs and MSPs. The game plan may look like this:

Restructure the cloud sales team. The skills of people selling cloud services are totally different from those of people selling on-premise solutions. Companies need to revisit the cloud sales team setup and infuse new skills and competencies where needed.

Create a new sales team.  A new sales team with an entirely new profile and a higher level of skills can be a good new start. Hiring parties need to make sure that the new hires possess the necessary business acumen, technical skills, and experience for an impactful kickoff.

Set the right incentive system. Most cloud sales are subscription-based deals with recurring revenues. However, in an integrated sales team model, one-time sales, especially of major products or services, do happen. Companies should devise a balanced sales incentive scheme so that sellers are not solely motivated to sell the one-time deals that are hard to predict and that do not ensure regular revenue. Another strategy is to bundle a number of value-added services around cloud offerings, which means added revenue for the company and increased commissions for the resellers.

Oblige sales team members to generate new customers. Growing sales is not as easy as sustaining sales. Companies need to get their sellers to agree on reasonable sales goals through the generation of new customers.

Instill in VARs and MSPs the benefits that they will get for their businesses. From a strategic standpoint, VARs and MSPs stand to get additional business through cross-selling opportunities. After winning their first sale, this could be an entry point into organizations for other cloud solutions like backup, security, or consultation as well as their traditional IT needs.

The multiple forces of change—new mobile technologies, social media, changing end user expectations—are impacting VAR and MSP options. Now that the door to the cloud is open, it is up to them whether they want to have the edge or lag behind.

Is It Time to Add SIP Trunking as a Service Offering?

As companies upgrade their internal databases, networks, and other communications, they usually find that they have excess capacity beyond their current needs. Given the rise in virtualized and Cloud-based services, it’s inevitable that many see this as an opportunity for further monetization. If a company is only using half of the hardware’s capacity, why not find a business that will pay to use the other half?

This has now extended to SIP trunking, with more Cloud-oriented organizations looking to resell or bundle their own internal communications. When they’re buying bandwidth “raw” from the ISP, with no overhead besides the pure data charges, they’re in a prime position to leverage that bandwidth in their service offerings.

Benefits of SIP Trunking

In short, SIP trunking is a newer revision of Voice-over-IP (VoIP) technologies, with a well-established protocol that allows for easy transmission of voice, video, or other data to\from a wide variety of devices.

Its strength lies in its near universal compatibility with most modern end-user devices and relatively inexpensive hardware. At the low end, the equipment needed to establish on-site SIP trunking is only in the low four-figures, and leasing options are becoming popular as well.

Most Cloud services organizations can afford to buy into SIP trunking today.

Why Buy Voice Service From Non-Phone Companies?

For comparison sake, here’s an idea of how margins look with voice services.

In terms of raw dollars, the cheapest a company is likely to find local + unlimited long distance on a line is $75/month. On the other hand, SIP-based voice communications cost less than a cent per minute. A thousand minutes of voice would cost less than $10.

So a company selling 1,000 minutes of voice for $25 is making a substantial profit, while significantly undercutting the local telephone company.

In other situations, companies haven’t charged for the service, but simply include it in their “premium” bundles as an added incentive.

Major Stumbling Blocks in SIP Reselling

Businesses interested in the monetization possibilities with SIP trunking should also be aware of potential issues that can arise:

1. Unforeseen Infrastructure Needs

SIP reselling puts a strain on all of a network’s systems. Just having the hardware to handle the trunking may not be sufficient to carry heavy loads without other upgrades. Failure to upgrade would nearly guarantee the failure of the venture.

2. Becoming a Phone Company

A company providing phone service to its customers should expect to be treated as a phone company by customers. High levels of reliability would be expected, and there would be increased demands on service staff.

3. Outside Dependencies Beyond Direct Control

Company A cannot resell SIP services without Company B providing them in the first place. If Company B fails, Company A is left in a bad situation. If there are multiple levels of outsourcing involved, through Companies C and D, this can quickly become a tangled and risky web.

Every organization in the chain has to be absolutely reliable, but that sort of reliability is hard to find and harder to guarantee.

Reselling SIP Services Is Growing

Despite these risks, the reselling of SIP trunking is growing steadily and likely to continue doing so for the foreseeable future. With proper planning and informed risk management, it offers new opportunities for services monetization.

7 Strategies to Motivate Telecom Sales Agents

Motivating a telecom sales team is a tough job. There are different egos to feed and individual levels of energy to tap. That said, motivation keeps telecom agents happy and focused, and it inspires them to take their selling passion to the next level, which is where they find self-motivation.

To encourage self-motivation in sales, the business may need to embrace one or all of the following strategies to motivate the team.

Monetary motivators

Money is one of the top motivators for sellers. Giving the right pay, commissions, bonuses, and other incentives helps one strategically manage the telecom sales forces. It also encourages sales talent to stay committed and be more productive for themselves and the organization.

The following are examples of cash incentives that help fire up the selling steam:

1. Basic commissions often consist of fixed payments to both internal and external sales reps for regular sales transactions. Alternatively, especially in highly competitive and discount-driven markets, policy makers can shift the fixed scheme to a more dynamic commission system. The commission rate will depend on the individual telecom agent’s performance compared with that of the other agents in the sales team or it will depend on the amount of discount offered in the transaction.

2. Variable bonuses are intended to the fulfillment of specific sales objectives like the launching of a new product or service, pushing slow-moving items, or generating new leads.

3. Revenue-sharing programs offer cash incentives in the form of certain percentages on the overall sales revenues of the team, depending on individual telecom agent performance. This means that better performers will get better incentives. These programs also foster a healthy competition among sales agents and help build a stronger team.

Non-monetary motivators

While commissions and other cash incentives are great motivators, there are non-cash motivators that can rev up the selling power as well. Not all telecom sales agents are motivated by the same thing. The key to creating a winning sales team is satisfying sales agent needs that no money can buy.

Here are some of those needs:

1. Recognizing performers – The 80/20 rule can be applied to almost anything—from the physical sciences to the social realm to the business world. In sales, it means that 80 percent of sales come from 20 percent of the sales force. While this may be debatable, it remains a fact that not all sales agents perform similarly. Some perform better than others. To motivate performers to do even better, managers need to recognize them in public or present them to the leadership. They can also be tapped to make presentations, share their winning selling experiences in company meetings, or train their peers.

2. Making the selling process fun - Gamification is a new tune in the selling arena where sellers are encouraged to compete within certain rules like in a game. For instance, point scoring and posting the scores publicly help enhance the competitive streak in sellers. Scoring also helps them monitor their performance and how much more sales they need to win the coveted award.

3. Ensuring management support for the sales force – Support can come in the form of technical, IT, training, or back-office backing. These are critical motivation enablers that keep sales forces running efficiently. They can be tools and processes like product catalogs, pricing configurations, comprehensive customer data, customer leads, ordering systems, accounting management, tracking and reporting systems—and others.

4. Assigning good managers – Bad managers create apathetic teams. Sales people need continuous guidance through structured coaching, efficient training, and competency building. Managers also need to lead by example and not compete with their team.

Ultimately, a successful motivating strategy for any telecom sales team is one with a holistic approach that combines diplomatic thinking, monitoring, attention to numbers, and sound judgment.