Three Ways High-Tech Firms Can Use Inside Sales to Target the Big Middle

Posted by Brandon Mills on Thu, Jan 04, 2018

This post is the third in a four-part series on how high-tech companies can improve coverage of the “big middle” market segment.

The “big middle” market segment—companies with $100 million to $1 billion in annual sales—represents a huge opportunity for high-tech firms. ZS’s recent research on the big middle shows that there are several opportunities for high-tech companies to improve their sales processes to better target this segment. One way to do so is to more effectively leverage inside sales teams.


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Is Your Sales Team Wasting Time and Money in the Big Middle?

Posted by Ty Curry on Tue, Dec 19, 2017

This post is the second in a four-part series on how high-tech companies can improve coverage of the “big middle” market segment.

In a recent Harvard Business Review article, ZS co-founders Andy Zoltners and PK Sinha discussed the importance of improving sales force allocation. “Salespeople can work smarter, not harder, by dividing their time more appropriately among customers and sales activities. Sales effort allocation has a large impact on sales and profits,” they wrote. Sales reps often waste money by investing time in the wrong activities and by focusing on the wrong accounts. Focusing on accounts with the most potential is critical. Making sure that your sales force is spending time on the right things will help high-tech companies improve performance by better targeting the valuable yet elusive mid-market segment: companies with $100 million to $1 billion in annual sales, known as the “big middle.”


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Autodesk's Approach to Motivating a Millennial Sales Force and Tackling Some of the Biggest Sales Comp Challenges

Posted by Alex Southworth on Thu, Aug 17, 2017

For high-tech companies, a strong inside sales function boosts efficiency and lowers costs, and for millennial-age salespeople, inside sales roles offer the chance to collaborate with a team instead of working solo in the field.

After ZS’s 2017 Comp Bytes event, where executives from leading high-tech brands met to discuss sales compensation challenges and innovations, I spoke with Robert Bieshaar, senior director of worldwide sales and services incentive compensation at Autodesk, to learn how inside sales models are evolving at his organization, what he and his colleagues are doing to motivate the next generation of salespeople, and how Autodesk is working to overcome one of the most common and cumbersome sales comp challenges: goal-setting fairness.


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Sales is (Becoming More of) an Inside Job

Posted by Kyle Heller on Wed, Jan 07, 2015

ZS_REALITY_WORKS_ISR_EXECUTIVE_SUMMARYAt a 2013 Inside Sales Virtual Summit, one speaker noted, “Prospects now participate in sales presentations via Skype, web conferencing and video. These tools are quickly catching on and overtaking face-to-face visits and traditional meetings, which are expensive and too time consuming for busy buyers. Inside sales will soon surpass field sales.” While that prediction was made a little more than a year ago, the market seems determined to make it a reality. In fact, a recent study by ZS and Reality Works Group, “Outside In: The Rise of the Inside Sales Team,” found that 40 percent of large technology companies plan to increase their inside sales headcount by 2016. So, what’s driving that desire to change?


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