As Co-Founder and VP Global Sales of 3D2B, Sabrina brings extensive international marketing and sales experience to the company.
Sabrina's professional experience includes six years in New York City as Marketing and Promotion Manager at Hachette Filipacchi's Consumer Electronics Group -- a series of consumer electronics magazines with worldwide distribution.
After relocating to Europe, Sabrina became Account Director at TECHMAR, a leading American customer acquisition company with locations throughout Europe and the U.S. Based in Munich, Germany, Sabrina was responsible for Key Account Management and driving EMEA business development strategies for clients such as HP, Oracle, and Olivetti – an annual combined sales quota of over 210 million USD.
Today, Sabrina is VP of Global Sales, driving 3D2B to new heights. She works closely with the executive management team, establishing the vision for the company and ensuring that all revenue objectives are met. As VP of Global Sales, Sabrina is responsible for building and managing the 3D2B multi-national sales organization, driving all new and existing sales revenue, and developing and implementing new business strategies to acquire, retain and grow 3D2B’s global client portfolio and revenue.
Sabrina holds a Master's Degree in Advertising from New York Institute of Technology in New York City and is fluent in English and Italian.
How many connections do your company’s employees have on LinkedIn? How many followers does your LinkedIn company page or Twitter feed have? It’s easy to get excited as these numbers build, but does it really matter?
Yes and no.
It matters because more connections and followers can result in an increased number of leads and ultimately boost revenues. However, the sad reality is there’s no guarantee that social media buzz will transform magically into qualified leads.
So how do you transform online followings and social activity into bottom-line results? You need to integrate your social media marketing initiatives into your lead generation process.
In my last post, The Causes and Ramifications of Your Inside Sales Turnover Problem, I outlined why so many companies are facing constant churn among their phone agents. The issue is driven by the challenging nature of the job, the rush to hire and fill positions quickly and the intense competition for qualified personnel. Given the lengthy time to hire a new rep and bring them up to speed (from nine months to well over a year), it’s a costly problem.
But have you ever considered how this issue impacts your bottom line? Have you had the time to slow down and think about new ways to solve it?
If not, read on.
You’re constantly battling with the revolving door of inside salespeople. You feel as if you’re always recruiting, hiring, training and then seeing the fruits of your labor walk out the door. It’s frustrating.
It may make you feel better to know that with turnover rates for telephone agents at 20 percent, you have plenty of company. But that doesn’t solve it. Understanding what drives the flux in inside sales is the first step in finding the solution which, so far, has eluded you.
The three primary drivers of the turnover issue include:
Sometimes sales fluctuate a little from month to month. And at other times, sales gyrations feel more like a roller coaster. You just wish you had more control over the ups and downs, allowing you to forecast your future revenue with some degree of certainty. For this dream to become a reality, you need an inside sales team that fires on all cylinders all the time.
How do you make that happen? Sales enablement.
You want to make your sales team’s job as easy as possible and help them to win more deals. That means offering training and coaching to increase success rates, adopting sales processes and technologies that improve efficiency, and creating content that helps move prospects through the buying cycle. Essentially, you remove the barriers to success, establish a predictable process and allow your salespeople to do what they do best — sell.
Here are five essentials of sales enablement that can help your salespeople to meet and even exceed their quotas.
One theme dominates the shifts in the B2B sales and marketing world — technology. That’s because technology enables us to target prospects and customers more efficiently, personalize our outreach, build relationships from remote locations and integrate our sales and marketing process. As such, it empowers B2B leaders to be more successful than ever before in engaging and selling customers.
While the three transformations I cover below are not new, as they continued to prove their worth in 2017, they all became more widely entrenched. Read on to find out whether your organization is keeping up with the latest winning strategies or has opportunities to increase sales and marketing successes.
Despite rumors of its demise, email marketing remains a workhorse for B2B marketing. In fact, 95 percent of B2B marketers use it. Marketers consider it to be the best channel for distributing content, and it also generates revenues. According to Fast Company, for every dollar invested in email marketing, there is a $43 return. That’s a staggering 4,300 percent ROI.
If B2B email marketing is worth doing, it’s worth doing right.
So how do you maximize your chances of reaping that $43 return … or perhaps even more? Here are some best practices that can increase your chances for B2B email marketing success.
It seems like you put endless amounts of time and energy into generating leads. But to what effect? Too many of them turn into dead ends.
It’s not surprising that you’re frustrated. Your leads should be converting at higher rates. And while you’re upset that your company’s salespeople aren’t squeezing the most out of each lead, they’re complaining about quality.
Perhaps your reps are working hard, but they simply don’t know enough about the science of sales conversations. What works? What fails?
Thankfully, because of Big Data, the answers to these questions are becoming clearer. It’s revealing the secrets of top performing sales reps. In fact, the self-learning conversation analytics engine Gong has analyzed hundreds of thousands of sales calls to determine how calls that convert differ from average calls.
Here are some of the fun facts they discovered:
Are you ready to increase sales close rates? If so, you may not need to invest in the latest technology, hone your sales techniques or take a new marketing strategy for a spin. Instead, boosting close rates could be as simple as helping your salespeople to rediscover the basics: Putting customer interests first, listening actively and empathizing with their concerns.
“If you want to go upmarket, which you absolutely must to grow, you have to go outbound. Winning large customers is much more about causing sale, not just catching one.”— Ken Krogue, President and Founder, InsideSales.com
Account-based marketing is quickly gaining popularity. It’s a strategy that aligns sales, business development and marketing around the potential deals that can have the most impact on a company’s future revenues. To execute account-based marketing tactics, you will likely need to transform the approach of your business developers.
How do the account-based business developer’s activities differ from those of typical telesales representatives?
The job of the account-based business developer is to open doors at the big accounts that matter most. So, rather than simply qualifying inbound leads, they use outbound tactics — phone, email and social selling — to stir up sales opportunities with high-value prospects. Based on in-depth research, reps contact prospects in a personalized way that provides value. The emphasis is on long-term gains, not quick hits.
Challenges that are part and parcel of new market expansion and product introductions include executing in-depth market research, filling distribution gaps, honing marketing tactics and building internal resources to support the initiative.
Given that leaders are juggling multiple priorities, it’s not surprising that they sometimes fall flat when attempting to scale inside sales to meet expansion goals. After all, there’s a lot involved — creating a sales process, hiring and training sales people, and ensuring they have the tools they need to do their jobs efficiently and successfully.
Let’s take a quick look at each of these challenges and how to tackle them.