Before you read this blog, we’d suggest having a look at our guide for becoming a director of sales engineering — if you’re here, you’ve either already done so or managed to secure a spot as a director yourself.
Either way, you’ve got questions. What should you aim to accomplish in your first several months of work? What challenges might you encounter in the process, and what can be done to overcome them?
And most importantly, how do you excel in your new role and guide your organization towards revenue growth?
We’ve got a plan that’ll help you answer all of those questions and set yourself up for success.
Your first few weeks are all about building familiarity with your new employer. As you settle into your new role, you should meet with as many people as possible to learn about the business, the culture, its people, and your team. After all, a director of sales engineering is a leadership role — and you can’t lead if you know nothing about what you’re leading.
By the end of the third week, you should know:
Now that you know who you’re working with, it’s time to learn a bit more about what you’re working with — namely, your organization’s current toolkit for onboarding and proof of concept demos.
Virtual sales are the new normal, and 80 percent of B2B customers say they prefer remote interaction to in-person communication. Cloud sales demos fit perfectly into this new paradigm, simultaneously improving customer engagement and driving sales. This is far from the only reason you should consider incorporating virtual demos into your sales processes; we’ll go into more detail later.
In the meantime, here’s what you should do:
Now that you know everything about what you’re working with, it’s time to start brainstorming how you can improve.
For anyone in a director of sales engineering role, digital transformation is a game-changer. Not only are technologies like interactive demos sales enablers, they’re also revenue generators. There are several reasons for this:
But what can you do if your company hasn’t quite gotten the hang of digital transformation where sales is concerned? Per Forrester:
Finally, for each new technology you want to deploy or change you want to make to your organization’s sales process, you should perform a thorough analysis. Your goal is to prioritize the tasks which:
All this isn’t to say you should abandon any of your planning — just that you should prioritize some ideas over others in the long term.
You made it through your first ninety days. You’ve overhauled and optimized the sales process, established a roadmap for further development, and worked to guide your team to success. How does it feel?
We imagine it’s pretty good. But we’d advise against resting on your laurels just yet. Particularly if you are involved in SaaS sales, the market landscape is notoriously fickle.
Make sure any plans and strategies you’ve deployed are flexible enough to adjust to any market shifts that might occur.
We talked a lot about virtual sales demos and onboarding — and we strongly hinted at their capacity as revenue generators and business enablers. Now it’s time to put our money where our mouth is. We’re not going to tell you, we’re going to show you.
To that end, we recently published a customer success story on how enterprise data and cloud solutions provider Infinidat used CloudShare’s platform to shift to an all-in-one self-service model with its clients. By reading it, you’ll learn: