SAS INSTITUTE: WITHIN 4 MONTHS, 
A 20%+ INCREASE IN PIPELINE

LEARN WHY SOME OF THE BEST COMPANIES OF THE WORLD CHOOSE SOCIAL SELLING TRAINING.

WHAT CHALLENGES DID SAS INSTITUTE FACE MEETING THE MODERN BUYER?

 

"Sales and marketing is constantly looking at ways to enhance each other's experience along the modern buyer’s journey. 

"We needed a way to continue getting content along that journey from a prospect's behavior standpoint. One of the problems was empowering sales reps to share the content themselves. Marketing had programs in place so we needed to partner with the marketing team and empower our sales force to get the right content in front of prospects in the digital landscape."

"Individuals on sales teams were dabbling with LinkedIn Sales Navigator and some were using Hootsuite monitoring competitors. So we knew that that's where we need to be. That's where our buyers are, they're online, they're on social, they're out there talking about different vendors and we needed to have a voice out there. No longer could we do cold calling, we need to be where our buyers are."

 

SCALABILITY ACROSS NORTH AMERICA, LATIN AMERICA AND EUROPE

 

HOW MUCH PIPELINE BUILD WAS GENERATED THROUGH SOCIAL SELLING?
ACCELERATE GROWTH–ALIGNING SALES AND MARKETING TEAMS TO MEET THE MODERN BUYER
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Copyright © 2015 Sales for Life

Jennifer Hill
Senior Manager Sales Operation
"That's where our buyers are, they're online, they're on social, they're out there talking about different vendors and we need to have a voice out there. No longer could we do cold calling, we need to be where our buyers are."

 

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WHAT WAS NECESSARY FOR SAS INSTITUTE'S IMPLEMENTATION?
  1. ALIGNMENT BETWEEN SALES AND MARKETING Sales can’t do this alone so we started as a pilot together.
  2. EXECUTIVE BUY-IN This is necessary for reinforcement and support which then trickles down throughout the entire salesforce.
  3. SCALABILITY Sales professionals use different strategies however adopting best practices and ensuring scalability across the organization is key.

 

In the first four months, SAS attributed $20 million net new pipeline to Social Selling. 

By the end of 2016, SAS is projecting $500 million in pipeline build.

WHAT SOCIAL SELLING STRATEGIES DID YOUR SALES TEAM TRY?

 

"We wanted to roll this out not just in the United States but in Latin America and Canada so we needed to have a scalable solution. We also wanted to roll this out in a very short time frame. We knew building Social Selling program wasn’t going to happen because of the lack of internal expertise and time." 
 
"We chose Sales for Life because we could imlement it with over 600 sales reps very quickly through Canada, Latin America and United States and now rolling out to Europe."

SAS Institute implemented their Social Selling program with over 600 sales professionals quickly through Canada, Latin America and United States and are now scaling into Europe.

Kristine Vick
Principal Marketing Specialist: Analytics
SAS Institute