CRM and Sales: intelligence and objectives achieved

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CRM and sales, two concepts that have always gone hand in hand because if CRM means business intelligence, control, effectiveness and efficiency; sales is the tip of the iceberg of a company, the benchmark by which all action and strategy within a company is measured. And although it is much more than that, CRM is usually understood as the sales software par excellence, the tool korea telegram mobile phone number list that takes both its performance and its processes to another level. Today we are going to talk about how a CRM can influence a sales team.
And as we have been saying throughout this blog, a
CRM
It is a fundamental tool within a company, regardless of its size. For example, here you



can see how



This software feeds the Marketing strategy
But in this article we tell you about the symbiosis that exists between CRM and sales.

At Teamleader we always say that we are more than just a CRM
,
but at the same time we ensure that CRM is the core of our software. We believe this because CRM and the strategy behind it is what puts the customer at the center of a company, a software and a business model on which an entire company and the processes it needs to achieve its objectives can be structured because at the end of the day, what company wouldn't say that everything revolves around its customers? Taking this "Customer Centric" philosophy, we have created modules for project, task and team management or a billing module and even a ticketing system, but always keeping in mind that CRM is Sales and that sales need speed, information, accessibility and mobility. How can CRM help?
Teamleader
to this? Let's first put ourselves in context and look at some of the professional profiles that are usually found in any sales team.

Inline Administration1 CRM
CRM and Sales: 2 sales profiles and two different realities
Our experience, both internally and from what our clients tell us throughout Europe, tells us that in the sales department we usually find two types of salespeople, each with their own strong points and their weaker points. A methodical and organized salesperson who understands sales as a maturing process without having to or needing to force it; and another “closer”, profiles with an innate instinct for closing sales, a sure eye that also leads them to neglect other aspects that are no less important in sales, such as follow-up and documentation. This dichotomy is the same as the traditional question of “Are salespeople born or made?” We are sure you have asked yourself this question at some point. Let’s play at being human resources specialists and draw these profiles: