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How to Run a Successful WhatsApp Sales Team Deployment

Written by Carliff Rizal

· WhatsApp For Teams,Getting Started

On top of having all WhatsApp messages fall into one place so you can manage all sales conversations as a team, YesHello has tools designed to optimize your most powerful asset: your people. Great, right? However, sometimes this can be easier said than done. Familiarize yourself with the following guide to ensure you have a smooth rollout period with high adoption rates.

Identify Your Teams

You might be thinking, "My sales team is going to be doing their job in YesHello, so who else could you be referring to?" Ideally, there should be at least three teams identified for your rollout: stakeholders, power users, and end users.

Stakeholders

These are the people who are spearheading the rollout. They will be responsible for building assets prior to the sales team’s entry into YesHello and are ultimately responsible for the success of the deployment. Common roles include sales ops, marketing ops, sales, managers, and director of sales.

If you are planning on rolling out to 20 or more sales reps, your sales managers should be a separate team. They should be involved in all communications amongst stakeholders, as well as have their own meeting to discuss KPIs and standard reports.

Power Users

Identify 1–5% of your reps to be pilot users. This team has two priorities: 

  1. to identify any gaps in the process or build that the stakeholders haven’t yet identified, and 
  2. to establish authority and knowledge on the team as leaders. 

A power user will become the point person or the YesHello expert on the sales team, establishing peers as points of contact. Good fits for power users are fairly tenured sales reps that are looking for a leadership platform to accelerate their careers, engaged team members who are regularly hitting quota, or those who have expressed interest in management roles or in mentorship.

End Users

These are your remaining reps that will be working in YesHello. For deployments of more than 20 reps, break the remaining users into smaller "waves" to mitigate risk.

Create a Functional Environment

Preparation is key. Building a world in which a sales team can thrive is essential to building confidence in a new platform. This means that anything that can be done ahead of time, should be done in advance of the team’s engagement with YesHello.

Stakeholders should take the following actions after inception of the rollout:

  • Configure the platform, including customizing views in the Messages module.
  • Create sample segmentation strategies by defining and adding any Custom fields needed for segmentation as well as adding new views.
  • Build out several standard-language assets. Much of the magic in YesHello's sales tools is found in the efficiency — having several examples of commonly used messages will demonstrate the value and drive adoption. Recommendations for assets include files, snippets, surveys and automations.
  • Set up user access levels. Decide what level of view/edit access you want teams to have for contacts. Assign roles to users as soon as you have decided they will be working in YesHello.
  • Create a "Day in the Life" guide that will be a one-stop-shop reference point for reps to lean on as they get onboarded. Having this guide will keep the FAQs to a minimum.
  • Educate the team on their support resources. From the initial touch point, your team should know who to turn to with questions. Make it clear to them that they have at least the following resources available: team leads (power users), YesHello technical support, and YesHello Knowledge Base.

Assign Pre-Rollout Homework

Did I mention preparation is key? Dropping salespeople of varying tenures, technical abilities, and interest levels into a new platform with no guidance is a recipe for disaster.

Send a welcome email to notify team members that they will be shifting to YesHello. In this email, include all "homework," such as YesHello webinar videos or YesHello Knowledge Base articles, with a due date. This will allow your high achievers to get familiar with YesHello quickly, while keeping your task masters aware of the due date. For each of your teams, identify which training materials will be required prior to your official introduction to YesHello. Below you'll find common examples based on each team's role.

Power Users, Reps, and Sales Managers

  • Assign webinar videos like 'YesHello Platform Demo' as prerequisites.
  • Send documentation for all user-specific set up. Recommendations include the YesHello Access Levels article as well as knowledge base articles that explain how to:
    • Add users to your YesHello account
    • Create Teams to make it easier to share resource and assign contacts
    • Connect messaging channels to send messages out through YesHello
    • Create Snippets or standardised responses that let's them instantly reply to frequently asked questions in just a couple of keystrokes
    • Upload files that they can later send out in to specific contacts from the Messages Module
    • Create surveys to quickly and automatically collect information from a large volume of your contacts
    • Create Automation rules which allows teams to automate their workflows

Sales Managers

  • Define success KPIs to measure the success of the deployment.
  • Define required reports

Host Q&A Sessions

Hold space for your team to ask questions. By hosting all hands meetings, you are signalling to your team that you value the time they are taking to learn a new system and want them to succeed. Make sure to record these calls for reference and new hire training.

 

We recommend having at least four group calls with users: Power user huddles, power user recaps, Welcome to YesHello! all hands introductions, and all hands Q&As.

Power User Huddle

This session is considered an advanced introduction to YesHello. Have your pilot group on a call with stakeholders to run power users through their day-to-day and have stakeholders set expectations for the group. A soundbite you may want to use is: "We are transitioning the whole team into YesHello, and we need you to try to poke holes in the process so that we can be airtight for the rest of the team. This is a leadership position and your input is highly valued."

Power User Recap

After about two weeks in YesHello, your pilot group will have a good grasp on functionality and will have identified functional gaps. Meet with them to gather their feedback and implement it prior to introducing YesHello to the rest of the team.

Welcome to YesHello! All Hands Introduction

Think of this as the ribbon-cutting ceremony. This will be the most formal session you host, with the value proposition at the beginning detailing what functionality your organization is gaining from making the switch. This will be followed up by a more detailed version of the introduction you gave to the power users in the huddle.

All Hands Q&A

Bring the team back together two to three weeks after the initial rollout. By this point, they will have uncovered any differences in their day-to-day that exist, and they should be comfortable with their support resources (team leads, YesHello technical support, and YesHello Knowledge Base). Use this time to field more advanced questions specific to your business’ workflow.

Celebrate

What you have just accomplished is no small feat! What can be a daunting task can be turned into a streamlined machine with a little preparation time. Congratulations and happy YesHello-ing!

Did You Know?

With YesHello's Advanced Onboarding, a member of our onboarding team will guide you through the rollout process. Explore advanced onboarding to learn more about how the team can help you run a successful YesHello sales deployment.

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