Pre-sales: the 3 points that matter most


If you are taking over the pre-sales area or have recently taken over and are in a position to make changes in the area’s structure, needing to build a new pre-sales process with an organization, visibility, and direction for the team, this video is for you.

In this context, we will talk about the 3 points to make this new structure more assertive.

If you want to have quick access to the Pre-sales Kit with Ready-made Playbooks, Worksheets, and Templates, just download the material below:

Pre-Sales Kit

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  1. 3 points to boost your management
  2. Pre-Sales: what is it? Why does it exist?
  3. The 3 Points for a Pre-Sales Structure
  4. Conclusion

3 points to boost your management

So I’m going to talk about 3 very important points that will make your management much better.

I’ve been SDR and I’ve also been closed, so I understand the view from both sides. And I mainly understand the advantages of this division of functions between pre-sales and sales itself.

As a salesperson, I liked this division of tasks because with the SDR giving me qualified leads, I was able to get in direct contact with potential customers who were already a little more mature and ready for that more funnel conversation.

I didn’t need to spend so much time doing so much follow-up.

Pre-Sales: what is it? Why does it exist?

And as SDR I liked being agile, practical, and that’s what we’re going to talk about here: how to build this pre-sales process and the top 3 things you need to have constantly for this process to reach what you need.

And they are precisely this issue of organization, visibility, effective direction of the team.

Before delving into these 3 points, I’m going to talk briefly about the concept of pre-sales and why it exists.

Pre-sales is the area responsible for the first contact with the customer. In this contact, the professional receives a lead, gets in touch with him and tries to understand his pains and needs to assess if he has a profile and real need to use your company’s solution.

If he has a fit with the solution, he schedules a meeting with the seller, the famous passing of the baton.

Briefly, the main objectives of pre-sales are:

  1. Make the first contacts with potential customers and understand them more deeply;
  2. Qualify leads and move them through the sales funnel, passing the potential customer to the seller;
  3. Serve as a quality filter for leads, that is, a potential client may come who seems to be the perfect client, but in the first conversation with him, the SDR realizes that it doesn’t make sense for him to use your solution;
  4. Know how to generate interest in this next conversation with the seller;
  5. Try to understand as much information as possible about that company to pass the information on to the seller who is going to talk to the potential customer to make it easier to close the deal.

In other words: pre-sales needs to find out as much information as possible about the potential customer, and in the same way, let the potential customer know about your company.

I made a kit with various materials about the pre-sales area so you can apply it in the area to facilitate management.

Now that I’ve explained more about the pre-sales area, I’m going to talk about the 3 very important points that will make your management much better.

The 3 Points for a Pre-Sales Structure

#1 – Be organized 

An SDR contacts a lot of customers, right? When I was SDR, my biggest difficulty was managing to organize all the contacts and tasks I would have to do that day.

Let’s say I get 10 potential customers to contact each day. Yesterday, I made the first contact with the 10 by phone. Today, I need to follow the contact attempts, but I’ll email them all.

But today I have 10 new contacts to call. And I also have the follow-up of even older potential customers to follow.

That was my biggest difficulty: being able to easily organize what I need to do on the day, without getting lost in my tasks and being able to do it in a personalized way for each potential buyer.

Because no one likes receiving emails that appear to have been sent by a robot.

And in the midst of all this mess that was my process and the other SDRs, it was difficult for our manager to see what was being done by each one and what was giving results in each attempt to contact.

Sometimes my first email contact was converting more than the rest of the team.

So why not replicate it to everyone? Of course, everyone should change according to the way they talk, but it could be used as a basis to raise the level and results of the entire team.

Therefore, it is necessary to have a lot of organization on the part of the SDRs so that your manager can understand and see what is being done and the results of the actions.

The organization makes it easier for pre-sales professionals to have more time to carry out the tasks and increase the number of contacts made with potential customers and for you, the manager, to have visibility of the tasks performed.

Disorganization takes time and makes it difficult to improve processes. This is a fact. So now I’m going to talk about visibility right there in the sequel.

Another point that I see that disorganizes a process is that, as each professional has a different approach and does emails in different ways, it is difficult to know why one is performing better than the other.

If it’s his email, if it’s his call if it’s his cadence flow. So the visibility of what is being.

#2 – Visibility

Having good visibility means understanding your team’s performance. It is to map and monitor the results of the main process indicators, always focusing on your team’s pain points.

Some examples of indicators that visibility will bring to your team:

1- Data on the conversion rate of the first contact with the lead. And also about the conversion of the other points of contact made with him. It is important to know what is performing best to be able to replicate it for the team.

2- Quality of the cadence streams and of each email specifically within it. So you can see which emails are good, which need to be improved and how they can be improved.

3- Have quantitative rather than qualitative feedback on the process. Qualitative feedback is when you are content with what your team tells you about the tasks performed.

For example, an SDR tells you the quality of the call subjectively. He says it was good, but what is a good call? A good connection, for me, is one that converts. That’s when the call gets results. Numbers.

That’s when you have numbers that prove that call was good.

In other words: visibility is understanding how the team’s tasks are being performed. And how to direct actions to achieve greater results.

#3 – Know how to direct the team

Giving direction to your team is to simplify the adoption of best practices for everyone.

The direction of the team is in the hands of the manager. And it makes all the difference in the team’s performance.

Many teams have stagnant results, are unable to make continuous improvements, spend a lot of time to increase team performance and train new employees, in addition to having difficulty prioritizing tasks.

This is all a reflection of a team with little guidance from its manager.

A well-oriented team has:

• Greater motivation to work;

• Less time spent on training new professionals in the area

•Reduced time to adopt new processes.

•In addition to several other points for improvement.

Directing develops your team faster, they are more motivated because they will see things happen, and a motivated team generates better results.

In other words: direct your team, talk to them, be transparent and open up so that they can talk openly about difficulties they may be going through instead of pushing with their belly.

I guarantee it will make a big difference in your process.


For me, organization, visibility and good direction are the 3 keys to success for a pre-sales team.

And to help you, even more, I made a kit with several top materials on the pre-sales area for you to use and improve the area. Oh, and it’s free, okay.

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