Traditionally sales professionals participate in the sales process from start to finish. Some companies, however, have found a different structure works better. Following a model, in which sales professionals specialize in certain aspects of the sales process, they have increased sales closes by 300%. SalesLoft's Sean Kester explains.

Things have become more competitive for sales professionals. More people are vying for sales positions. Plus, selling itself has become more challenging with competing companies targeting the same customers. The best way to become indispensable in either situation is to be recognized as an expert in your field, says Dorie Clark, author of Stand Out.

Each person on a sales team is different. Depending on a person's role and outputs, he has different skills requirements and training needs. That means companies need a training program that addresses each person's unique qualities. A model that has proved successful is a sales university. With it, companies can create a curriculum that addresses core sales skills, as well as skills required for each sales role, says RAIN Group President Mike Schultz.

When it comes to generating referrals, you need a system. It doesn't have to be rigid system, but it must be a process that allows you to influence the referrals you receive. Using Vickie K. Sullivan's three-step system, you can guide your referral sources and ensure you received qualified leads.

Lean Thinking, long used to improve manufacturing and production processes, has found a use in sales. By implementing Lean Selling strategies, companies have been able to reduce sales waste, increase sales closures, and shorten sales cycle times, says Robert Pryor, author of Lean Selling.

LinkedIn is the most powerful social media tool for sales professionals. Most decision makers are members, and you have ungated access to them. The key is to be proactive in your use of it, says Melonie Dodaro, author of The LinkedIn Code. You can't simply create a profile, collect connections, and wait for buyers to come to you.

Sales organizations usually sell to the user-buyer, where all of the talk is about features and benefits. Sellers feel comfortable doing that. But when they only do that, they miss the other type of buyer within the company—the C-suite. To ensure your chances of winning the sale, you need both sides on board, which means you need two value propositions, says Skip Miller, author of Selling Above and Below the Line.

Technology has created a new type of gatekeeper—noise. The constant sales emails, social media requests, and text messages generate so much noise that decision makers often delete or ignore them. Because of that, salespeople need a multi-pronged approach to get appointments with decision makers.

Sales has always been thought of as more of an art than science. That is changing as more data about sales teams is available. Rather than simply trying something and hoping it works, teams can apply data and metrics and predict success.

You have a great product, but these days that isn't enough to keep customers returning. Customers want to be a part of something bigger. They want to connect with a company's story—their message—and they want to be a part of a community, says Noah Fleming, author of Evergreen. To achieve that, companies must have three qualities: character, community, and content.