How to Build a Virtual Sales Team in 2025: Step-by-Step Guide for Sales Leaders

Major Takeaways: Virtual Sales

Virtual Sales Is Now the Standard

• 80% of B2B sales interactions are virtual in 2025, requiring sales leaders to adapt fast or risk being outpaced by digitally agile competitors.

Build Teams Around Specialized Roles

• High-performing virtual sales teams use clearly defined SDR, AE, and Sales Manager roles to streamline pipeline development and deal closures.

Outsourcing Accelerates Speed and Results

• Outsourced virtual sales teams can deploy 3× faster than in-house teams, giving you on-demand access to expert talent and proven outbound infrastructure.

Structure Drives Consistency

• A detailed virtual sales process—from outreach to close—improves conversion rates and ensures no lead falls through the cracks in remote environments.

The Right Tools Are Essential

• Top-performing virtual sales teams rely on CRM, video conferencing, AI-based prospecting, and sales engagement platforms to scale efficiently.

Remote Onboarding Requires Strategy

• Virtual sales onboarding should blend playbooks, shadowing, and recorded training to accelerate ramp time and drive early productivity.

Leadership and Culture Are Key

• A well-run virtual sales floor boosts morale, accountability, and results by simulating in-office energy with daily stand-ups and real-time collaboration tools.

Training Never Ends

• Continuous virtual sales training, call coaching, and playbook updates ensure your team stays sharp in a fast-changing remote selling landscape.

Introduction 

Imagine this: It’s 2025 and 80% of B2B sales interactions are happening through digital channels (1). B2B buyers are now comfortable signing six-figure deals over Zoom and email, and companies that adapt to virtual selling are pulling ahead. Yet many sales leaders still struggle with one pressing challenge: how do we build a high-performing virtual sales team that consistently hits quota? In this guide, we’ll walk you through exactly that – step by step. You’ll learn what virtual sales really means, how to structure and equip a remote sales force, and actionable tips to manage them for success. By the end, you’ll have a roadmap to transform your sales organization for the digital era.

What Is Virtual Sales?

“Virtual sales” refers to conducting the entire sales process remotely using digital communication tools rather than traditional face-to-face meetings. In virtual sales, your sales reps (“virtual salespeople”) engage prospects via phone, email, video conferencing, social media, and other online channels instead of in-person visits or events (5). Product demos are done through screen-shares or webinars, proposals are delivered as digital documents, and negotiations happen over video calls or collaborative online platforms. Essentially, technology bridges the gap between seller and buyer.

This approach rose to prominence during the pandemic and has since become a mainstay of B2B sales. Why? It’s efficient and scalable – reps can reach far more prospects in a day when they’re not traveling. It also aligns with changing buyer preferences: today’s business buyers often prefer digital self-education and remote interactions over sitting through long in-person meetings. In fact, research finds that 80% of B2B sales are now conducted virtually (2), and even enterprise procurement teams are willing to make significant purchases without ever shaking a salesperson’s hand. (One recent study showed 71% of B2B buyers would spend over $50,000 through remote sales channels (3), signaling just how normalized virtual selling has become.)

In short, virtual sales is no longer an experimental concept – it’s the new normal. Sales leaders must understand how to harness this model effectively, which starts with building the right team.

Why Virtual Sales Teams Are the Future of B2B (Trends & Benefits)

Building a virtual sales team isn’t just a nice-to-have in 2025 – it’s a strategic imperative. Let’s quickly look at why virtual selling has surged and the key benefits of embracing a remote sales force:

• Customers Demand Digital: B2B buyers now do extensive research online and often prefer remote interactions. Gartner predicts that by 2025, 80% of B2B sales interactions between suppliers and buyers will occur in digital channels (1). If your team isn’t set up to sell virtually, you risk missing where most customer engagement is happening. The convenience of hopping on a quick Zoom call or getting a personalized video in an email can make the difference in closing a deal.
  
• Wider Reach & Higher Productivity: Virtual sales teams can engage prospects anywhere in the world without travel. A remote rep’s “territory” is only limited by internet access. This dramatically increases your addressable market. Moreover, without time lost to commuting or flights, reps simply have more selling time. McKinsey found that remote sales representatives can reach 4× as many accounts in the same amount of time as field reps, and consequently generate up to 50% more revenue than their in-person counterparts (3). That’s a huge productivity lift for your team.
  
• Cost Efficiency: Maintaining an inside sales team is often more cost-effective than a traditional field team. You save on travel expenses, office space, and can hire talent from lower-cost regions. Many companies also outsource parts of their sales process to virtual sales agencies (more on that later) to avoid the overhead of full-time salaries and benefits. The result is a leaner cost structure without sacrificing coverage. For example, instead of opening a new regional office, you might deploy a virtual rep to penetrate that market remotely.
  
• Agility and Scalability: Because it’s not constrained by location, a virtual team lets you scale quickly. Need to expand into Europe or APAC? You can hire reps in those time zones (or work with an outsourced provider) without establishing a physical office. On the flip side, if market conditions change, a virtual team can contract more easily than an office-based team. This flexibility is ideal for startups and evolving businesses. It’s no wonder over 71% of U.S. employers have now adopted hybrid/remote work arrangements by 2023 (4) – agile workforce models are here to stay.
  
• Access to Top Talent: When hiring virtually, you’re not limited to the local talent pool. You can recruit the best salespeople from anywhere, bringing diverse skills into your team. Is there a rockstar SaaS salesperson based in another state or country? In a virtual model, they can still join your sales org with ease. Additionally, partners like Martal Group maintain teams of trained sales professionals on-demand, allowing companies to tap into experienced talent without the lead time of internal hiring.
  
• Data-Driven Selling: Virtual selling naturally leverages technology, which means you can track and analyze everything. Calls can be recorded and analyzed for insights. Emails and LinkedIn outreach can be logged and A/B tested. Your CRM and engagement tools become the backbone of the operation, giving sales leaders real-time visibility into activity and pipeline health. With the right tools (covered below), a virtual sales team can be a well-oiled, metrics-driven machine that continuously optimizes its outreach based on data.

Of course, managing a remote team isn’t without challenges – from maintaining morale and culture to ensuring clear communication. We’ll address those in the steps ahead. The good news is that with the right structure and practices, virtual sales teams can outperform traditional ones on many fronts. The following step-by-step guide will show you how to build your team to capture these benefits.

Step-by-Step: Building Your Virtual Sales Team

Ready to build a winning virtual sales team? Let’s break down the process into practical steps. Whether you’re starting from scratch or transitioning an existing team, these steps will help you create a cohesive, productive remote salesforce.

Step 1: Define Your Virtual Sales Strategy and Goals

Every successful team starts with a clear strategy and goals. First, ask yourself: What are we trying to achieve with our virtual sales team? Define your sales objectives and SDR KPIs up front. For example, your goal might be to generate 50 qualified demos per month, or to achieve $X in new pipeline each quarter through remote selling. Pinpoint the metrics that matter – e.g. number of outbound calls/emails per rep, conversion rates at each stage of your virtual funnel, average deal cycle length – and set targets for the team.

Also consider your target market and offerings. Which customer segments will the virtual team focus on? Perhaps your remote SDRs (Sales Development Representatives) will prospect small and mid-market leads nationwide, while field reps handle a few strategic enterprise accounts. Clarify this division. Map your buyer persona and their journey: how will a virtual approach cater to their needs? For instance, if you sell software to IT managers, your strategy might lean heavily on video demos and screen shares. If you’re targeting busy executives, maybe the focus is on concise email value props and LinkedIn outreach. Align your virtual tactics with how your buyers prefer to engage.

Don’t forget to involve other departments in strategy setting. Marketing and Sales should be aligned, especially in a virtual environment where digital touchpoints blend. Ensure your marketing team can feed the virtual sales team with a steady flow of leads (via content downloads, webinar attendees, etc.) and that both teams agree on lead qualification criteria. We recommend creating a simple sales playbook document at this stage capturing the strategy: your team roles (next step), target customer profiles, outreach channels, sales pitch/messaging guidelines, and the defined KPIs. This playbook will be invaluable for onboarding and keeping everyone on the same page.

Finally, establish the tech foundation for your strategy (we’ll dive deeper into tools later). For example, decide on what CRM and engagement platform to use from day one, so all your goals and activities can be tracked consistently. In a virtual sales model, clarity is critical – when reps aren’t in the office, your strategy document and CRM become the “virtual boss” that guides daily actions. So, nail down that strategy and communicate it clearly to set a strong foundation.

Step 2: Identify Key Roles and Structure for Your Virtual Sales Team

With your strategy in place, determine which roles you need on your virtual sales team and how you’ll structure the team. In many B2B organizations, a winning formula is to specialize roles similar to a traditional sales org, but with all players operating remotely. Common virtual sales team roles include:

• Virtual Sales Development Representatives (SDRs) – SDRs focus on outbound prospecting and lead qualification. They generate initial interest via cold calls, cold emails, LinkedIn outreach, etc., and book meetings or demos for your senior sellers. In a virtual context, SDRs are expert digital door-openers, adept at crafting compelling email copy and getting prospects to engage online. They are the ones turning cold contacts into warm opportunities through persistent outreach. (Fun fact: SDRs who excel at virtual outreach can dramatically boost pipeline generation – remember those five follow-ups? 80% of successful sales require five or more follow-up calls or emails, yet nearly half of reps give up after one attempt (2). A great virtual SDR will never let a good lead fall through the cracks.)
  
• Virtual Account Executives (AEs) – AEs take qualified opportunities (from SDRs or inbound leads) and run the full sales cycle to closing. They conduct discovery calls via Zoom, deliver product demos or presentations online, address buyer questions over email/Slack, and negotiate contracts electronically. A virtual AE needs to be highly skilled at building rapport through video and phone – reading tone of voice, engaging multiple stakeholders in remote meetings, and keeping deals moving without face-to-face contact. They might also be responsible for generating their own opportunities in some cases (especially if you don’t have SDRs), but their primary focus is closing deals that the virtual team has sourced.
  
• Virtual Account Managers/Customer Success (if applicable) – If your sales team also handles existing accounts or renewals, you may include account managers or CSMs in your virtual team. They would manage client relationships remotely, conduct QBRs (Quarterly Business Reviews) via video conference, and upsell or cross-sell. This role ensures your virtual selling doesn’t stop at the new sale but continues through the customer lifecycle.
  
• Virtual Sales Leader/Manager – Don’t overlook leadership. A virtual SDR manager is essential to oversee the team’s performance and keep everyone coordinated. This person could be you (the CRO, VP Sales, etc.) or a dedicated remote sales team lead. They will run regular check-ins, coach reps by reviewing call recordings, and act as the bridge between the virtual team and the rest of the organization. Managing people you don’t see in person daily requires intentional effort – a strong virtual sales manager sets clear expectations, monitors the numbers closely, and maintains team morale (more on that in Step 7).

Your team structure might combine these roles in various ways. For example, a common model is an “SDR – AE duo” where each Account Executive has one or two SDRs working virtually to feed them meetings. Or you might have a pooled SDR team supporting several AEs. If you’re a small business or startup, one person might wear multiple hats initially (e.g. an AE doing their own prospecting). Define the structure that fits your size and goals.

Importantly, profile the ideal qualities for each role in a virtual setting. What makes an effective virtual salesperson? Look for self-motivated, independent workers who have excellent communication skills in writing and on video. They should be comfortable with technology and quick to learn new tools. For SDRs, you’ll value creativity in digital outreach and persistence; for AEs, the ability to deliver engaging presentations via screen and to build trust without meeting in person is key. Also consider time zones – if you’re covering multiple regions virtually, you may structure the team by region (e.g. an EMEA virtual sales pod vs. Americas pod) so that work hours align with prospects.

Lastly, decide if you’ll centralize or distribute the team. Will all virtual reps report to one manager (centralized) or will they be embedded in regional/industry teams (distributed)? A centralized virtual sales unit can concentrate expertise and standardize processes. However, distribution might make sense if different product lines or markets require deep specialization. There’s no one-size-fits-all; just be deliberate so everyone knows “who does what” and how handoffs happen in your virtual sales process.

Step 3: Hire the Right Talent (or Sales Partner) for Your Virtual Sales Team

Now that you know the roles you need, it’s time to fill those seats. Hiring for a virtual sales team comes with its own set of considerations. You have two main paths: hire in-house employees or outsource inside sales to a sales partner (or a combination of both). Let’s break down how to approach each and what to look for in candidates.

Hiring In-House Virtual Salespeople: When recruiting your own remote SDRs or AEs, standard sales hiring criteria apply (track record of hitting targets, industry knowledge, etc.), but you also want to screen for traits critical in a remote environment. During interviews, probe for self-discipline and remote work skills. Ask candidates about their daily routines when working from home, how they stay organized, and their comfort level with various sales tech (CRM, Zoom, outreach tools). A great virtual sales hire will have examples of being proactive and accountable without in-office oversight – for instance, an SDR might share how they exceeded their call/email goals from a home office setup, or an AE might describe closing deals entirely via video conferencing.

It’s wise to include a role-play or assignment in your hiring process to see their virtual selling skills in action. For an SDR, you could have them draft a mock prospecting email or leave a sample voicemail based on a scenario. For an AE, maybe present a short demo of your product (give them sales collateral and see how they’d pitch it remotely). These exercises show you how the person communicates through the channels they’ll actually use on the job. Also, check their technical setup – reliable internet, a quiet workspace, quality webcam/microphone – since those are essentially their “office” in a virtual role.

Keep in mind, building an in-house team takes time and resources. You’ll be investing in recruiting, training, and managing each individual. The upside is you’re cultivating reps deeply familiar with your company and you retain full control (and ownership of the team’s expertise). Companies often prefer in-house hiring when they want long-term sales culture and have the budget and time to develop talent internally.

Outsourcing to a Virtual Sales Partner: The alternative (or complement) to direct hiring is to partner with a sales outsourcing firm that provides trained virtual sales reps on demand. This is essentially “renting” a ready-made virtual sales team from an sales agency. For example, Martal Group (that’s us!) offers a model where you get experienced SDRs and account executives who act as a fractional extension of your in-house team. We’ve spent over a decade building an award-winning sales team that can step in to generate leads and appointments for your business quickly.

Why do companies outsource? Speed and expertise. An outsourced virtual sales team can often be deployed in a matter of weeks, not months. You skip the lengthy hiring and training process because the partner has already done that work. Additionally, providers like Martal bring specialized knowledge of modern outbound sales strategies, email deliverability, cold calling techniques, etc., honed across many clients. This can significantly boost your results – you’re essentially hiring a team that’s already expert in virtual selling. Outsourcing lead generation can also be more cost-effective: you avoid full-time salaries/benefits and typically pay a monthly fee or per-meeting rate that’s aligned with outcomes. If you need to scale up or down, it’s as simple as adjusting the contract.

Of course, there are pros and cons to each approach. Here’s a quick comparison to help decide what’s right for you:

Table: In-House vs Outsourced Virtual Sales Teams – a comparison of key factors.

Many organizations use a hybrid approach, combining both methods. For example, you might keep a small in-house sales team for strategic accounts, and outsource an SDR team to tackle cold outreach for SMB leads. Or outsource sales and marketing  initially to ramp up fast, then bring hiring in-house later. The right mix depends on your stage and priorities.

Pro Tip: If you do outsource, treat your external team as part of your company. Integrate them into your CRM, have them join your team meetings, and share feedback regularly. The more seamless the collaboration, the better the results. A quality outsourcing partner will operate transparently – for instance, Martal provides detailed reporting and uses your branding in outreach, so prospects feel like they’re interacting with your company, not a third party.

In summary, hire carefully if going in-house, and choose reputable partners if outsourcing. Either way, aim to get A-players on your virtual sales team. A great rep who is motivated and skilled at remote selling can be exponentially productive, while a poor fit will struggle without the structure of an office. Invest the time to build the right team – it’s the heart of your virtual sales success.

Step 4: Develop Your Virtual Sales Process (Playbook & Pipeline)

Building the team is one half; giving them a structured process to follow is the other. In a remote environment, having a clearly defined virtual sales process (and accompanying playbook) is crucial to keep everyone coordinated and effective. This process maps out how your team moves a lead from initial contact to closed deal using virtual methods.

Start by outlining the stages of your sales funnel just as you would normally, but detail how each stage is handled virtually. For example, your stages might be: Prospecting → Connect Call → Discovery → Demo → Proposal → Close. Now document what happens at each stage:

• Prospecting Stage (Top of Funnel): How will leads be sourced and contacted? Define the mix of channels (cold email, phone calls, LinkedIn messages, etc.) your SDRs will use and in what sequence. For instance, your process could be: Day 1 – send a personalized email; Day 3 – follow up with a call and voicemail; Day 5 – reach out on LinkedIn with a connection request, and so on. Use a cadence that’s appropriate for your audience. Make sure this is written down as a repeatable workflow. Modern sales engagement platforms allow you to set up these sequences so that reps are reminded automatically when to send each touch. Consistency is key – you want every rep following best practices rather than ad-hoc approaches.
  
• Qualification & Discovery: Once a prospect shows interest (replies to an email, fills a form, etc.), define how the initial connect call or discovery call is conducted. Typically, an SDR or AE will schedule a 15-30 minute Zoom call to understand the prospect’s needs. Provide a discovery cold call script or checklist in your playbook. Even though it’s virtual, the fundamentals of needs-based selling apply – ask about their pain points, budget, decision process. One advantage of virtual calls: they can be recorded (with permission) and reviewed later for notes or coaching. Decide if you want reps to use video on these calls (video can build more rapport, but some prospects may prefer a voice call – adapt based on what works).
  
• Demo & Proposal: For product-focused sales, the demo stage is often where virtual selling shines. Plan out how demos will be delivered – e.g. via screen sharing a live product instance or a slide presentation for services. Make sure your team is trained on the conferencing tools (Zoom, Microsoft Teams, etc.) to avoid fumbling with technology in front of the prospect. It’s wise to have a standard demo deck or environment ready for reps to use. After the demo, the next stage might be sending a proposal or quote. Here, your virtual process could leverage e-signature software (such as DocuSign) to speed up closing – no need to mail paperwork when you can close deals entirely online. Clearly outline how proposals are created, who approves them internally, and how they’re delivered to the client (perhaps through a personalized email with an attached PDF or via a secure proposal portal).
  
• Follow-Up and Nurturing: One thing that doesn’t change with virtual sales is the need for persistent follow-up. In fact, it’s arguably more important now, since prospects are often juggling many digital conversations. Define your follow-up protocol. For example, after a demo, your AE should follow up within 24 hours with a recap email and next steps. If a proposal is out, schedule regular check-ins (via email or short call) before the decision date. Utilize your CRM to set task reminders for these follow-ups. As mentioned earlier, most deals require multiple touches – sales reps who stay professionally persistent in the virtual realm win more business. You might include sales email templates in your playbook for common follow-up scenarios (e.g. “Just checking in” notes, sharing a relevant case study, etc. to keep nurturing the prospect).
  
• Handling Objections and Negotiation: Map out common objections you encounter and how to address them remotely. For instance, if prospects often say “call me next quarter,” equip your team with email templates to continue nurturing (perhaps sharing industry insights to stay on their radar). If price negotiations happen, decide if those are done via email or a live call. Some reps find it effective to hop on a quick video call to talk through a pricing discussion – it’s more personable and less prone to miscommunication than a long email thread. Empower your team with guidelines on discounting or approval processes, so they aren’t stuck waiting days to respond to a pricing request. In virtual sales, responsiveness can make or break a deal – you want your process to enable quick turnarounds.
  
• Closing and Handoff: Finally, detail what the close looks like. Once the customer says “yes,” how will the paperwork be executed (e-signature, purchase order through email, etc.)? After closing, ensure a smooth handoff if another team (like implementation or customer success) takes over. Your virtual sales process should include notifying the next team, perhaps scheduling an introduction call (virtually, of course) to transition the relationship. This professionalism at the end of the sales process leaves a great impression and sets up referrals or future add-on sales.

Document all these steps in a Virtual Sales Playbook that lives somewhere accessible (a shared drive or wiki). This becomes the bible for your team’s operations. It not only standardizes best practices, but also helps onboard new hires faster (they can study the playbook and understand your process in days).

One more tip: leverage data to refine the process continually. Because virtual interactions are trackable, analyze conversion rates at each stage. For example, if you see that only 20% of demo calls convert to proposals, dig in – maybe the demos are too generic or not hitting the mark. You could implement changes (like adding a custom ROI slide to the demo) and see if the metric improves. Your sales process should be a living thing that you optimize over time. By monitoring the pipeline in your CRM, you can spot bottlenecks and coach the team or tweak the playbook accordingly.

In summary, a well-defined virtual sales process ensures no lead falls through the cracks and every rep knows exactly how to execute from hello to close, all in a coordinated, professional manner online. With the team and process in place, let’s equip them with the right tools next.

Step 5: Implement the Right Virtual Sales Solutions (Tools & Technology)

A virtual sales team is only as effective as the tools and technology (“virtual sales solutions”) supporting it. In an office, a rep might only need a phone and a handshake; in virtual sales, your team needs a robust digital toolkit to engage customers and collaborate internally. Let’s break down the essential categories of tools and some best practices for using them:

• Customer Relationship Management (CRM) System: Your CRM is the central nervous system of a virtual sales team. It’s where lead and account data lives, and where you track all sales activities and pipeline progress. Whether you use Salesforce, HubSpot, or another CRM, make sure every team member is trained to use it diligently. Log every call, email, and meeting. This creates transparency since managers can’t physically “see” what a rep is doing day-to-day. A well-maintained CRM provides that visibility. Bonus: Many CRMs have built-in dashboards – set up dashboards for key metrics (calls made, emails sent, deals in each stage, etc.) so reps and managers alike can monitor progress in real time.
  
• Sales Engagement Platform: These are tools like Outreach, Salesloft, or HubSpot Sales Hub that help automate and manage your multi-channel outreach sequences. They enable reps to send personalized emails at scale, auto-dial calls, and even connect on LinkedIn systematically. According to industry data, the most effective tools for remote selling are prospecting and sales engagement tools (cited by ~25-27% of sales professionals) (2). Essentially, these platforms act like an assistant, reminding your virtual SDRs who to follow up with and when, so no lead gets forgotten. If you partner with Martal Group, you benefit from our own AI-driven sales engagement platform that we’ve developed to optimize outreach – it can verify emails, track engagement, and even manage sending across multiple domains to protect deliverability. Whether in-house or outsourced, ensure your team has a tool to organize their outreach workload efficiently.
  
• Video Conferencing and Demo Tools: Since face-to-face meetings are off the table, invest in reliable video conferencing software (Zoom, Microsoft Teams, Google Meet, etc.). Everyone on your team should have a professional account setup. Encourage using video during calls when appropriate – seeing each other’s faces helps build connection. But also be flexible; some prospects might disable video, and that’s okay. For demos, tools like Zoom (with screen share), or dedicated demo platforms (e.g. Demio, Webex, GoToMeeting) should be tested to ensure they can smoothly show your product. Also consider asynchronous video tools like Loom or Vidyard – reps can send a quick personalized video message to a prospect (e.g. a 2-minute intro or a custom demo recording). This is a powerful virtual selling tactic to stand out in a crowded inbox.
  
• Communication & Collaboration: Within your team, you’ll need ways to communicate quickly (other than email). Apps like Slack or Microsoft Teams chat are lifeblood for a virtual sales floor – they allow reps to ask questions, share updates (“Just booked a meeting with XYZ Corp! 🎉”), or seek help from managers in real-time. Create channels for different purposes (e.g. #sales-wins, #product-questions, #general-chat to emulate water cooler talk). Additionally, use project management or task tools if needed to coordinate on things like proposals or research (Trello, Asana, etc., though many sales teams find the CRM and Slack sufficient). The goal is to foster a sense of team cohesion despite physical separation. We’ll talk more about culture in Step 7, but having open communication channels is a start.
  
• Content & Sales Enablement: Make sure reps have easy access to digital content to share with prospects. This includes case study PDFs, one-pagers, proposal templates, and so on. Consider a cloud storage or a sales enablement tool (like Highspot, Seismic, or even a well-organized Google Drive/SharePoint folder) where the latest collateral is available. An emerging trend is using digital sales rooms or shared microsites for each client – a place to house all relevant content for that prospect. While not every team will need that, at least ensure your virtual reps can swiftly send over follow-up materials without hunting for files. Speed matters in virtual sales; if a prospect asks for a data sheet on a call, the rep should be able to say “I’ll email it to you in the next 5 minutes” and have it at their fingertips.
  
• Phone Solution: Don’t forget the humble phone – it’s still a primary tool, especially for SDRs. Rather than traditional desk phones, a virtual team should use a VoIP phone system or a softphone dialer. Many CRM/engagement tools have integrated dialers that allow click-to-call from the computer and automatically log calls. This is excellent for tracking and for remote flexibility (calls can be made from anywhere through the internet). Ensure your solution can record calls (for coaching/legal purposes, with proper consent) and has reliable call quality. A headset with a good microphone for each rep is a must-have piece of equipment. Pro tip: If calling internationally, use local-presence dialing or tools like Skype numbers, etc., to display a number that prospects are more likely to pick up.
  
• Email and Calendar Integration: Because so much of virtual selling lives in email, set up your team’s email clients for success. Connect email and calendar to the CRM or sales tool so that emails sync and meetings are logged. Utilize an email tracking tool (many engagement platforms or Chrome extensions provide this) so reps know when a prospect opened an email or clicked a link – it’s a useful signal for timing email follow-ups. Also, consider a scheduling tool like Calendly or HubSpot Meetings. Rather than endless email tag to set up a meeting, your reps can send a Calendly link for prospects to book a time that automatically appears on the rep’s calendar. It’s a small tech hack that makes the B2B buying process smoother.
  
• Analytics & AI Tools: Once basic tools are in place, you can layer on advanced solutions. Analytics dashboards (from your CRM or BI tools) help you spot trends in the virtual sales process – e.g. which subject lines get the best email response rates, or which industries your team is converting most. Some teams implement conversation intelligence software (like Gong or Chorus) which uses AI to analyze sales call recordings and provide insights (e.g. talk-to-listen ratios, keywords mentioned, competitor names, etc.). This can greatly inform coaching and process improvements. There are even AI prospecting tools now that can draft follow-up emails or suggest next best actions for reps. While these are nice-to-haves, they’re worth exploring as your team grows. The theme is: embrace technology to augment your team’s capabilities – it’s what gives virtual sales an edge. (We at Martal leverage an AI sales platform that analyzes over 3,000 intent signals to prioritize the hottest prospects – tools like that can dramatically increase efficiency by focusing reps on the right contacts at the right time.)

When rolling out tools, avoid the trap of “too many apps, not enough adoption.” Pick a core, integrated stack that covers the essentials without overwhelming reps with logins and manual data entry. Provide training on each tool and explain how it fits into their day. For instance, show how an SDR might start their morning checking Salesforce (CRM) for new leads, then move to Salesloft (engagement) to execute their task list of emails/calls, use Slack to ask a question, hop on Zoom for a discovery call, and log notes back in the CRM – all in a seamless flow. When tools are well-chosen and integrated, they streamline the virtual sales process rather than complicate it.

Lastly, ensure security and backups are in place. Your data is all in the cloud now – make sure you have proper permissions set in tools (so a departing rep doesn’t take data), use secure password protocols, and back up critical information. Trust is key when operating virtually; clients trust you with info over digital channels, and you trust your team to use systems properly. Protect that trust with good IT practices.

With the right “virtual sales solutions” empowering your team, you’ll remove friction and enable them to focus on selling. Next, we’ll cover how to get your people ramped up and continually improving their skills in this virtual environment.

Step 6: Onboard and Train Your Virtual Sales Team

Hiring great people is step one – training them to succeed in your specific environment is step two. Onboarding virtual sales reps effectively will accelerate their time-to-productivity and ensure consistent messaging in the market. Plus, ongoing training keeps your team sharp as techniques and products evolve. Here’s how to approach onboarding and training for a virtual sales team:

Structured Remote Onboarding: Don’t treat new virtual hires with a laissez-faire “here’s your laptop, good luck” approach. Just because they’re remote doesn’t mean onboarding is any less important – in fact, it’s more critical when new employees can’t absorb knowledge by osmosis in an office. Create a formal onboarding program that spans their first few weeks. This can include:

• Product and Industry Training: Ensure every rep gets a thorough education on your offerings and the market. This could be a series of Zoom training sessions with product managers or veteran team members. Provide them with collateral to read: product manuals, case studies, recordings of past successful sales calls, etc. In a virtual format, consider making short training videos they can watch on their own schedule (many companies build internal video libraries or use Learning Management Systems for this). The goal is for a new salesperson to feel confident explaining your value proposition and handling basic questions by the end of week one or two.
  
• Sales Process and Tools Training: Walk new hires through the sales playbook and tools you prepared in previous steps. Show them exactly how a lead flows from marketing to an SDR sequence to an AE’s pipeline in the CRM. Do live demos of using the CRM, the engagement platform, how to log activities, how to schedule meetings – leave no room for ambiguity. If possible, use a sandbox or role-play scenarios: for example, have the new rep practice creating a contact, making a call, and logging it, or sending a test sequence to a dummy lead, to ensure they know the mechanics. When you invest upfront in training on the process, you prevent bad habits or data hygiene issues later.
  
• Shadowing and Buddy System: One advantage of virtual work is that it’s easy to shadow someone – you can simply join their call as an observer. Arrange for new SDRs to sit in on a few live prospect calls or demos conducted by your best performers (with prospect permission, of course). This gives them a feel for real interactions and how your seasoned reps handle them. Additionally, assign a buddy or mentor to each new hire. This should be a successful team member who can be the go-to for questions. New folks might hesitate to constantly ping their manager with minor questions, but they’ll lean on a peer buddy. This also starts building camaraderie despite the distance.
  
• Martal Academy-Style Training: If you’re scaling up a sizable virtual team or hiring less-experienced reps, consider implementing a structured training program akin to our Martal Academy. Martal Group created Martal Academy as a comprehensive training program to teach talented professionals how to sell in the B2B tech space. Participants go through courses and 6 weeks of real-world selling practice under mentorship before “graduating” to live outbound campaigns. Now, you don’t need to build an academy from scratch, but you can adapt the concept: provide a blend of classroom-style learning (even if via Zoom) and practical exercises to really ingrain sales skills. For instance, in week 2 of onboarding, maybe your new reps have to research and present a mock sales plan for a sample client, or practice objection-handling in a role-play that you and other team members critique. Intense training upfront leads to stronger performance later. If you don’t have capacity in-house, you can leverage external sales training resources or enroll reps in online courses to supplement – but always contextualize it to your business afterwards.
  
• Certification and Sign-Off: It’s helpful to set a threshold for when a new rep is “client-ready” or “on their own.” Some organizations do a quick certification – e.g. the rep must successfully pitch to the sales leader acting as a prospect, or must score X% on a product knowledge quiz, or book a meeting within their first 2-3 weeks. This creates a goalpost and ensures accountability during onboarding. It also gives the new hire confidence when they start actual selling that “yes, I’ve been trained and I’m ready.”

Ongoing Training and Coaching: Onboarding isn’t the end of development – continuous improvement is part of a winning sales culture, especially virtually where lead generation techniques are evolving quickly (new tools, buyer behaviors, etc.). Here are some ongoing training ideas:

• Weekly Sales Meetings and Role-Plays: Use your regular team meetings not just for pipeline management and updates but for bite-sized training. For example, dedicate 15 minutes each week to a different skill. One week, an SDR can share a successful cold email and explain why it worked (group discussion). Another week, do a quick role-play where one person is a tough prospect and the rep has to handle a specific objection, then crowdsource feedback. These activities keep skills fresh and also break up the monotony of just reporting numbers.
  
• Call Recordings and Feedback: Utilize the recordings from your calls (with proper permissions) for coaching. As a manager or team lead, you can review a couple of calls per rep per week and give them targeted feedback. Many virtual teams hold “film review” sessions, much like sports teams – they’ll listen to a call recording together and constructively critique it (pointing out where the rep did well and where they could improve). This can even be done as a group for learning opportunities. Conversation intelligence tools (mentioned earlier) can highlight moments in calls (e.g., how the rep answered pricing, or whether they talked too much vs. the client) that are great coaching fodder.
  
• Product and Market Updates: Keep the team updated on any changes – new product features, new competitors, market trends. In a physical office, people overhear this stuff; remotely, you need to actively disseminate it. Perhaps a product manager can join a sales call once a month to give a briefing on what’s coming down the pipeline. Or share articles in Slack about industry changes. Ensuring the team’s knowledge is current means they can speak confidently to prospects and position your solution optimally.
  
• Advanced Skills Training: Identify areas for skill upgrades and arrange training. For instance, if your AEs are all comfortable doing slide presentations but struggle with doing virtual whiteboarding, you might do a workshop on using digital whiteboard tools for discovery calls. If social selling on LinkedIn could be better, host a session exchanging tips on how to generate more sales leads via LinkedIn engagement. External sales trainers or online webinars can also inject new ideas. The key is to never let the team feel like “training is done.” In top-performing organizations, learning is continuous – especially as the virtual selling landscape and buyer expectations keep evolving.
  
• Leverage Martal’s Expertise: If you’re partnered with Martal Group or a similar provider, take advantage of their expertise for training your in-house staff too. For example, Martal’s teams specialize in things like cold email deliverability (avoiding spam filters, etc.) and LinkedIn outreach. We often share insights and practices with our clients’ teams. The relationship can be a two-way street of learning. Don’t hesitate to ask your outsourced SDR team to join an internal call and share their approach – it can unify standards and uplift the whole sales org.

Remember, a well-trained virtual sales executive not only performs better but is more engaged and confident. Investing in their development shows you are committed to their success, which feeds motivation (important in remote settings). It also reduces turnover – reps are less likely to feel lost or frustrated when they’re given the tools to win. So, whether through a formal academy or just diligent coaching, make training a continuous priority.

Now your team is assembled, equipped, and trained. The final challenge is keeping them motivated, accountable, and connected over the long haul. Let’s tackle managing and motivating your virtual sales team next.

Step 7: Manage, Motivate, and Monitor Your Virtual Sales Team

Leading a virtual sales team requires a proactive management approach to ensure everyone stays on track and motivated when working from home (or from wherever they may be). Without the natural structure of an office, you as a sales leader must create structure, foster culture, and maintain accountability through virtual means. Here are strategies to effectively manage and inspire your remote salesforce:

Establish Regular Communication Rhythms: In-office teams often have casual check-ins throughout the day; virtual teams need intentional scheduling of those interactions. Set up a cadence of team meetings and 1:1s. For example, many successful virtual sales teams start the day with a quick 15-minute “stand-up” video call – each rep shares their top priorities for the day or a quick win from yesterday. This daily touchpoint creates focus and also simulates the energy of a morning huddle on a sales floor. Additionally, hold a weekly sales meeting via video to review pipeline, celebrate wins, and discuss challenges as a group. And perhaps most importantly, schedule weekly one-on-one calls with each rep. Use that time to dive into their individual metrics, provide coaching, and address any roadblocks or personal concerns. These regular check-ins keep reps engaged and prevent anyone from feeling “out of sight, out of mind.”

Foster a Virtual Sales Floor Environment: One common concern with remote teams is the loss of that buzz and camaraderie of a physical sales floor. The solution is to create a virtual sales floor – a shared space or routine that replicates the collaborative atmosphere. For instance, you could have a team video call that stays open during a “power hour” of prospecting. Everyone dials and mutes themselves, but they can see each other working, and when someone books a meeting they excitedly announce it to the group. Tools like Zoom or Microsoft Teams can be used for this, or specialized virtual office platforms (some companies use tools like Teamflow or Sococo that provide a virtual office layout where you can spontaneously chat). The idea, as one sales leader put it, is to make remote reps feel “alone together” – they might be in separate places, but they sense the team’s presence and energy. A virtual sales floor is a community hub where reps can quickly ask a question (“Does anyone have a good opener for a lead in fintech?”), celebrate small wins (“Just scheduled a demo with Acme Corp!”), or even have friendly competition (like a live leaderboard of calls made in an hour).

Set Clear Goals and Lead Generation KPIs (and track them visibly): We established sales metrics in Step 1 – now ensure those are being measured and met. Use your CRM and dashboards to monitor each rep’s activity and results. Be transparent with the numbers: for example, you could share a daily or weekly dashboard email with the team highlighting key stats (calls made, meetings set, deals closed, etc. per rep, or against targets). Public visibility can motivate reps to perform and also identify who might need help. Many teams gamify this, using tools or even Slack bots to report metrics in a fun way. As a manager, if you notice a certain KPI lagging – say, one rep’s outreach volume is down – address it quickly in a supportive way. In remote settings, problems can hide if you’re not looking, so keep a pulse on the data. On the flip side, recognize achievements: “Hey team, shoutout to Ana for exceeding her meeting target this week at 130%!” Little acknowledgments go a long way in making people feel seen when working virtually.

Motivation and Morale: Sales is hard work, and the remote aspect can sometimes feel isolating. Proactively cultivate motivation. Introduce contests or incentives that spur excitement: e.g., a monthly contest for most deals closed or most new opportunities created, with a prize (could be a small bonus, a gift card, or just bragging rights and a funny trophy mailed to them). Shorter sprint contests are great too – who can book 3 meetings today, etc. – to spark energy. Also celebrate non-numeric wins: if a rep got a glowing email from a prospect about how helpful they were, share that praise with the team. On team calls, include some lighthearted elements: maybe a quick round of trivia before diving into numbers, or a “meme of the week” that relates to sales life. These human touches keep morale up. Some companies host virtual happy hours or game sessions to bond socially – those can be fun, but ensure it’s inclusive and during reasonable hours (respect that work-from-home doesn’t mean always-available). The bottom line is show genuine appreciation for your team’s effort. When reps feel valued and connected, they bring high energy to their customer interactions, which drives better results.

Coaching and Support: In an office, a manager can literally walk over and give pointers after hearing a call. Remotely, you need to make the effort to coach intentionally. We discussed using call recordings for feedback in Step 6 – make that a routine. Additionally, be accessible throughout the day via chat or phone for questions. It’s important that reps feel they can reach out just as easily as if they could tap you on the shoulder. Encourage a culture where asking for help is welcomed. For instance, if someone is struggling to break through to a certain account, maybe you coordinate a brainstorm on the spot in Slack or pair them with another rep to strategize. Periodically, ask your team “What’s one thing making your job harder right now?” It could be a tool issue, a process bottleneck, or something personal like feeling overwhelmed. Proactively addressing these concerns shows you have their back. And when you spot performance issues (e.g., missed targets for two months), handle them with empathy: discuss what the challenges are, revisit training if needed, set a clear improvement plan, and follow up frequently. In remote work, someone struggling can spiral silently – a great manager will catch and coach before it becomes a crisis.

Build Team Culture and Trust: Culture doesn’t happen by accident in a virtual team; you have to build it. Emphasize your team’s identity. You could come up with a team name or slogan (it might sound cheesy, but it unifies people). Celebrate team wins collectively – when the team hits a milestone or target, find a way to reward everyone, even if virtually (e.g., send out company swag or a snack basket to each person’s home with a thank-you note). Encourage peer-to-peer recognition: perhaps you devote a part of the weekly meeting to “props,” where team members can thank someone who helped them or share something they learned from a colleague. This promotes mutual support. Trust is also huge – in a remote setting, trust your team to manage their time as long as they deliver results. Avoid any urge to micromanage by, say, pinging them constantly or checking if they’re online every minute. Instead, focus on outcomes. If a rep is consistently hitting their numbers, it shouldn’t matter if they stepped away for an afternoon break. By treating reps like the responsible adults they are, you build a culture of respect and autonomy, which most people thrive under.

Recognize the Challenges of Remote Work: A quick note – remote work can blur work-life lines, leading to burnout if not managed. Encourage your team to maintain healthy habits. Remind them to take breaks, move around, maybe even take a mental health day when needed. Lead by example: if you never log off and send emails at midnight, they’ll feel pressure to be on 24/7. Instead, set reasonable expectations about response times and off-hours. A happy, well-rested salesperson will always outperform a stressed, burnt-out one in the long run. Some companies implement “no meeting Fridays” or “quiet hours” to let people catch up on deep work or personal matters. See what works for your team.

In essence, managing a virtual sales team comes down to communication, culture, and accountability. Stay engaged with your people, keep them engaged with each other, and keep everyone laser-focused on goals. With these elements in place, your remote sales crew will not only hit their numbers – they’ll enjoy the journey and stick around for the long term. And that continuity is what ultimately drives stellar sales performance year after year.

Conclusion & Next Steps: Build Your Virtual Sales Engine

By now, it’s clear that virtual sales is not just the future – it’s the present of B2B selling. We’ve covered how to build a virtual sales team from the ground up: starting with a solid strategy, assembling the right roles (and considering outsourced help), crafting a repeatable process, equipping your team with cutting-edge tools, and managing & motivating them to excellence. It’s a comprehensive effort, but the payoff is huge. A well-run virtual sales team can outperform a traditional team in efficiency and reach, opening doors to new markets and customers around the clock.

As sales leaders, our challenge is to take these insights and put them into action. Start with a pilot – perhaps transition a segment of your sales (like SMB clients or a specific region) to a virtual model using the steps above, and measure the results. Tweak the approach as you learn, then scale up. Remember, success in virtual sales isn’t about doing things completely differently; it’s about adapting the timeless fundamentals of sales to new channels and buyer expectations. Focus on hiring great people (or partnering with great people), enable them with training and tech, and create an environment of support and accountability. Do that, and you’ll find your virtual sales team not only hits quotas but builds genuine relationships with customers – all through webcams and Wi-Fi.

Need help accelerating the process or worried about execution? We’ve got your back. At Martal Group, we specialize in building and running high-performance virtual sales teams for B2B companies just like yours. With over a decade of experience in sales outsourcing and lead generation, we’ve honed the art of remote selling. Our Sales-as-a-Service model provides you with seasoned SDRs and Account Executives on-demand, acting as a seamless extension of your team. We handle the heavy lifting – from sourcing targeted sales ready leads to executing personalized cold outreach via phone, email and LinkedIn – and deliver you sales-qualified meetings with your ideal prospects. Our track record speaks volumes: Martal’s clients have seen their pipelines grow rapidly without the headaches of hiring and management. Plus, we ensure quality through continuous training (via Martal Academy) and use a proven multi-channel process backed by our proprietary AI platform to maximize conversions.

If you’re ready to supercharge your sales in 2025, let’s talk. We’re offering a free consultation to assess your sales needs and share how a virtual sales team strategy could look for your organization. There’s no obligation – just an opportunity to brainstorm with experts about reaching your revenue goals faster. Whether you want to fully outsource your sales development or simply get advice on structuring your in-house remote team, our team at Martal is here to help you succeed.

➡️ Get Your Free Virtual Sales Consultation: Reach out to us today, and let’s explore how we can help you build a powerhouse virtual sales team that drives consistent growth. Together, we’ll turn the “new normal” of virtual selling into a strategic advantage for your company.

It’s time to embrace virtual sales and lead your team to new heights – we’re excited to partner with you on that journey. 🚀

References

1. Trumpet Software 
2. HubSpot 
3. Exploding Topics 
4. Tilson HR 
5. Sales Focus