Sales jobs

The sales of the new iPod video are surprisingly good, taking into account the fact that no research has been made for the customer market and their needs or requirements.

A possible disadvantage for the sales may be the fact that the negative advertising has been made. This negative advertising concerns the vulnerability of the screens, the easy scratching surfaces and other several features. However, the sales are up due to the great success among the teenagers, among very busy people who travel a lot.

Some researches show that instead of the iPod video success and publicity the Amazon online store the most popular iPod is the nano model. However, the sales are ahead expectations and in the case of other stores are outselling the popular iPod nano. These high sales may be due to the high storage capacity, video features and reasonable prices. From this point of view, a selection of users may be made, as the nano edition iPod attracts more MP3 users. Therefore, a new trend and a new profile of user appeared taking into account the high sales for the new video iPod.

Another aspect of the great sales concerns the fact the new iPod video is not a competitor for the TV industry, but more a complementary device. Although the rating of some TV shows or films may lower, the iPod video may also contribute to the fame extend of some TV shows or films. The sales may be also triggered by the trendy urban lifestyle and capacity of influencing the preferences and needs of the others. The fact that the episodes of the TV series such is the case of “Lost” or “Desperate Housewives” may have contributed to the great success and great sales of the new edition of the iPod.

Other sales were going up as they developed from the new edition of the iPod and this is the case of the iTunes Music Store. In this type of store you may buy episodes of the famous TV series, music videos and pictures. The parallel development of two complementary services – the handheld video device and the special store for it - is a great achievement. Besides, the iPod is the best selling music online store and it will probably be the best music video online store. The sales may also rise due to the new available TV series or TV shows of the famous TV Channels.

Taking into account the fact that the iPod is the best seller in the United States, being the most successful music player, it was easy to predict high sales for the new edition, even it is a video iPod. The prices were lower as the lower-cost players were introduced on the market in the last years, but the nano edition has increased the prices. With the new iPod video the price has been pushed beyond the average selling price.

That is why the sales of 100 iPods every minute may seem not surprising at all and sales of 14 millions in the first quarter of the fiscal year 2006 are considered not bad at all for such a company. The sales for the iPod video may also rise together with the spreading worldwide of the popularity of this edition of iPod

However, the iPod video doubles the Apple’s sales. The sales were made skyrocket due to the great success of the new iPod video outselling in some cases other types or editions of iPods. Nevertheless, the maximized sales are due to the new video features, longer battery life, more options and more memory space enough for a lot of music, music videos, TV shows and episodes, and even lots of photos for the photo album. These features and improvements make the new iPod video so popular and fashionable. These aspects and others (games, possibility of checking the e-mail, possibility of finding out the time in other cities and other useful features) suit very well the contemporary lifestyle.

Direct sales incentives come in many forms, from cash bonuses for selling a given amount of a specific product, to selling to reach a specified sales quota. Some of these direct sales incentives do not always have an immediate cash value, but the idea of company wide recognition for that month, quarter or year, with perhaps an end of year bonus.

The major questions might well be: What is the best direct sales incentive? What direct sales incentive will help companies keep their best and most productive representatives? The answer to these questions is not universal, every company has to evaluate their staff and create a direct sales incentive that is geared to their needs and their triggers. A good direct sales incentive is not necessarily the one with the largest cash value, unless of course that is the driving force that gets your reps going.

There are companies that have survived on direct sales incentives that only provide certificates or letters of recognition and maybe also recognition at big company meetings or parties at the end of the year. This may not sound like much, but if recognition for a job well done is what your people need, then that will be the direct sales incentive that will work in your establishment. We often go into business and see plaques on the wall with employee of the week or month. These are the direct sales incentives that have no monetary value per say, but the employees are quite satisfied when they see customers looking at their plaques, they know that they are being acknowledged by the company and by customers.

In order to really create an effective direct sales incentive plan you really do have to know your staff. What will cause staff be motivated to improve performance? What will the direct sales incentive tools cost the organization? What is the value that these direct sales incentives bring to the performance-increase forecasted for the organization? What types of direct sales incentives will motivate individuals to meet the set performance goals? The answers to these types of questions will help evaluate your sales teams and get you to develop a strategy that will be most beneficial to your company. It is also important to allow the employees an opportunity to contribute their ideas to what they value as a direct sales incentive. This will give them a greater sense of responsibility, and sense of value.

There is such a variety of possibilities in reference to what you can offer as direct sales incentive. You could offer a team a vacation to some far off exotic place, for the whole family if their team reaches a specific goal. There are also gift cards or gift certificates to purchase some high ticket items. There are also some of the traditional direct sales incentives like a percentage of the value of their total sales, or a portion of the increase in sales that were set for the direct sales incentive. The most important thing to remember is that the most valuable direct sales incentive is genuine recognition for a job well done.

The world is truly a continuous work in progress. That is because it is estimated that every hour, a new business or company starts up, making up for already congested industries.

Different industries have different companies and you could be surprised how the number of firms is increasing through time. Thus, the competition is so intense that the consumers are already becoming too confused on how to pick the company they would transact with.

Through the years, many marketing and advertising firms have sprouted to help different companies get to their intended clients. Thus, there are numerous ads and marketing campaigns that circulate through all media portals. These services usually lead you to transacting with firms for your specific needs.

Sales letters are among these new marketing and advertising tools. Through the years, companies and consumers are starting to recognize the effectiveness and use of these marketing documents.

Sales letters

Because people always easily get bored with the conventional, companies must make sure their messages come across to prospective clients. Because there is too much going on in the media and to the working environment, ads and marketing strategies must be very creative enough to solicit attention.

Because people are starting to get tired of the usual media ads, they sometimes tend to neglect uninteresting promotional and marketing campaign materials. If that happens, then the message would not be communicated and the initiative would be futile.

Sales letters are like actual business letters, only that the nature and communication style is different. In sales letters, the writer tends to be too personal and talk to the readers as if they are long-time friends, or as if they generally share the same sentiments.

Surveys have found that letter readers normally pay attention to personal letters, especially those that can relate to their own and personal experiences. Sales letters initially establish that personal connection. Afterwards, they discreetly state their intention, which is to persuade you into buying a product or services.

The purpose of sales letters

Each type of letters has its own purpose. In the case of the sales letter, the purpose is to convince the reader to move and place an order or buy / subscribe products and services. In this regard, it can be asserted that sales letters are like sales talk with prospective clients.

If sales people find it challenging to convince people to buy products personally through short talks, it is more challenging persuading people to buy products through letters. But if the letters hit the right notes, the result is almost always clear: the reader would act to buy the product or service.

Thus, many marketing and ad firms are resorting to writing business letters because company clients also ask them to do so, considering the significant results of the marketing tools.

Sales letters purposely influence people’s minds and perceptions so these people can be ordered to buy the products. That is why it is important that sales letters be written effectively.

Writing sales letters

Considering the purpose, sales letters must be written in ways that would surely persuade readers. How could that be? By getting straight to the point and honest.

In writing sales letter, experts advise that you should bear the intended readers in mind while composing the content. Ask yourself, "Will this letter attract attention of readers?" If the answer to the question is yes, then proceed to another one, "How can I keep the readers engaged to the letter so they could absorb the persuasive message?"

To attract attention, use strong marketing words that surely create an appeal to readers. Create catchy and interesting subject headings. Keep the readers engaged by being straight to the point. Offer the best you could, like the benefits of buying the product.

Sales letters must not be too wordy. Assume that the readers are busy people who have better things to do and to attend to instead of spending a precious minute reading a letter. If the letter communicates a clear message in a minute or less, then it surely would be effective and would easily drive the reader to suggested action, which is simply to buy the product endorsed.

A sales letter is a contemporary sales and marketing tool. It is a material that facilitates a quick interaction and communication between you and the readers. Never let the opportunity pass. Be persuasive enough.

A sales letter is a form of business letter that aims to convince the recipient to buy a product or a service. In other words, a sales letter is a communication tool that embodies the sales talk a marketer should do to call prospective customers to action.

Through the years, businesses all over the world have been feeling the impact of intense competition. Many companies are formed every month all across the globe, especially in the ever-expanding Internet, where it is estimated that a start up firm is established every hour.

Thus, companies are swooning and are literally battling it all out to get customers. If a company fails to come up with an effective marketing strategy, it would be endangered because competitors would literally strip it off of business.

The rising competition across all industries is ultimately benefiting the consumers. Because there is an influx of companies, people can choose which one best suits their needs and offers the best products at the most reasonable prices.

If a company has a good brand, high quality standards and novice purposes, it should get to the intended consumers. But given the very intense competition scene today, it must first struggle to attract the prospective clients’ attention.

It is in this need that the popularity of the sales letter is becoming inevitably sound. There are lots of tried and tested marketing and advertising schemes, but still, many companies are not satisfied with results so they hire personnel to compose and distribute sales letters.

The purpose of sales letters

The ultimate sales letter is the one that is attaining its purpose. And every sales letter has generally a single purpose. That is: to persuade people to buy a product or a service.

Purposely, sales letters should use the most effective words and sentences to create a good and lasting impression to the reader, who is considered a prospective client. Turning that prospect into reality would not be a hard challenge if the sales letter would only stick to the basic and necessary elements of an effective sales letter.

For one, an ultimate sales letter should aim to be direct to the point. It should directly address the recipient into buying the product. The letter should not be wordy, but should not be too bossy, however. Because the letter is convincing people, not commanding them, politeness should never be neglected.

A good sales letter also observes the proper technical format. Sales letters are categorized under the business letter group so it should strive to look like any formal business letter. However, studies and polls indicate that effective sales letters do not come with company logos because people would easily be turned off and opt to neglect the letter if the first thing they would see is the logo.

Consumer groups and experts assert that effective sales letters offer readers benefits to a product being offered. There are so many competing products in the market and almost all of them are alike in many ways. However, consumers want to know the advantage of buying one product brand over buying the competitor.

Good sales letters are also not very wordy. They should be short and should be completely read within a few seconds or about one to two minutes. It is assumed that readers are also busy people who need to attend to other more important things, so absorbing information from letters should be as quick as possible.

Distribution of sales letters

Of course, after crafting a good sales letter, the company’s next concern would be how the letter would reach the intended readers. There are many ways how letters are dispatched nowadays. You can still rely on the snail mail, but alternatives are also equally reliable.

Nowadays, most marketers send sales letters through emails. That is because people now find direct or snail mail obsolete. Emails are also easily dispatched, are less costly and could reach the recipients surely and quickly. It would take seconds before emails are sent.

Sales letters could also be posted at print ads in newspapers, brochures and other ad venues. Sales letters dispatched through these media should be written addressing the general public, though, the personal element should still be observed.

The ultimate sales letter surely produces ultimate results. What you reap is what you sow. If you crafted a good and effective sales letter, then, you would surely get intended results instantly.

Although we would recommend tailoring training based on the results of your training needs analysis (TNA), there are a number of common modules that can be used as the basis of the training program. Here are some we have developed in the past:

Core Sales Skills
As a company, you need to offer a range and depth of sales training. Many companies forget the depth component and continue to put the same sales people through "Sales 101" year after year. We recommend a tiered approach to sales training, where an individual’s competencies in certain areas are measured prior to training, to ensure the training they attend is appropriate to their skill levels and the role they undertake.

Having said that there are a number of core modules that can be used as the basis of a sales training program. These modules would possibly include the following:

* Basic selling skills
o Planning at the territory, account and call level
o Introduction or opening, building customer rapport
o Questioning and listening - in our eyes absolutely key skills for any sales person
o Presentation or proposal
o Overcoming objections and negotiating
o Closing, a natural consequence of the work already done
o Implementation and follow up
* Sales process implementation
o Facilitates the customer’s progression through the buying process
o Applies appropriate tactics to guide the process towards a favorable decision.
* Account management
o Develops objective-driven, actionable plans with the customer
o Call/Account strategies support business growth at the customer and align with overall customer plan
o Constructs strong profit, margin, ROI, and cost/benefit analyses to track progress
o Distils data and information sources into actionable conclusions
* Opportunity planning
o Develops objective-driven, actionable plans with the customer
o Call/Account strategies support business growth at the customer and align with overall customer plan
o Constructs strong profit, margin, ROI, and cost/benefit analyses to track progress
o Distils data and information sources into actionable conclusions
* Value based selling
o Able to develop a broad offering for the customer (or channel partner)
o Creates solutions for the customer drawing from the entire company solution (technology, products and processes)

Business Acumen Skills

These skills are often the ones that are forgotten when the sales training plans are developed These are the skills that provide the link between the customer’s real business drivers and the actual technology implemented. Too often sales people try to win business by fulfilling the technological needs rather than understanding the real business issues and building the value proposition from there.

* Industry & market knowledge
o Understands the dynamics, trends, and pressures of customers’ industries
o Understands competitors and positions our solutions appropriately
o Applies industry information, regulations, strategies, and developments to personal sales strategy
* Customer knowledge
o Understands the customer’s business (strategic priorities, mission statement, organization, brand promise, processes, systems, and business operations), loyalty and satisfaction drivers, and the customer’s customer
* Product & technical knowledge
o Demonstrates a knowledge of competitor products
o Aligns our products and services to applications to add value that clearly differentiates us from the competition
o Knows product applications and technical capabilities (strengths, limitations, etc.) of our products and customer’s applications, procedures and processes
* Finance for sales people
o Demonstrates a knowledge of basic accounts, balance sheet, P&L and cash flow
o Understands profit, margin, ROI, TCO, and cost/benefit analyses
* Talking an executive’s language
o Able to understand the differences in language and topics at executive level
o Constructs sound business cases based value to the customer’s business
o Understands the real business needs driving technology implementation and positions our solution accordingly

Individual Effectiveness

Business process re-engineering has reduced layers of management and created the need for flexible working. This means that individuals have to come together in virtual teams for the life of a project and then disband to join other teams. So the abilities listed below have become key competencies for sales people:

* Resource management/i>
o Translates our business strategy into measurable operational plans that are focused on the customer
o Considers the strategic "big picture" and the short and long term impact of actions
o Determines priorities and allocates resources accordingly based on knowledge of business priorities
o Understands how to get things done within the company
o Approaches assigned responsibilities from a business perspective
o Organizes for optimal coverage and impact
o Prioritizes activities and follows up to maximize effectiveness and efficiency to achieve results
o Adopts computer and relevant software and integrates them into day-to-day activities
* Problem solving
o Anticipates and handles complex problems and issues, gaining input from appropriate resources and generating possible options before coming to a resolution
o Formulates clear decision criteria and evaluates solutions by considering implications and consequences
o Decides and acts consistent with available facts, constraints, and probable consequences
o Develops contingency plans
o Takes personal responsibility for resolving customer problems/issues
o Follows through on commitments to customer
o Manages questions, conflicts, and problems well
* Communication
o Employs and leverages listening, questioning, oral and written abilities to convey messages and express ideas and points of view effectively in a variety of settings
o Uses the computer to improve presentation and communication ability

Sales Induction

Most companies have general induction and orientation programs. Such programs normally include the following:

* Company orientation
o Understands the company history, philosophy, culture and vision
o Understands the company organization and how it relates to their roles
* Policies & procedures
o Can articulate the company’s policy on mandatory and legal items
o Fully understands health and safety policies
o Understands their responsibilities to the company, co-workers and customers
* Core sales skills
o See the information under Core Sales Skills
* IT tools & systems
o Can describe the key sales systems and processes used within the company
o Uses the computer applications efficiently and appropriately both internally and in customer facing situations

We believe that for any sales training initiative to be fully successful, sales managers must be fully involved in the program. This involvement should include both training the managers, and the managers re-enforcing the learning with their sales team.

The four main types of sales management training programs that we have run are shown below:

Leadership

Leadership and management are often confused and following processes and procedures is seen as good leadership. For us, leaders create a vision and are able to drive the team towards the goal using a number of traits including charisma, integrity and leading by example.

Some of modules for a leadership workshop would possibly include the following:

* What is leadership
* Qualities of leadership
* Leadership styles
* Leadership and vision
* Leadership versus management

Driving The Team

Today business is very competitive and sales managers are expected to drive their teams quarter on quarter to ever larger revenues. Sometimes sales managers just get focused on the day to day metrics and fail to see the bigger picture. It is this bigger picture that allows you to get ahead of plan and away from the "hand to mouth" existence that we see in many organizations today.

Some of modules for a Driving the Team workshop would possibly include the following:

* Motivation
* Individuals and teams
* Metrics versus performance
* Planning for success, driving the plan
* 80/20 rule - your top 10 accounts

Coaching for Results

Even the very top sports people have coaches. Why, because it has been shown that coaching can improve the performance of all levels of people. So, why don’t businesses ensure that all their managers are trained in coaching, and coach their team to improved performance.
Some of modules for a Coaching workshop would possibly include the following:

* What is coaching
* The sales manager as coach
* Coaching process and structure
* Fundamental skills of coaching
* Goal setting

Managing Teams

Many sales managers have been promoted from a senior sales role and been told to manage the team. Many have no management experience, little training and little support or direction.
Some of modules for a Coaching workshop would possibly include the following:

* Developing a team strategy
* Delegating and allocating responsibility
* Coaching and feedback
* Recruitment
* Disciplinary issues
* Communicating to the team

At some point in the training project, we need to assess the skills, knowledge, competencies and behaviours of the current sales people. Without doing this, we cannot understand the starting point for the change and how big the change needs to be. We will also find out whether the whole sales force needs the same level of training.

For instance, we were told by a sales director that his sales people couldn’t close and that the company was losing business because of this. So could we come in and do "closing" with them. When we looked at the issue, most of the sales team were closing all the time, at the most inappropriate times in the customer’s buying cycle.

Further assessment showed a real lack of business focused questioning earlier in the buying cycle was leading to a mismatch between the customer’s real needs and the solutions being proposed. Hence, the lack of orders. So the program we actually provided was around understanding of needs, questioning and building value propositions that reflect the customer’s business needs.

The sales force assessment doesn’t need to be complex, it can be web based or paper based. What it does need to do is gain information about where the sales force is today against the set of skills, knowledge, competencies and behaviours that the company requires to move forward.

The easiest, and often best way, of doing this is by using a three phase assessment. Phase 1 is where the individual sales person scores themselves on a scale of 1 to 10 on each area identified as important. In phase 2 the sales manager, independent of the sales person, uses the same process to score the sales person. Phase 3 is a meeting between the two, to discuss any variances and agree (where possible) where the individual is on the scale for each area.

This gives tremendous information across the sales team as a whole, as well as highlighting areas an individual sales person needs to work on and these can become part of their development plan.

Sales management, in most companies, is controlled by customer relationship management (CRM) software. There are a number of options available, including the market leaders, GoldMine® software and ACT!® software. Within these contact management software programs there are dedicated modules for sales management.

The customer relationship is what governs sales. A good relationship where the customer trusts and respects the company will mean repeat business and healthy sales. A poor relationship instills the opposite. By first cultivating a good customer relationship you can position yourself to fully implement the necessary sales management tools.

While a happy customer is essential to healthy sales, a happy and motivated mobile sales team is equally important in maximizing efficiency. Many wise words have been said in this respect. Quotes may not be what immediately spring to mind when we think of sales management tools, but if it helps to motivate and inspire, then they are useful tools indeed. A few of the best quotes in this respect are as follows:

* "The majority of men meet with failure because of their lack of persistence in creating new [sale management] plans to take the place of those which fail." - Napoleon Hill

* "Success in almost any field depends more on energy and drive than it does on intelligence." - Sloan Wilson

* "Keep away from people who try to belittle your ambitions. Small people always do that, but the really great make you feel that you, too, can become great." - Mark Twain

* "The roots of true achievement lie in the will to become the best that you can become." - Harold Taylor

* "Nothing can stop the man with the right mental attitude from achieving his goal; nothing on earth can help the man with the wrong mental attitude." - W.W. Ziege

The award-winning GoldMine® suite of CRM tools is a popular tool for managing sales. With the proper input from field operatives, which you can control to a high degree by setting rules, GoldMine® can help to make productivity increase by automating the marketing activity, and thereby streamlining sales.

The sales process starts with winning customers. Mobile sales people can enter their customer data remotely, and the GoldSync module of GoldMine® will synchronize the data across the network, regardless of individual dispersion. A sales manager can use this data to produce meaningful reports, which can highlight the best leads and prospects. These leads can be targeted in a marketing campaign to optimize the likelihood of increased sales.

The costs involved in acquiring new customers are considerably higher than that of getting repeat customer sales. Using the reporting facilities of GoldMine® or ACT!® to identify those who customers who bought your products or services previously, and targeting them with fresh promotional offers, makes good economic sense if it can lead to additional future sales. This approach generally has a high rate of success.

Sales management reports from GoldMine® or ACT!® can include details of your sales pipeline and your sales forecasts. You can see at a glance the projected close dates and the estimated value of any potential deals. The type of information you need, the tools if you will, to drive forward the sales management process is available when you need it through the sophisticated reporting facilities of a good CRM software tool.

The use of computer software to automate the tasks in business of information exchange, monitoring and controlling inventory, sales, order tracking, analyzing sales forecasts, evaluating the performance of employees, and customer management, is known as sales force automation.

The term is often used interchangeably with CRM–customer relationship management–though this term does not necessarily imply any kind of automation in business. It is really when a sales force automated system is combined with a marketing information system that it becomes a CRM.

Sales force automation systems are claimed to have the ability to improve the levels of productivity and efficiency within sales personnel. There are many reason for this. Some are as follows:

Sales force automation systems are claimed to have the ability to improve the levels of productivity and efficiency within sales personnel. There are many reason for this. Some are as follows:

* They no longer need to write out reports; these can be generated semi-automatically.

* Via a company Intranet, or via the Internet, reports can be sent electronically, which negates the immediate need for printing them out.

* Sales staff can be provided with product information and training in sales techniques without the need for time-intensive seminars.

* Staff morale can be improved if the amount of record keeping can be reduced, and the rate of sales closing can be increased through the use of additional automated tools.

* The software could generate more and better qualified sales leads.

* Precision forecasting can enable staff to take advantage of opportunities that may not have been obvious otherwise.

Sales force automation systems, such as the GoldMine® software or the ACT!® software, can create competitive advantages. Productivity can be expected to increase as a result of sales people using their time more effectively and more efficiently. This will apply to the sales manager as well. Mobile sales personnel will submit their customer information more frequently, most likely following each sales call instead of once a day or once a week.

If used wisely, sales force automation systems could increase customer satisfaction. All that needs to be done is to perform careful analysis of the information obtained, then allow the system to service the customers more expertly, based on the results obtained. Managing the pipeline effectively will serve to maximize the number of opportunity availability occasions. It will also serve to raise the level of quality obtained, thereby giving your customers a greatly increased sales experience with your company.

A competitive advantage should be gained through this as customer satisfaction is likely to lead on to a definite increase in customer loyalty. This in turn will reduce the costs of acquiring new customers through repeat business, which will serve to increase the overall profit margin.

When your mobile sales people can enter their sales data in a single database, which is available to everyone, then updating and tracking all activity becomes simple. Progress can be monitored and profit opportunities can be identified, as well as being able to avoid or minimize problem areas. Powerful reporting of pipeline activity coupled with accurate analysis will enable your sales team to act whenever necessary, always backed by the right information. Productivity can increase enabling the sales process to become transparent and efficient.

There is no tougher position for a company to hire than sales. The majority of sales candidates are affable, engaging and interesting in an interview format. However, sales clearly is the most difficult position in which to predict the future success of a candidate. If you have ever hired salespeople, you understand why. What is the disconnect between the resume/interview process and successfully placing the right salesperson in the right position?

A few of the major hurdles:

–Salespeople typically have some semblance of rapport-building ability…even inept salespeople. Some of the least talented salespeople we have ever assessed have still been highly skilled at bonding with others. Think of the stereotypical salesperson here - a smooth talker, great conversationalist and always ready with a humorous quip. Their approach can be quite disarming.

–Salespeople’s previous success is difficult to define. We have encountered highly successful salespeople who simply relied upon others within the organization to close their deals. Some others have inherited a strong sales territory in which they did very little, if anything, to grow it.

–Many companies do not know what specific traits, skills and behaviors lead to success in their own sale. We see this repeatedly - sales managers who have difficulty defining their own sale. If you cannot clearly define how to close one sale, how can you expect a new salesperson to close 20, 30 or 40 sales?

There are more pitfalls when dealing with sales candidates, but those are the ones we see most often in our clients’ processes. Now, assume those 3 bullets are in play during a typical sales hiring process. The process is further corrupted by two approaches incorporated by the hiring company.

RESUME-BASED SCREENING
If resumes were books, they’d be filed under fiction. Yet most - most - companies use the resume as the first-pass screening tool. Some respondents can be quickly eliminated because they are a complete mismatch to the position’s requirements. The automated responders offered by the major job boards lead to these mismatches. It isn’t difficult to identify the resumes that were automatically sent to a job posting based solely on a keyword match and nothing else.

Beyond the complete mismatch, resumes should be read with a skeptical eye and used only as a precursor to a phone screen. In actuality, we prefer to have sales respondents call us regarding a job posting. This is good sales behavior. Almost all sales still involve the salesperson having a phone discussion with the prospect. Is there any reason why you would not want to see what type of skills the candidate has in that situation? A phone screen allows the hiring manager to view the salesperson’s phone skills, selling skills and rapport-building ability in one fast-paced setting. Unfortunately, many sales ads today actually state, “No phone calls please.”

GUT-LEVEL DECISIONS
The proverbial “gut” is the nemesis of successful sales hiring. Many hiring managers prefer to follow their gut instinct instead of using volumes of objective data (assessments) available today. When viewing this approach first-hand, the majority of gut-level decisions are actually personal biases towards their own style. Managers who have ascended to their position have a natural tendency to view their style as the best approach for the position. This bias is especially true if the sales manager started out as a salesperson in the company before being promoted to a sales manager.

To be clear, the goal is not to completely remove a hiring manager’s instincts from a hiring decision. Instead, that perceived intuition needs to be placed further into the hiring process. This way, objective tools and procedures can be used to winnow the respondents down to the best overall skill match to the position’s requirements. One key here is to keep from meeting the candidates in person until after a phone screen and objective assessment has been completed. Gut-level decisions are driven by biases that occur during a face-to-face interaction.

The worst possible combination for sales hiring is to simply screen respondents by their resume and then move immediately to a face-to-face interview. This approach usually leads to the hiring manager stating that they either like, or don’t like the candidate, yet they cannot articulate objective reasons. Unfortunately, this archaic approach is the most common hiring process in place today.

Observation and objectivity bring accuracy to a sales hiring process. A concerted effort to observe the sales candidate’s abilities in action via a structured phone screen brings insight into their abilities. Objectively assessing a sales candidate’s skills, style and motivation before meeting them neutralizes any biases that may unconsciously influence a hiring manager’s decision. Implementing these two critical adjustments will vastly improve any company’s sales hiring success.