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How long are you going to give your new hire to get it? When it comes to new hires, it’s a question few of us entertain. Our kick ass new hire is an “A” player and they are gonna crush it. If a new hire isn’t going to work out, the longer they stick around the greater the cost to the organization.
It’s not uncommon for revenue to slide. It happens to all sales organizations at one time or another. Revenue being down, isn’t the most difficult problem. Knowing why revenue is down and where to look is the biggest challenge. When sales are down there are only 4 levers leadership can pull to improve sales.
A” players understand employers have a problem and that’s why they are looking to hire someone. They understand, many times better than the hiring manager, that understanding what the problem is and having a clear understanding of what it is going to take to fix the problem is the only way to ensure the job will get done.
If no expect to hire more people at sometime, or evaluate the underlying average deal size assumptions, number of deal assumptions etc. In other words, how much growth/revenue can you get out of your existing team. When you need to hire more sales people. If your optimizing your sales resources. If yes, proceed.
I’m a big fan of training, it’s true that most sales people wing it; they need structure and discipline in how to go about organizing their work. If management can’t be bothered to get their act together, can we really fault sales people/team? Salesleadership and management needs to more open and more humble.
They’ve created a shitty sales culture. The have horrible hiring practices. They don’t have a sales culture through out the entire company. They lack salesleadership. They don’t listen to the sales people. This is one long ass list of ways sales people fail, because of their company.
Owner-operator MCR has appointed Sameer Mehra as chief revenue officer. The 25-year hospitality veteran leads the company’s revenue and sales team. Sam brings a wealth of experience in revenue and distribution management, e-commerce, strategic partnerships and salesleadership,” said Tyler Morse, chairman/CEO, MCR. “He
Understanding Cost of Sales. Of course, you can reduce selling costs and enhance profits by capping sales compensation, but in the long run you get what you pay for. If you hire good salespeople and compensate them poorly, expect high turnover, which comes with costs of its own. Tailoring Tips.
I’m not gonna start this series with how to hire more sales people or how to add new processes, or how to change the culture or hire a CRO or, or, or. When it comes to scaling a sales organization, the first question that must be answered is, why? The sales team has to do very little selling.
The place I see sales management fail the most (just behind hiring “A” players) is pipeline management. This failure has tremendous impact on revenue. It is salesleaderships job to be the grease that moves opportunities through the pipeline. After all, it is our job to help keep deals moving.
The quarterly survey tracks the thinking and actions of CFOs representing North American companies averaging more than $5 billion in annual revenue. In fact, year-over-year expectations for sales, earnings, capital investment, and hiring growth all sunk to their lowest levels in the 10-quarter history of the survey.
However, if your 2013 sales plan doesn’t include at least one of these “maneuvers or stratagems”, there is a strong probability you’re screwed. Potential 2013 sales growth “maneuvers and stratagems:” Mine the base. Grow the sales organization (hire more people). Establish a channel.
Key initiatives can include; key hires, new processes developed, critical contacts made, key relationships hired, critical meetings had, etc. Each sales leader and sales rep should have a number of quarterly initiatives. This is where the sales rep or sales leader commits to a new set of quarterly numbers and initiatives.
OTA Insight has appointed Courtney Jones to the salesleadership team as VP, North American enterprise sales. Jones brings more than 25 years of hospitality and hospitality technology sales experience to OTA Insight, with expertise in business development and organizational growth, according to the company.
“It is truly exciting to announce this series of key appointments as new opportunities continue to materialize across all travel segments,” said Cheryl Williams, chief revenue officer, Preferred Travel Group.
Great sales leaders know regardless of how much effort they put into something, credit always goes to their team. Great sales are good at giving credit and not taking it. Salesleadership inundates their people with useless meetings designed to keep them up to date. It’s sales job to sell. SalesLeadership'
Like most organizations, when they have something to sell, they hire a sales person. They hired someone. They hired Mike Sharp. It’s a great example of the importance of how a good product is critical to sales and revenue and that relying on sales to over-come a subpar product is futile and a recipe for disaster.
Is there a sales strategy and planning process in place and does it work? Does the hiring process deliver A players? A sales team can’t win without the right processes driving it. The sales go-to-market strategy is all about salesleadership. Stay tuned and I’ll post it to A Sales Guy U soon.
Armed with determination, creativity, information, (lots’ of information) customers, prospects AND other sales people didn’t have, the rain maker was the king of sales. They were called rain makers because they were able to drive astonishing amounts of revenue on their own. It requires pursuit teams.
As with many prospective clients (and anyone who will listen) I was trying to dispel some of the many beliefs and assumptions that business owners hold to be true about the sales skills that make a great salesperson. Guest Posts Sales Advice SalesSalesLeadershipSales Management Sales People'
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