Sales jobs are constantly evolving in an ever-changing industry landscape. Changes in customer behavior, new kinds of competition, shifting regulation, new methods of distribution and core technologies of production. Together, these factors have the potential to significantly change the nature of an industry. While some industries are on the decline, others are experiencing massive growth.
If you’ve ever wondered what top sales leaders are looking for when they’re hiring a new rep, this article should provide you with actionable insights that you can use in your next job search. I sat down with Kerry Webb, Director of Sales-New Business at Avast, and asked her a number of questions that our
More than 80% of all B2B leads are from LinkedIn – so if you’re not using LinkedIn, or not using it effectively, you’re missing out big time. There’s a lot of opportunity on a platform that boasts half a billion users and encompasses every industry. But if you’ve only put together a basic professional profile,
In today’s talent market, voluntary turnover rates are at an all time high. With the average turnover rate across all sales industries being 11.5 percent – software sales holding the top spot at 15.3 percent turnover – it’s more crucial than ever to create a work environment your sales team doesn’t want to leave.
It’s the talent on your sales team that will determine your fate when you’re working to hit aggressive targets and achieve your company’s future goals. And finding top performers is the difference between your company’s victory or failure in competitive markets. To find these top performers faster, you need to incorporate quantitative and objective candidate
When I became the leader of a sales team for the first time in the mid 90’s, I did not have the luxury of selling for many years and being mentored by someone who could teach me the ropes. Instead, I was a company founder who filled a need that we had at the time
Technology and data analytics are a critical advantage for human resource leaders that are committed to building and maintaining a high performance sales force. Recruiting A-players, the most important sales force effectiveness driver, is quickly moving up the priority list for sales leaders – 41% express dissatisfaction with their current sales force, saying they weren’t able to effectively
The pressure for HR Leaders to provide organizations with top performing sales candidates in short periods of time is on the rise. B2B sales reps typically onboard over 10 months with 24 months of average tenure. It is therefore of the utmost importance to hire top salespeople quickly and retain them long-term. Being responsible for the
Sales managers are the conductors of a company’s revenue engine. They create and nurture high performance sales teams, and lead them to generate hit revenue forecasts and meet customer needs. To understand the responsibilities of a sales manager, it’s important to understand their position in the organization and the intangible roles and characteristics they embody.
Great salespeople do more than just consistently drive profitable revenue for their employers. They inspire confidence in customers and partners, increase brand trust, and contribute to a positive company culture. And, these salespeople are rare, representing only 10 to 15 percent of the sales population. If you want to accurately identify these top salespeople in an interview
