July 27th, 2011 by Amanda Musto, Social Media Marketing Representative at Treeline, Inc
Can you have the perfect salesforce?
Reviewed By Chris Simone VP of Sales at Treeline, Inc.
Once in awhile, Treeline recommends a book to our community because the book is actually worth the time and attention of Sales Leaders. Derek Gatehouse’s The Perfect SalesForce is easily one of these books that is truly worth your time! This book provides a framework and lens for unlocking the secrets to hiring and retaining the right sales people for your particular company, culture, and product/solution.
Derek Gatehouse challenges the traditional concept that sales can be taught through specific process. Instead, Gatehouse argues, that you can’t actually train sales people to sell much more than they already do. After a career of studying high performing sales team, Gatehouse identifies the six best practices of the worlds best sales teams. Controversial and smart, this book will blaze the trail to change the way sales teams are built, managed and retained.
It’s not enough to hire a “great” sales person; you need to understand the specific and prerequisite traits and characteristics of your “perfect” salesforce. http://www.theperfectsalesforce.com/
July 27th, 2011 by Amanda Musto, Social Media Marketing Representative at Treeline, Inc
A successful search firm does not just recruit candidates – they recruit the RIGHT candidates.
Truth be told, an executive search firm is not always going to be the best bet for a company’s search, it would be foolish to state otherwise. But, every company could find value in building a partnership with an executive search firm.
Let’s explore some of the challenges and benefits to working with a search firms.
There are so many candidates out there – why would I pay a fee to find one?
As recruiters, we know that there it is no great challenge to find candidates. Where we add value is in successfully finding the RIGHT candidates. We will partner with a company and find out the ins and outs of who they are looking for, who has been successful in the role in the past, and how we can replicate that success. We unearth information such as sales size, sales cycle, what kind of titles are being sold to, etc. A successful search firm does not just recruit candidates – they recruit the RIGHT candidates.
We have an internal recruiter.
It is amazing how many companies we partner together with who have internal recruiters. Internal recruiters have thousands of applications and resumes to comb through – to build a partnership with a search firm will only strengthen the pool of candidates that are presented to the decision makers. Remember, companies are not looking for candidates, they are looking for the RIGHT candidates. To utilize a search firm on top of the efforts of an internal recruiter, a company is ensuring that they are pulling top talent from a variety of sources, resulting in a strong hire.
We are already working with a search firm.
That’s great!! This means that you already know the value of using a search firm. If you are using a search firm on a contingency basis, then there is no harm in bringing another company on – it is a free service. What will happen over time, is a company will see certain search firms having more success than others and those will be the search firms that will stay on. If another search firm comes to the surface – give them a shot to present top talent.
If your company is looking for top talent in a saturated market – what do you have to lose in signing a contingency based fee agreement?
The key to a successful contingency search is to find reputable firms that have the recognition and brand that you can trust. Build a strong partnership with those firms and you will find success. Do not try to negotiate price too strongly with a contingency firm. It will not help you. Never sign a low contingency search fee because you will get no attention. A well known and successful contingency based firm will say no to risky fees. If a good firm says no to your fee you may want to re-evaluate your fee. Remember that contingency firms have many clients and you pay them nothing to start the search. Contingency firms will focus on companies that have the largest fee, the most urgency and the greatest amount of communications and feedback. The key is to commit to your firm. For a contingency firm to succeed, they must find clients that want to build a partnership with them. They cannot afford to work with companies that are not serious about making a hire. It has to be a win-win so make sure you work with the firm not against it. Remember, that you get what you pay for.
Contingency Search is based strictly on performance and less expensive for the hiring firm. The advantage to launching a contingency search is that there is no upfront cost. There is no exclusivity so you can use as many firms as you like and it is basically risk free because there is no charged fee unless you hire. The disadvantage if you don’t have strong partnerships with your vendors and seek out well known search firms you may not know what kind of message is being driven to the marketplace. You want a trusted ally to communicate your message to the market. Because there is no exclusivity make sure your partners are strong and your comfort level is very high when it comes to their ability to drive you message to the market. Signing lots of firms does not necessarily drive more qualified leads. In many causes it causes confusion in the market.
Have you found success in your search using a contingency based search firm? What are some of the qualities and attributes you look for when building a relationship with a search firm?
July 26th, 2011 by Amanda Musto, Social Media Marketing Representative at Treeline, Inc
Specialty Pharmaceutical Sales
Specialty Pharmaceutical Sales 802 – ME – Pharmaceutical – $100K
Company Profile:
This pharmaceutical company has been recognized by multiple publications including Fortune, Selling Power, and Business Week. They have a strong portfolio of products, and a deep pipeline of potential therapeutics. Professionally, they offer a tremendous opportunity for an aggressive sales person looking to grow in an exciting industry.
Job Description:
As a specialty representative, you will promote three products within an assigned geographic territory. You will be calling on primary care physicians, specialty doctors, hospitals and pharmacies. You will be the only rep covering the entire state. Occasionally, you will conduct evening programs, involving your physician targets and local health experts.
Requirements:
The ideal candidate will have 5+ years of successful pharmaceutical sales experience. This candidate will have a four year bachelor’s degree, and will have a clean driving record and background. In addition, this individual must be articulate, intelligent, and polished, both in presentation and communication skills.
Base Comp. $60,000.00
Total Comp. $100,000.00
If you are interested pleaseJoin Our Network! If you are already a member of our sales network contact your Treeline consultant.
July 18th, 2011 by Amanda Musto, Social Media Marketing Representative at Treeline, Inc
Inside Sales Representative
Inside Sales Representative 830 – MA – Technology – $90k
Company Profile: This is a rapidly growing security software organization that addresses real world problems without compromising the integrity and security of the enterprise environment. This organization has been recognized for its cutting edge security solutions and already has a footprint within large Gov’t Institutions, Financial firms and worldwide corporate accounts. This is a fast paced fun working environment and the company is geared for hyper growth.
Job Description: This opportunity is calling for a successful sales representative to call on C-Level and IT Executives of Fortune 500 organizations in several different verticals. This is a hunting consultative sale where the representative will need to sell over the phone and demonstrate solutions via webinars. Must be able to work in a team environment, position business value and understand corporate architecture.
Requirements: The ideal candidate will have a Bachelors degree, a minimum of three years experience exceeding a software quota, preferably with security software. Must have a hunter mentality and possess strong interpersonal and communication skills. Formal sales training is a plus.
Base Comp. $40,000
Total Comp. $90,000
If you are interested please Join Our Network! If you are already a member of our sales network contact your Treeline consultant.
July 18th, 2011 by Amanda Musto, Social Media Marketing Representative at Treeline, Inc
Top 10 Booby Trap Questions
By Kathleen Mauriot, Division Manager at Treeline, Inc.
So you walk into your interview calm, cool and collected. You confidently think “I’ve got it. I’m so prepared that nothing will stump me.” The first few questions are text book. Really? Could they get even a little creative? And then, smack! Yeah that’s right. The booby trap questions! All of a sudden you start sweating. You respond with “I’m sorry can you rephrase the question?” That didn’t work so you start fake coughing and ask for a glass of water to give yourself a little more time. Wait a minute. What just happened?? Do I answer it this way or that way? Do I tell them yes or no? OMG!!! SOS!!!!!
Sales is about thinking on your feet and expecting the unexpected. The same holds true for interviewing. It appears that you were missing crucial information about the company and the job that you were applying for and was able to navigate skillfully through those tricky, booby trapquestions.
Here is a list of the Top 10 Sales Booby Trap Interview Questions and the best way to handle them.
What do you dislike about your current sales position? Jot down on a piece of paper all of your daily tasks as a sales person. Now rank them from the things that make you most successful as a rep to the things that do not influence your success as much. Now what is on the bottom of that list? There’s your answer. To say you dislike prospecting will most likely be the kiss of death in a sales interview. But perhaps admitting that filling out expense reports is your least favorite task may not be viewed as such a negative.
What are you looking for in your next opportunity? If you do not know many details about the job you are applying for, this question can be fatal. If the role is 100% inside sales and you express interest in travel, the hiring manager may conclude that you will not be completely satisfied in the role and risk you leaving within a short amount of time. Try to get a job description off the website or look up reps on LinkedIn who work for that company and see what information you can gather in their profiles about the job. Perhaps you will recognize a contact that you can reach out to for information.
Why did you leave ABC Company? There are many different reasons why people leave their jobs. And as tempting as it may be to gossip about the owner’s affair with the secretary and to air the company’s dirty laundry in public, don’t do it. Do not come across as someone who gets caught up in office drama. It is a detriment to success. Focus on the explaining the reasons why you are moving toward a better opportunity rather than running away from one. Show logical career moves on your resume and be prepared to convince them that you are not looking for just another job but how this opportunity moves you closer to your career goals.
How do you like to be managed? Managers have very different personalities and styles. Some are micromanagers and others macro managers. Sales reps, as well, have different personalities and needs from their manager. Be honest when answering this question. You need to like who you’re being managed by and you need to feel confident that they will give you everything in their power to help you reach success. If you clash, it can make for an unpleasant working relationship and jeopardize your ability to achieve.
I only have time for one question. What would you like to ask? This one is very simple. They are looking for the close. “Do you have any questions or concerns about my ability to do this job?” Candidates get confused because they feel that they should be asking questions about the job, company or the interviewer’s background. Although those questions are important, when you are forced to just ask one, a sales manager will look for your demonstrated ability to close them.
I am looking to fill a marketing role that your background aligns well with. Would you be interested in hearing more about it? This question should definitely raise a red flag. Typically this means that the hiring manager has concerns about your interest, or your ability to perform well in the sales position you applied for. If you fall for this question by showing even the slightest interest in the marketing opportunity, there’s a great chance they will drop your candidacy. Most likely, the marketing role he teased you with does not exist. So stand firm, let them know your sincere interest in sales and give them specific reasons to back up why you would be a good fit for the role.
Where do you see yourself in 5 years? Think before you answer this question. Most people’s knee jerk reaction is to answer “management,” but be careful. Depending where you are in your career and the size of the company and its growth goals, management may not be an option at certain companies. This could backfire and lead the hiring manager to believe you may not stick around. If you are a recent college grad looking for a B2B sales position to use as a stepping stone to land a pharmaceutical sales position in a year, you do not want to openly share that. Think about it. Why would a manager want to hire someone who is already looking to move on before they even start? The best way to answer this question is to explain that your goal is to master the position, exceed your goals and consider growth opportunities within their company when you feel it’s the right time.
Tell me about a time when you and your colleague did not agree. What happened? This is a typical example of a behavioral interview question. It is known as the STAR method: Situation, Task, Action, Result. Answering these questions can be tough because they are looking for details. They will know you are bluffing if you cannot speak to specifics. The situation you choose should illustrate your ability to work challenges out effectively and logically amongst your peers. Additionally, you want to share a situation with a positive result.
Do you like hunting or farming? The best way to answer this question, if you do not know specifically how much of each the job requires, is explaining that having the skill set of doing both effectively ensures all around success in the sales process. Developing new business allows you to keep your pipeline strong, while maintaining accounts allows you to strengthen your partnerships, which leads to customer retention and repeat business.
What is your biggest weakness? Everyone has things they can improve on, but chose a weakness that a sales manager can live with. For example, telling a manager that you have problems getting to work on time, or that you are not good at setting goals and reaching them, will not bode well. However, confessing that maybe you are a bit of a perfectionist is easier for a hiring managers to accept.
Do you have any examples when you were asked a booby trap question and had to think on your feet? What was the question? How did you respond?
Company Profile: This organization is a rapidly growing software organization that targets selling into IT Directors of mid-large size businesses. They are headquartered in the US and has a worldwide presence. They are privately held, profitable and have doubled their revenue over the last 3 years.
Job Description: This opportunity is calling for an Inside Sales Representative who will follow up on leads generated through marketing campaigns as well as gradually start to close deals and segue into a field sales position with 20% travel. You will have the advantage of working along side the VP of Sales.
Requirements: The ideal candidate will have a minimum of one year experience selling software, have a hunter mentality and a track record of hitting sales goals. Looking for enthusiasm and passion for sales!
Base Comp. $40,000
Total Comp. $60,000
If you are interested please Join Our Network! If you are already a member of our sales network contact your Treeline consultant.
July 12th, 2011 by Amanda Musto, Social Media Marketing Representative at Treeline, Inc
3 Traps to Avoid When Hiring a Salesperson
Don’t let your new sales rep call on just any prospect. Be strategic with your game plan.
By: John Warrillow
Imagine the scene: You’ve been doing most of the selling for your company. One day, you decide to recruit your first salesperson. After weeks of interviewing, you pull the trigger and hire the salesperson you hope will finally get you out of being your company’s chief revenue officer.
The first day on the job, your new sales rep turns to you and says, “So, who do you want me to call on?”
Your natural reaction is to say, “Anyone who will buy. The world is your oyster.” At this point, you will do practically anything to ensure your sales rep’s success. But before you hand the entire world over to him or her, remember that your sales territory is an asset of the company. You, not your reps, need to decide who gets to call on which prospects for three reasons:
1. Sales Territories Are Easy to Give, Hard to Take Back
Once a salesperson feels entitled to something, it is very hard to take it away. Divide your market up into sales territories (by geography, industry, size of customer, etc.). If you’d like to be a $5-million business one day, and you think it is reasonable for a rep to generate $500,000 in orders, create 10 territories (10 × $500,000 = $5,000,000). Make it clear you are giving your new sales rep one of your 10 territories and that the company will continue to recruit for the other positions.
If you want to reward the salesperson later on by opening up more territory, that’s fine, but know that once you give it, you’ll risk losing the salesperson if you ever try to take it away.
2. The Cream Off the Top
Almost every company enjoys some inbound leads. They come naturally through word of mouth or the advertising that you do. If all you have is one sales rep, and that person gets all of the inbound leads, he or she could spend an entire day just taking the cream off the top.
The more successful your business becomes, the more inbound leads you’ll get, and the easier your salesperson’s job will get. Soon, you may end up paying a lot of money for someone simply to fill orders.
The reason you hire professional salespeople—and pay them handsomely—is for them to cultivate a sales territory. You want them tilling the soil, planting seeds, watering, and eventually harvesting the crop—not just swooping in and picking the fruits of your company’s labor.
Inbound leads are an asset of the company. If a lead comes from a territory where there is a sales rep assigned, in most cases it makes sense to have that rep work the lead, but if the inbound lead comes from a vacant territory, you may want someone else on your team to just take the order without involving your salesperson.
3. The Competition Effect
As soon as possible, you want to hire a second salesperson. Salespeople thrive on competition, and even just one other person to compete with holds a sales rep accountable. Plus, with only one, you’re never totally sure if the results your salesperson is achieving are acceptable. But with two, you start to figure out a minimum level of performance.
It can be exciting to hire your first salesperson. The prospect of finally getting yourself out of the selling stage can lead you to do whatever it takes to make your first rep successful. But remember that you’re paying for someone to cultivate leads, not just administer them, and that—like a child’s allowance—it is much easier to give a sales territory than to take it away.
John Warrillow is the author of Built To Sell: Creating a Business That Can Thrive Without You, which was released by Portfolio/Penguin on April 28, 2011.
Warrillow, John. “3 Traps to Avoid When Hiring a Salesperson | Inc.com.” Small Business Ideas and Resources for Entrepreneurs. Inc.com, 16 June 2011. Web. 12 July 2011. <http://www.inc.com/articles/201106/3-traps-to-avoid-when-hiring-a-salesperson.html>.
July 12th, 2011 by Amanda Musto, Social Media Marketing Representative at Treeline, Inc
Receive A Job Counter-Offer? Don’t Take It
Pitting your employer against another in a bidding war for you is often career suicide.
Written By Hal Reiter:Chairman and CEO of Herbert Mines Associates, a senior-level executive search firm specializing in the retail, fashion, beauty and consumer products industries.
A few years ago, I recruited an executive to run a mid-level company. The night before he was supposed to start his new job, the executive called to say he was staying put. The board of directors at his current company–a major multinational retailer–had offered to name him CEO in one year’s time.
I was aghast, but my former candidate could hardly envision a better scenario. He had leveraged an offer to run a mid-sized company and used it to land the coveted top spot at a retailing giant. No greater career coup exists, right?
Wrong.
After three tumultuous years as CEO, my former candidate was fired. This executive was not yet ready to run such a large organization. Had he accepted the job at the smaller company, he could have gained the necessary experience to successfully run a major multinational in due time.
Instead, he lured his company into a bidding war and forced the board to make a rash decision about retention in the name of corporate competition. As a result, his career ultimately suffered a mortal blow, not to mention the damage he caused shareholders, who watched their stock drop as a result of his inexperience.
Unable to land another CEO position, he took an early retirement.
In my 25 years of experience, I have learned that accepting a counter-offer is usually career suicide. Watching your boss scramble to keep you may be a heady experience, but in exchange for that sweet moment, you’ll have squandered your honor, a sacrifice that will haunt you for many years. Even more troubling, you may never know exactly when or to what extent your reputation has been sullied.
There’s a good chance hiring executives might blacklist you from other employment opportunities.Aside from refusing to ever hire you again, executives have long memories and will bad mouth you any chance they get.
I remember sitting on a plane with a group of retail executives when someone mentioned, by name, a seasoned retailer. The group listened intently as one of the executives launched into an unflattering tale of how the employee had used the executive’s perfectly good job offer as a bargaining chip for a fat buyback. By being dishonest with one company, the employee harmed his reputation with all of the executives on that flight.
Whenever I deliver a short list for a top job to one of my clients, I feel obligated to mention which potential candidates have accepted buyback offers in the past. Often my client will choose not to proceed with one of these people. Remember: Recruiters never forget a buyback, and computer files help us immensely.
Bosses don’t forget either. Initially, the company that retained you delights in winning you back from the competition. But after perhaps six months, management will begin resenting you for essentially extorting money or power from the firm.
A bitter taste of disloyalty lingers. Now you’re tacitly expected to perform like a new hire, proving yourself all over again to justify your new salary or position. You had better be up to the task.
Anytime you use a new job offer as a bargaining chip with your boss, there’s always a risk you’ll lose the bet. Next thing you know, you’re sitting in a strange office, having left a trail of ill will in your wake.
To be fair, counter-offers can provide an opportunity for employees to voice issues or concerns about their jobs. When you are recruited for another job, ask yourself: What are the pros and cons of my current position? If the negatives outweigh the positives, you simply must leave. However, you may decide you genuinely like your position, aside from one or two problems, in which case it’s time to have an open, honest conversation with your boss–before you accept the offer.
Down the road, such a conversation will be far more valuable if you choose not to force your boss into a buyback offer. You will retain your reputation for honesty, and, in my experience, this will serves you far better than a single raise or promotion ever could.
Hal Reiter is chairman and CEO of Herbert Mines Associates, a senior-level executive search firm specializing in the retail, fashion, beauty and consumer products industries.
Reiter, Hal. “Receive A Job Counter-Offer? Don’t Take It – Forbes.com.” Forbes.com. 30 June 2011. Web. 12 July 2011. <http://www.forbes.com/2008/06/28/counter-offer-employer-lead-careers-cx_hr_0630counteroffer.html>.
Company Profile: This organization is a rapidly growing software organization that targets selling into IT Directors of mid-large size businesses. They are headquartered in the US and has a worldwide presence. They are privately held, profitable and have doubled their revenue over the last 3 years.
Job Description: This opportunity is calling for an accomplished account executive who will hunt new business and be a road warrior traveling 60%. You will be selling two software solutions into IT Directors and be responsible for conducting web demos and closing business. This position will eventually lead into building a sales team reporting to you.
Requirements: The ideal candidate will have a minimum of 3 years experience selling software to large organizations. Must be able to travel without any restrictions and have a track record of hitting sales goals. Looking for hungry and polished sales individuals who have something to prove!
Base Comp. $80,000
Total Comp. $225,000
If you are interested please Join Our Network! If you are already a member of our sales network contact your Treeline consultant.
